Appendix 1

West Dunbartonshire Council · 21 June 2023
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Page 1

Exxon Site Development Project
Full Business Case
June 2023
Glasgow City Region City Deal
Project Submission from West Dunbartonshire Council
Image credit: Guthrie Aerial Photography
APPENDIX 1

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Contents
Business Case Approval Criteria ......................................................................................................... 5
1 Introduction and Executive Summary ..................................................................................... 15
1.1 West Dunbartonshire City Deal Project ....................................................................... 15
1.2 Business Case ............................................................................................................. 16
1.3 Project Contribution to City Deal Economic Case ....................................................... 17
1.4 Strategic Need for the Project ..................................................................................... 17
1.5 Current Position ........................................................................................................... 18
1.6 Options ........................................................................................................................ 18
1.7 Project Scope .............................................................................................................. 18
1.8 Forecast Cost .............................................................................................................. 19
1.9 Proposed Team and Project Management Arrangements .......................................... 19
2 Strategic Case ........................................................................................................................... 20
2.1 Introduction .................................................................................................................. 20
2.2 Strategic Need ............................................................................................................. 20
2.3 Existing Arrangements ................................................................................................ 28
2.4 Strategic and Policy Context for the Project ................................................................ 31
2.5 Project Objectives ........................................................................................................ 44
2.6 Project Summary ......................................................................................................... 47
2.7 Dependencies and Constraints ................................................................................... 55
2.8 Stakeholders ................................................................................................................ 57
2.9 Risk .............................................................................................................................. 63
2.10 Risk Allocation and Transfer ....................................................................................... 64
3 Economic Case - Options Appraisal ....................................................................................... 67
3.1 Introduction .................................................................................................................. 67
3.2 Summary Outcomes for the Location of a Sizeable Economic Investment Site ......... 67
3.3 Summary Outcomes for the Sectors of Opportunity ................................................... 68
3.4 Summary Outcomes for Site Access ........................................................................... 68
3.5 Long List – Scope, Solution, Delivery & Funding ........................................................ 68
3.6 Site Development Options - Long List ......................................................................... 68
3.7 Long-list Appraisal ....................................................................................................... 69
3.8 Resulting Short List ..................................................................................................... 70
3.9 Benefits ........................................................................................................................ 70
4 Economic Case – Short List Analysis ..................................................................................... 73
4.1 Introduction .................................................................................................................. 73
4.2 Cost Benefit Analysis .................................................................................................. 80
4.3 Confirmation of the Results ......................................................................................... 83
4.4 Value for Money – Wider Impacts ............................................................................... 84
5 Commercial Case ...................................................................................................................... 88
5.1 Introduction .................................................................................................................. 88
5.2 Delivery Specification .................................................................................................. 88

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5.3 Funding Options and Payment Arrangements ............................................................ 89
5.4 Procurement and Community Benefits Strategy ......................................................... 90
5.5 Commercial Risks ........................................................................................................ 91
6 Financial Case ........................................................................................................................... 92
6.1 Overall Project Approval .............................................................................................. 92
6.2 Project Funding ........................................................................................................... 92
6.3 Summary of Project Costs ........................................................................................... 92
6.4 Expenditure on Assets Not Council Owned ................................................................ 95
6.5 Ongoing Revenue Implications ................................................................................... 95
6.6 Main Financial Dependencies ..................................................................................... 96
6.7 Financial Risks ............................................................................................................ 96
7 Management and Sustainability Case ..................................................................................... 97
7.1 Project Roles ............................................................................................................... 97
7.2 Project Governance Structure ..................................................................................... 98
7.3 Risk Management...................................................................................................... 100
7.4 Resilience .................................................................................................................. 102
7.5 Greener Placemaking ................................................................................................ 102
7.6 Active and Lower Carbon Travel ............................................................................... 102
7.7 Other Matters for Consideration ................................................................................ 102
7.8 Project Schedule ....................................................................................................... 104
7.9 Project Monitoring and Evaluation ............................................................................. 104
7.10 Use of Specialist Advisors ......................................................................................... 108
Figures
Figure 1-1 Exxon Site Aerial View ......................................................................................................... 15
Figure 2-1 Real GDP, Jan 2020 = 100 .................................................................................................. 25
Figure 2-2 Employment Rate ................................................................................................................ 25
Figure 2-3 Vacancy Rate vs. Employment Rate in West Dunbartonshire ............................................ 27
Figure 2-4 Site Location in Context ....................................................................................................... 28
Figure 2-5 Forecast Change in Population of Working Age .................................................................. 29
Figure 2-6 Forecast Change in GVA ..................................................................................................... 30
Figure 2-7 Forecast Change in Chained Volume Measure (CVM) in West Dunbartonshire ................ 30
Figure 2-8 Average Annual Growth Rate of Sectoral Productivity 2015 - 2035 .................................... 31
Table 2-2 Project fit with National Policies and Strategies .................................................................... 34
Figure 2-9 Extract from Proposed LDP Showing Development Proposals ........................................... 39
Figure 2-10 Site Boundary..................................................................................................................... 48
Figure 2-11 Approved Masterplan ......................................................................................................... 50
Figure 2-12 Relationship between Project’s direct Deliverables and Strategic Need ........................... 54
Figure 7-1 Council Governance Structure ............................................................................................. 99
Tables
Table 2-1 SWOT Analysis of West Dunbartonshire Economy .............................................................. 21
Table 2-3 Project fit with Regional Policies and Strategies ................................................................... 38
Table 2-4 Project fit with Local Policies and Strategies ........................................................................ 41
Table 2-5 City Region Deal Objectives and Exxon Site Contribution ................................................... 43
Table 2-6 Specific, Measurable, Attainable, Relevant and Time-bound (SMART) Objectives ............. 46
Table 2-7 Dependencies and Constraints ............................................................................................. 56
Table 2-8 Stakeholder Engagement Summary ..................................................................................... 59

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Table 2-9 Risk Transfer ......................................................................................................................... 65
Table 3-1 Option scoring against Project Objectives ............................................................................ 69
Table 3-2 Option Scoring against Critical Success Factors .................................................................. 70
Table 3-3 Qualitative Disbenefits Profile ............................................................................................... 71
Table 4-1 Public Capital Costs Inc OB (£m, 2023 prices) ..................................................................... 73
Table 4-2 Turnover Per Construction Employee (2022) ....................................................................... 74
Table 4-3 Additionality Assumptions (Construction) ............................................................................. 75
Table 4-4 Gross Infrastructure Construction Jobs ................................................................................ 75
Table 4-5 Net Direct Infrastructure Construction Jobs .......................................................................... 75
Table 4-6 GVA per Infrastructure Construction Employee (2022) ........................................................ 76
Table 4-7 Gross Direct Infrastructure Construction Nominal GVA (£m) ............................................... 76
Table 4-8 Net Direct Infrastructure Construction Discounted GVA (£m) .............................................. 76
Table 4-9 Development Plots (GEA m2) ................................................................................................ 77
Table 4-10 Total Private Sector Investment (£m).................................................................................. 77
Table 4-11 Gross Development Construction Jobs .............................................................................. 77
Table 4-12 Net Direct Construction Jobs .............................................................................................. 78
Table 4-13 Gross Development Contraction GVA (£m) ........................................................................ 78
Table 4-14 Net Direct Development Construction GVA (£m) ................................................................ 78
Table 4-15 Development Plots (areas used for employment calculation) ............................................. 79
Table 4-16 Gross Operational Jobs ...................................................................................................... 79
Table 4-17 Net Direct Operational Jobs ................................................................................................ 79
Table 4-18 Gross Direct Operational Nominal GVA (£m) ..................................................................... 79
Table 4-19 Discounted Net Direct Operational GVA (£m) .................................................................... 80
Table 4-20 Total Gross Direct GVA (£m) .............................................................................................. 80
Table 4-21 Total Net Direct Discounted GVA (£m) ............................................................................... 80
Table 4-22 Additional NPV GVA (£m) ................................................................................................... 80
Table 4-23 Cost Per Job (City Region) ................................................................................................. 80
Table 4-24 Value for Money .................................................................................................................. 81
Table 4-25 Switching Value Analysis .................................................................................................... 82
Table 4-26 Sensitivity Testing ............................................................................................................... 82
Table 4-27 Confirmation of the Preferred Option .................................................................................. 83
Table 4-28 Qualitative Benefits ............................................................................................................. 84
Table 4-29 Qualitative Benefits ............................................................................................................. 87
Table 5-1 Procurement Milestones ....................................................................................................... 91
Table 6-1 Project Capital Costs (Option 5) – June 2023 ....................................................................... 93
Table 6-2 Project Finance Overview ..................................................................................................... 93
Table 7-1 Council Project Board ......................................................................................................... 100
Table 7-2 Anticipated Minimum Community Benefits ......................................................................... 108
Appendices
Appendix A Socio-Economic Baseline
Appendix B Previous Council Project Experience
Appendix C Environmental Impact Assessment
Appendix D Risk Register
Appendix E Benefits Realisation Profile
Appendix F Additionality
Appendix G Development Plot & Option Timelines
Appendix H Equalities Impact Assessment
Appendix I Project Programme

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Business Case Approval Criteria
The City Deal Project Management Office’s Business Case Appraisal Criteria states that ‘Business
Cases will be appraised in relation to the extent to which all requirements have been fully achieved. 
This Full Business Case has been structured to specifically address the appraisal criteria as set out in
the Assurance Framework and the additional programme economic case questions taken from the latest
Programme Business Case.  The Table below provides paragraph references showing where each of
the business case requirements is addressed in this document.

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Full Business Case for Exxon Site Development Project
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Member Authority:  WEST DUNBARTONSHIRE COUNCIL Project Name:  EXXON FULL BUSINESS CASE
Business
Case
Section
Sub-Section FBC Appraisal Questions FBC Location
0. Executive
Summary 
0.0.1 Does the Executive summary provide a summary/description of: Project need;
Project scope; Project’s costs; the Project’s key milestones; anticipated benefits,
including economic benefits (BCR, GVA, construction jobs, operational employment,
private sector investment, etc. as required by the Programme Business Case); Project
management arrangements?
Section 1
FBC Comment: 
1. Strategic
case
1.1 Strategic Need 1.1.3 Has the FBC revisited the case for change for the Project and does it remain
valid? Does the Strategic Case contain any specific additional elements that reflect
the content of the FBC?
Section 2.2
FBC Comment: 
1.1.3 Has the FBC revisited the rationale for the Project set out within the Strategic
Case of the Outline Business Case? 
Section 2.2
FBC Comment: 
1.2 Strategic and Policy Context for The
Project and Contribution to the City Deal
1.2.2 Does the recommended intervention still satisfy the strategic objectives of the
City Deal Programme?
Section 2.4
FBC Comment:  
1.3 Project Objectives 1.3.2 Have the SMART objectives been revisited in relation to the focus of the FBC? Section 2.6
FBC Comment: 
1.4 Existing Arrangements   Section 2.3
1.5 Project Summary  Section 2.6
1.6 Dependencies and Constraints 1.6.1   Have all relevant Project dependencies included within the OBC been revisited
and refreshed? Have any new dependencies been identified since the OBC? How will
they be managed?
Section 2.7
FBC Comment:

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Full Business Case for Exxon Site Development Project
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Business
Case
Section
Sub-Section FBC Appraisal Questions FBC Location
1.6.2 Have all relevant Project inter-dependencies included within the OBC been
revisited and refreshed? Have any new inter-dependencies been identified since the
OBC? How will they be managed?
Section 2.6
FBC Comment:
1.6.3 Have all relevant Project constraints included within the OBC been revisited
and refreshed? Have any new constraints been identified since the OBC? How will
they be managed?
Section 2.6
FBC Comment:
1.7 Stakeholders 1.7.1 Has information regarding the main stakeholder groups and any potential areas
of conflict been reviewed and updated? Have any new stakeholders or potential areas
of conflict been identified?
Section 2.8
FBC Comment:
1.8 Risk 1.8.2 Have the risk management arrangements and plans been finalised? Section 2.9
Appendix D
FBC Comment:
1.8.2 Has the Project risk register been reviewed and updated since the OBC? Appendix D
FBC Comment:
1.8.6 Have environmental and climate risks identified and mitigated within the risk
register been refreshed and updated within the FBC?
Appendix D
FBC Comment:
1.8.7 Have the equalities risks identified and their mitigations within the risk register
been refreshed and updated within the FBC?
Appendix H
FBC Comment:
2. Economic
Case
2.1 List of options 2.1.0 Has the economic case within the OBC been reviewed and does it remain
valid?
Section 3
FBC Comment:
2.2 Additionality Section 4

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Business
Case
Section
Sub-Section FBC Appraisal Questions FBC Location
2.3 Benefit  2.3.1 Have the benefits of the Preferred Option identified within the OBC changed? If
they have these should be clearly detailed.
If this is a sub-Project of the OBC, has the FBC detailed the outputs and outcomes
that it will deliver?
Section 4
FBC Comment: 
2.3.2   Have the disbenefits of this project/sub-project been listed and clearly
described?
Section 4.4
FBC Comment: 
2.3.4   Has the timescale for the realisation of benefits/disbenefits been provided? Appendix E 
FBC Comment: 
2.3.7   Have clear measurement, monitoring and evaluation plans been identified to
track the delivery of each stated benefit? Is this taken forward to Section 5.7?
Section 7.9
FBC Comment: 
2.3.8   If this FBC is a sub-project of an OBC, does this provide clarity on the benefits
that are generated as a direct result of City Deal project investment, and those that
are generated as a direct result of subsequent action by others e.g. follow-on private
or public sector investment?
Section 4
FBC Comment: 
2.4 Cost/Benefit Analysis 2.4.1 Have any of the Project costs changed from those within the OBC (for example
following the procurement process)?
Section 4
FBC Comment: 
2.4.3 Where costs have changed, has this had an impact upon the Value for Money
calculation within the OBC? If costs have changed then the VfM calculations (BCR
calculation within the OBC) should be reviewed and restated reflecting any changes.
Section 4
FBC Comment: 
2.5 Options Appraisal Results 2.5.1   Are the options identified within the OBC still valid? Section 3 
FBC Comment: 
2.5.2   Have the rankings of the options within the OBC been reviewed and are they
still valid?
Section 3
FBC Comment: 
2.5.3   Have any of the key assumptions used within the options appraisal at OBC
changed? 
If any of the assumptions have changed then the FBC must demonstrate that the
Preferred Option continues to offer better public value.
Section 4

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Business
Case
Section
Sub-Section FBC Appraisal Questions FBC Location
FBC Comment: 
2.6 Preferred Way Forward/Preferred
Option 
2.6.1   Does the Preferred Option identified within the OBC remain the Preferred
Option?
Section 4
FBC Comment: 
2.7 Sensitivity and risk profile 2.7.1   If the Preferred Option identified at OBC has changed, then has appropriate
sensitivity analysis been completed?
Section 4
FBC Comment: 
3.
Commercial
Case
3.1 Commercial Aspects 3.1.1 Does the Preferred Option continue to address the needs of all parties and
Project partners – the Member Authority, the City Deal, other direct funders, and wider
Project partners (including those that are expected to deliver activity or outcomes as a
result of City Deal investment)?
Section 5
FBC Comment: 
3.1.2 Have the funding options for the Preferred Option contained within the OBC
changed? If yes, has evidence been provided of the alternative funding sources that
have been adopted? Does the FBC set out the contractual arrangements for the
negotiated contract?
Section 5
FBC Comment: 
3.1.3 Are there any changes to the requirements for follow on private/public sector
funding as stated in the OBC? If this has changed then this change should be clearly
described and quantified.
Section 5
FBC Comment: 
3.1.5 Where payments are to be made to external parties, has the circumstances or
nature of these process changed from the description provided within the OBC?
Section 6.4
FBC Comment: 
3.2 Procurement Strategy 3.2.1   Has the procurement approach that was set out in the OBC been followed? If
this has changed, has the reason for the change been clearly articulated and was the
strategy still in line with the procurement regulations? Was the procurement process in
line with the Glasgow City Region City Deal Procurement Strategy and compliant with
City Deal Guidance?
Section 5
FBC Comment:

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Business
Case
Section
Sub-Section FBC Appraisal Questions FBC Location
3.2.3   Does the body (or bodies) identified within the OBC to procure the Project
remain unchanged?
Section 5
FBC Comment: 
3.2.5   Have the proposed contracting arrangements described within the OBC
changed? If they have changed do the new contracting arrangements include
appropriate conditions of contract?
Section 5
FBC Comment: 
3.2.6   Have the clear contractual milestones and delivery dates for the procurement
process identified in the OBC been reviewed and confirmed/ updated as appropriate?
Section 5
FBC Comment: 
4. Financial
Case
4.1 Financial appraisal 4.1.1 Is there a clear description of Project costs (split by individual element) phased
over the delivery timescale detailed and quantified within the FBC? Have any changes
since the OBC been detailed within the FBC?
Section 6
FBC Comment: 
4.1.3   Have appropriate benefit and monitoring evaluation costs been described and
quantified, covering the full City Deal period to 2035?
Section 6.5
FBC Comment: 
4.1.4 Have funding sources been detailed and quantified within the FBC? Have any
changes since the OBC been detailed within the FBC?
Section 6
FBC Comment: 
4.1.5 Does this clearly identify the direct City Deal funding (split 86% / 14%)? (n.b.
86/14% split should be clear statement within FBC and reiterated in Executive
Summary) Have any changes since the OBC been detailed within the FBC?
Section 6
FBC Comment: 
4.1.6   Has the additional follow-on investment required to deliver the Project benefits,
as specified in the OBC, been reviewed?  Have any changes been described and
quantified?
Section 6.6
FBC Comment: 
4.1.7   Has evidence been provided demonstrating that full budget funding has been
secured and budgeted for by all parties – the Member Authority, other direct Project
funders, other follow-on investment? 
Section 6
FBC Comment: 
4.1.8 Has income from capital receipts related to this project been considered and
included?
Section 6
FBC Comment:

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Business
Case
Section
Sub-Section FBC Appraisal Questions FBC Location
4.1.9   Have the impacts on Member Authority income/expenditure a/c and on balance
sheet been provided if applicable? Does this specifically include ongoing revenue
costs to MA or other public sector organisation? Does this include both financing costs
and operational running costs?
Section 6
FBC Comment: 
4.1.10 Is contingency still contained within the costing, and if so what is the value and
%? What is the value and % of contingency, and where applicable Optimism Bias, for
the Project?
Does the level of contingency provided for seem reasonable?
Section 6
FBC Comment: 
4.1.11   How will VAT will be treated? Is there a description in the FBC of applicable
VAT risks, and if so are they included in the Risk Register?
Section 6
FBC Comment: 
4.1.12   Have any guarantees been provided, or financial agreements made? Does
this cover direct Project funding or follow-on investment? Are these guarantees from
the Member Authority to third party, or vice-versa? How substantial are these
agreements, and to what extent is the Project’s success dependent on these
guarantees?
Section 6
FBC Comment: 
4.1.13   Linked to results at Section 1.8, have all relevant financial risks been
identified, managed and allocated in the risk register, and are the key financial risks
presented here, with clear mitigating actions?
Section 6.7
FBC Comment: 
5. The
Management
Case
5.1 Project roles 5.1.1 Have the Project roles and responsibilities for or this FBC been finalised and
noted within the document?
Have the appropriate skills and experience of the team members been described?
Section 7
FBC Comment: 
5.1.2 If the Project involves a grant to a third party, have the measures described
within the OBC to ensure that the Project delivers outcomes on time, at scale, to
quality etc. been put in place?
N/A
FBC Comment: 
5.2 Project governance Structures 5.2.1   Have approval processes within the Member Authority been stated and
followed, including stating the date of the member authority committee approval? Is
the committee approval paper consistent with the FBC in terms of scope, finance,
timeline, and benefits?
Section 7.2
FBC Comment:

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Business
Case
Section
Sub-Section FBC Appraisal Questions FBC Location
5.2.2   Have robust Project management arrangements been clearly stated in relation
to the operational delivery and future management of the completed Project within the
Member Authority?
Section 7.1
FBC Comment: 
5.3 Community Benefits 5.3.1   Are the community benefits secured detailed, following the conclusion of the
procurement process?
Is this in line with the Glasgow City Region City Deal Community Benefits Strategy
and can evidence that what has been secured in contract can be linked back to the
City Deal Guidance?
Section 7.9
FBC Comment: 
5.4 Legal Matters and Required
Approvals 
5.4.1 Have the legal risks and issues which might affect the Project identified within
the OBC been reviewed and updated?
If this FBC is for a sub-Project of the OBC, are there any additional legal matters
relating to this sub-Project that require to be considered?
Section 7.7
FBC Comment: 
5.4.2 Has external legal advice been taken on those risks/issues where it is
appropriate to do so?
Section 7.7
FBC Comment: 
5.4.3 Have relevant legal risks been added to the risk register(s)? Section 7.7
FBC Comment: 
5.4.4 Have appropriate mitigation measures and actions been put in place to deal with
legal risks and issues which have arisen or which you anticipate may arise?
Section 7.7 /
Appendix D 
FBC Comment: 
5.4.5   Have all required approvals and licences (for example planning approval,
marine licence, SEPA licence, TAUS etc.) been secured? Do any conditions apply to
the approval granted?
Section 7.7 /
Appendix D 
FBC Comment: 
5.5 Project schedule 5.5.1   Has the Project schedule, including delivery dates and milestones, been
reviewed and updated within the FBC?
Section 7
FBC Comment: 
5.6 Sustainability case  Section 7

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Business
Case
Section
Sub-Section FBC Appraisal Questions FBC Location
5.7 Project Monitoring 5.7.1 Have the Project measurement, monitoring and evaluation arrangements to
track the delivery of the Project and each stated benefit described within the OBC
been updated and finalised?
Section 7.9
FBC Comment: 
5.7.2   Is the monitoring and evaluation plan in line with the requirements of the
Assurance Framework and Programme Business Case e.g. do the monitoring and
evaluation arrangements cover the period until Project completion in 2035?
Section 7.9
FBC Comment: 
5.7.3   Has responsibility for Project monitoring and evaluation changed from the
information provided within the OBC? 
Section 7.9
FBC Comment:

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Business Case Appraisal Criteria Sign-off:
(Signature)  ...............................................................................................................
(Date)   ...............................................................................................................
(Position)  Gail Macfarlane, Chief Officer, West Dunbartonshire Council  
Project Sponsor 
Abbreviations and Terms
AMSC: Application for Matters Specified in
Conditions
CEDA: Core Economic Development Area
CVM: Chained Volume Measures
ESR: Enterprise and Skills Review
FBC: Full Business Case
GDP: Gross Domestic Product
GEA: Gross External Area
GIA Gross Internal Area
GNP: Gross National Product
GVA: Gross Value Added
HCA: Homes and Communities Agency
LDP: Local Development Plan
NIA: Net Internal Area
NPPG National Planning Policy Guidelines
NPV: Net Present Value
OBC: Outline Business Case
PMO: Programme Management Office
PPIP: Planning Permission in Principle
SBC: Strategic Business Case
SCDI: Scottish Council for Development and
Industry
SDI: Scottish Development International
SE: Scottish Enterprise
SEPA: Scottish Environmental Protection
Agency
SMART: Strategic Measurable Achievable
Relevant Timely
SPA: Special Protection Area
SPP Scottish Planning Policies
SSSI: Site of Special Scientific Interest
SUDS: Sustainable Urban Drainage System
TEE: Transport Economic Efficiency
TS: Transport Scotland

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1 Introduction and Executive Summary
1.1 West Dunbartonshire City Deal Project
1.1.1 This document sets out the Full Business Case (FBC) for West Dunbartonshire Council’s (”the
Council”) project under the terms of the Glasgow City Region City Deal. The project involves
the redevelopment of the former oil terminal at Bowling - the Exxon Site Development Project. 
In due course, it is the Council’s intention to rename the project to better reflect the geographical
location and intended future use of the site.
1.1.2 The FBC is for £44,324,635 of infrastructure capital funding in 2023/24 to support the
development potential of the site at Bowling with £38,119,186 of funding (86%) sought from the
City Region Deal Infrastructure Fund and the remaining £6,205,449 (14%) being funded by the
Council. Agreement to transfer ownership of the site from Exxon to the Council was reached in
October 2020 and will be concluded when Exxon complete the site remediation in Q4 2023.
1.1.3 The site is the location of the former Bowling Oil Terminal located between Dumbarton and
Clydebank and is shown in the aerial photograph in Figure 1-1 below. It is currently disused
having been levelled in 1997.
Figure 1-1 Exxon Site Aerial View 
1.1.4 There is a clear need to stimulate greater economic activity in West Dunbartonshire as there is
a high degree of dependency on the public sector in the local economy and on out-commuting
to the wider Glasgow City Region. There is also a shortage of employment in higher value
positions in West Dunbartonshire despite the presence of a reasonably well-educated labour
market. A lack of job opportunities is a significant barrier to economic growth in the area. 
Addressing these issues through the creation of additional employment land opportunities will
have a significant impact across West Dunbartonshire and the wider City Region area.
1.1.5 As existing sites are built out to their capacity, the Exxon site has been identified as crucial to
the economic development needs of West Dunbartonshire in the medium to longer term as a
requirement for additional strategic development locations is anticipated. In a highly accessible
location adjacent to the A82 Trunk Road and within proximity to the Erskine Bridge which

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provides access to the M8, Glasgow Airport and the wider strategic road network, the site
provides the ideal opportunity to facilitate this additional development. Further, in line with Clyde
Mission criteria, proximity to maritime assets along the Clyde present a possible future
development opportunity for the site.
1.1.6 The project entails the delivery of roads access, development platforms and supporting
infrastructure required to enable the development of this strategically important site including,
crucially, new road accesses at the eastern and western extents along with a spine road which
will link the two accesses and open the site for development.
1.1.7 The site does face some significant constraints and challenges which affect its ability to be
brought back into effective economic use. There are several environmental designations in
existence adjacent to the site including a Site of Special Scientific Interest (SSSI), a Special
Protection Area (SPA) and a Ramsar Site (wetlands of international importance) which all have
implications for the extent of the developable land as well as requiring mitigation measures to
ensure environmental impacts are minimised.
1.1.8 The site is also constrained by its current transport links and new accesses are required. The
site is bounded by the River Clyde, the Glasgow to Dunbartonshire and Argyll railway line (with
Bowling station in close proximity), National Cycle Route 7, and the A82 Trunk Road and close
to the Western terminus of the Forth and Clyde Canal. The creation of a new road through the
site connecting to the A82 at the eastern and western extremities of the site will mean the
developed site will benefit from excellent transport links.
1.1.9 The funding sought through the Glasgow City Region City Deal is required to deliver the
transport, environmental and infrastructure works required to ready the site for development.
1.2 Business Case
1.2.1 This document represents the Full Business Case for the project. The Glasgow City Region City
Deal Assurance Framework1 defines the purpose of the FBC as part of a cycle during which the
maturity and level of analysis of a project is developed, and its readiness for delivery and
implementation advanced. The purposes of the FBC are described by the guidance as:
 identify the spending option which optimises value for money (VFM);
 preparing the scheme for procurement; and
 put in place the necessary funding and management arrangements for the successful
delivery of the scheme. 
1.2.2 The Business Case has been compiled to meet the requirements of the Glasgow City Region
City Deal Assurance Framework and seeks to ensure the proposed project meets the key
criteria including:
 providing a framework for informed decision making in planning and management of the
project, the City Deal Programme and subsequent benefits realisation;
 providing a clear and concise record of the status of the project and decisions made to date,
and
 providing a consistent approach of reporting across the City Deal Programme, which is
especially important considering the Independent Panel which will appraise the economic
impact of the investments at the city region level. 
1 Glasgow and Clyde Valley City Deal, The Glasgow and Clyde Valley Cabinet, Assurance Framework v2.5, 2021.

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1.2.3 The Assurance Framework sets out the key requirements of the Business Case. This document
has been structured to ensure transparency of the processes applied and an auditable account
of the proposals. This document has been split into the following sections which track
requirements as set out within the Assurance Framework:
 Strategic Case - To document why the project is required, what the project is, how it fits in
with the City Deal Infrastructure Fund Programme and the wider local and national policy
context and how it is intended to be implemented.
 Economic Case - Options Appraisal - To demonstrate how the preferred solution has
been chosen and that all potential options were identified and compared, resulting in a
Preferred Option that achieves all objectives and delivers best value for money.
 Economic Case – Short List Analysis - To identify the economic impact of the project.
 Commercial Case - To document the involvement of other parties and identify any
challenges or risks this may present.
 Financial Case - To identify the forecast capital and revenue expenditure and income over
the period of the project.
 Management and Sustainability Case - To assess whether the proposals are themselves
sustainable and how they contribute to the wider sustainability agenda and to identify the
team that will deliver the project, the proposed procurement process and the project
schedule.
1.3 Project Contribution to City Deal Economic Case
1.3.1 The project directly contributes to the economic outcomes set out in the City Deal Infrastructure
Fund. At a Glasgow City Region level, the project will enable the following benefits:
Employment Land Development
 45,512m2 employment floorspace by 2035
 up to 19.10 hectares of employment land made available, including development platforms
by 2026
Private Sector Investment
 £43.8m (non-discounted) of additional private sector investment by 2037
Employment Support
 935 net additional construction jobs by 2037
 970 net additional operational jobs by 2037
1.4 Strategic Need for the Project
1.4.1 West Dunbartonshire performs below average when considering key macro-economic
indicators for the Glasgow City Region City Deal area and Scotland.  There is a lack of jobs in
West Dunbartonshire with job density only at 0.69 per head (compared with the City Region
average of 0.79 and the Scottish average of 0.81) and has a high dependence on public sector
employment.

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1.4.2 Overall skill levels of West Dunbartonshire residents are marginally below sub-regional and
national comparators, but a relatively skilled workforce is still available in the area. However,
the population of West Dunbartonshire is both falling and ageing.
1.4.3 Addressing these issues through the creation of additional employment land opportunities will
have a significant impact across West Dunbartonshire and the wider City Region area.
1.4.4 The Exxon site is of the scale required to meet project objectives and is in single ownership,
albeit that other land is required for access. The site would be the largest concentration of
potential employment land in West Dunbartonshire. Should access and other constraints be
addressed, a high-quality, well-located site would be available within the by 2026. The site has
the potential to offer a broad range of development and employment opportunities. City Deal
funding offers the opportunity to address the site constraints in a comprehensive manner.
1.4.5 The diversion route in the event of a closure of the A82 between the A82/A814 Dunglass
Junction and the A82/A814 Dumbuck junction is via neighbouring adjacent local authorities and
is some 29 miles or thereby – a key concern for major employers and an issue that potentially
depresses demand elsewhere in the Council area and beyond (e.g. Argyll and Bute). Delivery
of the proposed site infrastructure will provide an alternative route at a key section of the road
that mitigates this critical issue.
1.5 Current Position
1.5.1 The 61.71 hectare site is owned by Esso Petroleum Company Limited (otherwise known as
Exxon) and accommodated the Bowling Oil Terminal until its decommissioning, which began in
1997. Given flood risks and known ground conditions on the site, the maximum developable
area, including roads and development plots, is 19.10 hectares with the remaining areas
retained as greenspace.
1.5.2 Exxon has agreed to transfer the site to the Council following remediation of contaminated land;
expected to be completed by December 2023.
1.6 Options
1.6.1 An appraisal of long list options consisted of three parts: options for the location of a sizeable
economic investment site, options for the use of the site (economic activity) and options for
access to the site (infrastructure requirements). These were reported in the Outline Business
Case.
1.6.2 From the high-level options appraisal, the Exxon site was identified as best placed to meet
project objectives through investment in the necessary access and supporting infrastructure.
1.7 Project Scope
1.7.1 The project will entail delivery of road access and the supporting infrastructure required to
enable development of the site.
1.7.2 One of the fundamental infrastructure requirements is the construction of road network
accesses at the eastern and western extents of the site linked by a spine road through the site
which will enable it to be accessed for development.
1.7.3 The site requires substantial investment in site preparation prior to development taking place,
including remediation works (to be completed by the current owners prior to transfer to the
Council), creation of new roads infrastructure, flood, environmental and drainage mitigation, and
development platforms.
1.7.4 The City Deal project consists of:

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 1.95km of new spine road with associated drainage and lighting infrastructure;
 1.32km of upgraded existing public road (A814);
 a new junction on the A82 at Dumbuck with closure of the existing junction;
 a remodelled junction on the A82 at Dunglass;
 an enhanced routing of 475m of the National Cycle Network Route 7 in the vicinity of the
site;
 a new underbridge of the Glasgow – Dumbarton Railway at the western access to the site;
 a remodelled railway overbridge at the eastern access to the site;
 flood mitigation works;
 environmental mitigation works (but not remediation); 
 site drainage works; and
 establishment of platforms for development across the site.
1.7.5 Key milestone dates are anticipated as follows:
 Commencement of works – October 2023
 Completion of infrastructure works – December 2025
 Project Monitoring and Evaluation - December 2025 – March 2045
1.8 Forecast Cost
1.8.1 The estimated project cost is £44,324,635 derived from market tested contractors’ costs based
on the Detailed Design in June 2023.
1.8.2 It is anticipated that the Council’s share of the investment will be £6,205,449, representing 14%,
with the remainder being funded by grant from the UK and Scottish Governments through the
City Deal.
1.9 Proposed Team and Project Management Arrangements
1.9.1 An experienced multi-disciplinary management team has been formed within the Council to
deliver the project.  External consultancy and contractor support has been appointed to support
the Council.  A City Deal Project Board meets on a four-weekly basis to oversee project delivery.

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2 Strategic Case
2.1 Introduction
2.1.1 The Strategic Case for the project was set out in the Strategic Business Case (SBC) approved
by the City Deal Cabinet in August 2015.  The strategic need for the project was confirmed, and
its key features outlined, in a revised Outline Business Case approved in March 2019.
2.1.2 In this FBC, the strategic need for the project, its key features and how it fits with the City Deal
are updated and confirmed.
2.2 Strategic Need
KEY POINTS
- West Dunbartonshire’s economic performance is below average for many macro-economic
performance indicators for the Glasgow City Region City Deal area and Scotland.
- There is a lack of jobs in West Dunbartonshire with job density only at 0.69 per head and a
high dependence on the public sector.  The Glasgow City Region City Deal has 0.79 jobs per
head and Scotland 0.81.
- The diversion route in the event of a closure of the A82 between the A82/A814 Dunglass
Junction and the A82/A814 Dumbuck junction is via neighbouring adjacent local authorities
and is some 29 miles or thereby.
The ‘problem and the need’
2.2.1 This section provides a summary of the socio-economic baseline conditions within West
Dunbartonshire and sets the context within which the longer-term impact of the proposed
development will be measured. The baseline also delivers a current and prospective overview
of the area, identifying constraints and barriers to growth as well as opportunities for
development. These represent the foundation for assessing the need that will be met by the
proposed development. 
2.2.2 To ensure a thorough understanding of the socio-economic context in West Dunbartonshire,
the baseline position is considered against the Glasgow City Region City Deal area and the
national picture which are used to benchmark the local performance.  Information is provided
on the following socio-economic indicators:
 Gross Value Added (GVA);
 Employment performance and key sectors;
 Business demography;
 Demography;
 Earnings;
 Occupations and skills;
 Unemployment;
 Deprivation.
2.2.3 The results of the socio-economic analysis are summarised in the form of a Strengths,
Weaknesses, Opportunities and Threats (SWOT) analysis of the West Dunbartonshire
economy and presented in the table below.

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Table 2-1 SWOT Analysis of West Dunbartonshire Economy
Socio – economic STRENGTHS Socio – economic WEAKNESSES
Location – the area has good links to the
motorway network, Glasgow airport and to
the city of Glasgow; it also benefits from its
proximity to Loch Lomond and Trossachs
National Park.
Environment – the area has some of the
most outstanding countryside in lowland
Scotland, with around 40% of land classified
as open countryside. 
Population – the area’s population has been
declining since 1981 as opposed to
Scotland’s population which has risen over
this period.
Life expectancy – life expectancy at birth is
lower than the Scottish average.
Skills – on average, skills levels of residents
are lower than sub-regional and national
comparators.
Economic performance – West
Dunbartonshire continues to suffer from high
levels of deprivation, high levels of
unemployment and a smaller business base
than the Glasgow City Region City Deal area
and Scotland.
Out-commuting - there is a net outflow of
residents to jobs elsewhere.
Socio – economic OPPORTUNITIES Socio – economic THREATS
Regeneration initiatives – Waterfront
(Queens Quay), Scottish Marine Technology
Park, Clydebank, Dumbarton Waterfront,
Strathleven and Alexandria are all examples
of urban renewal where new homes, jobs
and services can be created for the benefit of
all.
Population ageing – the age group that is
projected to increase the most in size in West
Dunbartonshire is the 75+ age group while
the population aged under 16 is projected to
decline over the next 20 years. 
Population projections – the population of
West Dunbartonshire is projected to fall.
Baseline Assessment
2.2.4 The socio-economic assessment of West Dunbartonshire paints a picture of an area suffering
from persistent economic and structural challenges that characterise those areas formerly
dependent on heavy industry. A full baseline assessment can be found in Appendix A  In
summary, the area is not showing strong signs of recovery and is facing several challenges in
terms of:
 Macro-Economic performance: the GVA growth rate is below the Glasgow City Region
City Deal and Scotland averages and labour productivity is also lower than the national
average;
 Employment performance: employment in West Dunbartonshire is dominated by the
service sector, and specifically, by public services and retail and catering; job density is at
0.69 meaning that there is less than one job for every resident aged 16-64, and a lower
value the national (0.81) comparator;
 Business demography: the area has a smaller business base than the Glasgow City
Region City Deal area and Scotland;
 Labour market: on average, skill levels of residents are lower than regional and national
comparators and there are higher levels of unemployment than nationally; and
 Population: the population of West Dunbartonshire is not only decreasing but is also
ageing.

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2.2.5 The Exxon project presents a significant opportunity for these problems – in part – to be
addressed. 
Rationale for Intervention
2.2.6 This section identifies the core requirements for transformational change in the West
Dunbartonshire economy as: 
 identification of the key sectors required to achieve it and their likely needs; and
 identification of large-scale sites which provide an opportunity for their comprehensive
development and scope for expansion; and
 establishment of the infrastructure requirements associated with different options.
2.2.7 The analysis of each of these areas clearly shows high quality, effective employment sites of
scale are needed to meet the challenges facing West Dunbartonshire’s economy.
2.2.8 The Exxon site is allocated for industrial/business opportunities in the proposed Local
Development Plan 2 (LDP).  The strategy for the site includes “the re-development of the Esso
Bowling site primarily to increase the business and industry opportunities within West
Dunbartonshire”.
2.2.9 The West Dunbartonshire Council Adopted Local Plan identifies the site as a Specialised
Economic Development location and provides a reasoned justification:
“The Glasgow and the Clyde Valley Joint Structure Plan 2000 designated the former ESSO
Bowling Terminal as a Potential High Amenity Single User site. This was on the basis of the
guidance in NPPG 2. However, this has now been superseded by SPP 2 which indicates that
the existing supply of proven safeguarded sites should be able to meet future requirements.
The Structure Plan 2006, in cognisance of SPP2, deletes all Potential Single User sites including
Bowling. The site is therefore considered suitable for multiple economic development uses.
However, it is recognised that the remediation and access costs of developing the site for
business uses will require other mixed uses to facilitate development of the site. The site is
within a Core Economic Development Area (CEDA). The site has not been placed in the
Marketable Industrial Land Supply but areas within the terminal site may be added to the supply
as proposals for the site to be redeveloped are brought forward.”
2.2.10 As demonstrated in the policy analysis below, the rationale for the intervention is supported by
the land use planning context as set out in National Planning Framework 4, the Adopted Local
Plan 2010 and Proposed Local Development Plan 2 that support the regeneration and
development of the site.
2.2.11 Additionally, in the event of a closure of the A82 between the A82/A814 Dunglass Junction and
the A82/A814 Dumbuck junction is via neighbouring adjacent local authorities and is some 29
miles or thereby. This has a knock-on effect for residents, visitors and businesses that rely on
the arterial route. The proposed intervention provides a suitable route to the south of the A82
that negates the need for a lengthy diversion, creating wider benefits to those working, living, or
visiting the West Highlands or the wider City Region.
2.2.12 Furthermore, the site also offers strategic advantages through its deep-water frontage, providing
the opportunity for supporting supply chain businesses in the marine construction industry that
is present within West Dunbartonshire.

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Market Failure
2.2.13 HM Treasury Green Book guidance requires the investment rationale underpinning public
sector interventions to clearly demonstrate any apparent market failure or provide evidence of
where government distributional objectives are not being met.
2.2.14 Market failure is described as a situation whereby the allocation of goods and services is not
efficient. The Green Book describes market failure as a situation “where the market mechanism
alone cannot achieve economic efficiency”.
2.2.15 The infrastructure interventions proposed for the Exxon site, i.e. new access routes and
infrastructure, show characteristics of pure public goods, namely:
 Non-excludability: the benefits derived from the proposed infrastructure interventions will
not be confined solely to those funding them. Although the benefits to private sector
developers will be captured in part by increased property and site values, it is likely the more
significant benefits from the comprehensive regeneration initiated by the intervention will be
enjoyed more broadly across the area and beyond; and
 Non-rival consumption: the marginal cost of an extra person using the proposed road
infrastructure will be zero, i.e., its use by one person or group does not restrict its use by
other users4.
2.2.16 Non-excludability and non-rival consumption jointly create a disincentive for the private sector
to cover the full cost of the Exxon site infrastructure needs due to the potential free-rider
problem, i.e., non-payers enjoying the benefits of the proposed interventions without bearing
any financial costs. Therefore, public sector intervention is required to bridge the funding gap to
develop public goods.
2.2.17 The market failure associated with public goods in the context of current transport provision to
the site, underpins the socio-economic rationale for the project. The key market failure
associated with the area surrounding the project, falls into three main themes:
 Physical limitations: whilst the public sector has identified the potential for development
in this area, it is anticipated that comprehensive development will not take place until the
infrastructure challenges identified are addressed5. Poor site access hampers business
perceptions of the area and acts as a barrier to further growth. Public sector intervention
de-risks the site and enhances the site’s development viability. In turn, the anticipated
follow-on investment, indicated by discussions with potential site occupiers, will generate
additional employment opportunities for local people.  Additional road infrastructure to the
south of the A82 will support residents and businesses in the local area and wider Scotland
in the event of a closure of the A82. This type of infrastructure is unlikely to be funded by
those users due to non-excludability and non-rival consumption jointly creating a
disincentive for the private sector to cover the full cost.
 Operational limitations: if left to the private sector, it is likely that development of the area,
if any, would be fragmented and piecemeal as better opportunities are presented
elsewhere. Without public investment in a comprehensive development platforming
approach to address flood and drainage requirements, development would be limited to a
small proportion of the site or would not happen at all. The infrastructure interventions
proposed, and the intended use of the site, pave the way for West Dunbartonshire’s 
2 HM Treasury Green Book Guidance, 2022
3 HMT, The Green Book Appraisal and Evaluation in Central Government, 2022. p.13
4 This assumes the proposed infrastructure will not have limiting capacity constraints.
5 Land contamination issues have now been resolved.

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economy to diversify its portfolio of companies, increasing the area’s skills base and
protecting the local economy from macroeconomic risks.
 Geographical limitations: the river location has been neglected for many years, due to the
required remediation and access constraints but offers significant opportunities for creation
of attractive employment land on the banks of the River Clyde.
2.2.18 Without the enabling infrastructure, the Exxon site cannot be brought to the market as the
private sector will not fund the scale of enabling infrastructure required. Public sector investment
will enable the socio-economic challenges facing the area to be addressed by removing the
market failures which presently constrain development. The creation of a bespoke access route
through the site from the A82 will support further diversification of the area’s employment base,
particularly through opportunities presented to the storage, distribution, and advanced
manufacturing industries. 
2.2.19 The Council is well placed to oversee this project but requires external funding support to deliver
the most efficient infrastructure solution for the area and fully exploit the opportunities presented
by the additional employment land. The level of funding required to complete the infrastructure
and release the much-needed employment land for the area would not be able to be fully met
by the Council in a timescale that would make a discernible difference to the area. Further detail
on the exploration of alternative sources of funding is contained within the Economic and
Financial cases.
2.2.20 Investment in the infrastructure would not otherwise happen without City Deal investment to
deliver economic regeneration of a significantly large enough scale, or as currently planned.  By
improving the quality of the proposed infrastructure, the intention is to increase the area’s
capacity for further socio-economic prosperity.  As demonstrated in subsequent sections of this
FBC, the City Deal investment programme provides the economic potential to support 29,000
additional jobs and £2.2 billion of GVA growth per annum. The project will thus contribute
towards the achievement of City Deal employment and GVA outcomes and priorities, by
unlocking socio-economic opportunity through high quality transport investment that would
otherwise not happen.
2.2.21 The financial costs associated with the project have been analysed in line with the investment
required and available to the public sector. This has been carried out in line with the strategic
rationale, economic need and potential for the area, including unlocking additional economic
value from leveraged City Deal investment; unlocking investment earlier than would otherwise
be achieved (i.e. the difference between the full intervention and the counterfactual (base) case
and ‘Do Minimum’ scenario); and delivering sound value for money for the public purse that is
realistic, sufficient in scale and strategically relevant.
Why the Project is Needed Now
COVID-19 Pandemic Impact
2.2.22 At a national level, the UK Gross Domestic Product (GDP) – a measure of economic output –
fell by an estimated 21.8% in Q1 2020. While strong growth in the latter half of 2020 stimulated
a ‘V-shaped’ economic recovery, subsequent targeted lockdowns in COVID-19 hotspots
throughout 2021, meant that the UK economy has been slow to recover to pre-pandemic levels.
GDP only returned to its pre-pandemic peak in May 2022 and GDP growth has flatlined since
as shown below.

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Figure 2-1 Real GDP, Jan 2020 = 100 
2.2.23 Scotland’s economy witnessed a similar pattern of slower growth. While a large public sector
employment base provided a degree of shelter from pandemic-induced labour impacts, longer
lasting restrictions meant economic recovery trailed the wider UK’s as shown below. 
Figure 2-2 Employment Rate 
Commercial Property
2.2.24 Analysis of for the Proposed LDP highlights the following key points: 
 Take-up over the years 201-2018 equated to more than three times the ten-year average
which if this trend continues will diminish the existing supply; 
60
65
70
75
80
85
90
95
100
105
110
Jan
2020
Mar
2020
May
2020
Jul
2020
Sep
2020
Nov
2020
Jan
2021
Mar
2021
May
2021
Jul
2021
Sep
2021
Nov
2021
Jan
2022
Mar
2022
May
2022
Jul
2022
Sep
2022
Nov
2022
66%
68%
70%
72%
74%
76%
78%
West Dunbartonshire Scotland Great Britain

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 The majority of the existing supply is marketable and therefore immediately available for
development;
 There is a significant amount of non-marketable supply, equating to around 18 years supply,
which includes existing industrial sites and sites reserved for business expansion. This
includes the Exxon site, itself equating to almost 12 years supply.
2.2.25 Project options of suitable scale in West Dunbartonshire are limited to Lomondgate, Vale of
Leven Industrial Estate and the Exxon site. Each of the options has a supportive planning
designation.
Lomondgate
2.2.26 Lomondgate has successfully developed the BBC’s presence at its Dumbarton studios, while
also safeguarding and securing the headquarter presence of Aggreko in West Dunbartonshire.
In May 2022, the company completed a £4.5 million ‘sustainably resourced low-carbon
expansion’ of its production facility on the site6. While the momentum generated by its
development will increase demand for floorspace in West Dunbartonshire, other large-scale
opportunities will also be required to realise the required step change in economic activity.
Vale of Leven Industrial Estate
2.2.27 The Vale of Leven Industrial Estate (VoLIE) is an industrial site that has fallen into decline. While
home to Chivas – employing over 1,000 employees – it is also home to several vacant buildings
and lower productivity operators that, whilst a necessary part of the local economy, fail to
generate the higher-value GVA that West Dunbartonshire is seeking. The site has the potential
to be redeveloped into a modern, competitive business location, but there are some challenges
that need to be addressed.
2.2.28 One of the biggest challenges is the poor condition of the site. Many of the buildings are in
disrepair and there is a lot of litter and graffiti. This creates an air of neglect and makes the site
unattractive to potential investors. Another challenge is the lack of a cohesive management
regime. The site is owned by several different companies, which makes it difficult to coordinate
development and maintenance. This has led to a patchwork of different uses and standards,
which makes the site look untidy and inconsistent.
2.2.29 Despite these challenges, there are multiple reasons to be optimistic about the future of the
VoLIE. The site is in a strategic location, close to Glasgow and the M8 motorway – not too
dissimilar to the Exxon site. It is also home to important industrial employers (e.g., Chivas Bros
and Diamond Power) which could provide a platform for the Estate’s regeneration.
Queens Quay
2.2.30 Queens Quay is progressing successfully. It has provided, and will continue to provide,
employment opportunities in the area as key pieces of planned enabling infrastructure come
forward. There are already several completed developments at Queens Quay, including:
 A £23.5 million leisure centre
 A new Clydebank health and care centre Care Centre
 1,000 new diverse homes
6Available at: https://www.scottishconstructionnow.com/articles/aggreko-completes-ps45m-expansion-of-
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 500,000 sq.ft of Grade A office space
 State-of-the-art leisure centre
 UK’s first zero carbon green energy centre.
2.2.31 In summary, West Dunbartonshire has the potential for further commercial development in its
local economy. The area has several strengths that make it attractive to businesses, including
a skilled workforce, a good transport network, a strong track record of innovation, and a
commitment to sustainability. The development of the Exxon site will be a major opportunity for
West Dunbartonshire to attract new businesses and boost its local economy. The site is in a
prime location and has the potential to create hundreds of jobs. This makes it an ideal location
for businesses that want to access a large market.
2.2.32 The development of the Exxon site is just one example of the opportunities that exist for
commercial development in West Dunbartonshire. The area has a bright future and is well-
placed to attract new businesses and investment.
2.2.33 On this basis, public sector investment is required to bring the site to a marketable condition to
cater for anticipated demand for quality employment land as the area’s employment land supply
becomes tighter.
2.2.34 If the sites are available, West Dunbartonshire has shown it can attract jobs. The figure below
shows a comparison between the average commercial vacancy rate in West Dunbartonshire,
versus the areas employment rate. As expected, the opposing directions of the linear lines
indicate a relationship between lower vacancy rates and higher employment, suggesting that
as commercial properties come online, West Dunbartonshire can meet the demand for jobs.
Figure 2-3 Vacancy Rate vs. Employment Rate in West Dunbartonshire
In summary, the strategic need and rationale for investing in the Exxon project now is:
 there is a constrained employment land supply identified in West Dunbartonshire. While
VoLIE has some issues that are being resolved, these don’t reflect the demand for quality
commercial land that the Exxon site addresses. Lomondgate is nearing capacity and
Queens Quay is well developed;
 the Exxon site presents an attractive waterfront and remediated area of employment land;
 City Deal money has become available that will allow the Council to progress the site with
all the necessary infrastructure.
58%
60%
62%
64%
66%
68%
70%
72%
74%
76%
78%
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
Average Vacancy Rate Employment Rate
Linear (Average Vacancy Rate) Linear (Employment Rate)

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2.3 Existing Arrangements
KEY POINTS
- The site is the former home of the decommissioned Bowling Oil Terminal and covers an area
of 61.71 hectares.
- The site is currently disused and only generates economic activity from the decontamination
works ongoing periodically as all fully commercial activity has ceased.
- Remediation of contaminated land and provision of suitable enabling infrastructure would allow
the economic development potential of the site to be unlocked.
- Road closures on this section of the A82 mean a diversion of some 29 miles.
2.3.1 The figure below shows the location of the site on the north bank of the River Clyde, between
the towns of Dumbarton and Clydebank. The site is around 16 km / 10 miles from Glasgow City
Centre. It is in a strategic position on the transport network being adjacent to the A82 Trunk
Road within proximity to the Erskine Bridge which provides links to the M8 and wider strategic
road network. It is situated in an ideal location at the gateway to the Vale of Leven and Loch
Lomond as well as onwards to Argyll and the Highlands whilst also being within proximity to the
Glasgow city region. It consequently offers several competitive advantages.
Figure 2-4 Site Location in Context
2.3.2 The wider site area (including mudflats and river) extends to 61.71 hectares of which the land
element comprises 39.45 hectares. It has been owned and operated by Exxon for over 80
years. The site is disused and was demolished to ground level in 1997. Since closure, the entire
Bowling site has become surplus to Exxon’s operational requirements and a disposal strategy
is being progressed.

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2.3.3 Currently the site makes virtually no contribution to economic activity in the area (only from
periodic remediation works) as all fully commercial activity has ceased.  In its current condition,
it cannot be brought back into effective use and requires investment in suitable infrastructure
(City Deal investment) to unlock its potential as a major centre of economic activity, generator
of jobs and contributor to GVA at a local and regional level. Without the requisite investment in
infrastructure, it is difficult to see how the site could ever become developable again. 
2.3.4 Road closures on this section of the A82 would continue to cause onerous diversions for
residents, visitors and businesses that rely on this arterial route. The construction of the spine
road and supporting junction works will help to mitigate this diversion, improving the reliability
of the A82, giving confidence to the road users from across the City Region and West Highlands. 
What Would Happen Without the Project? (The Counterfactual)
2.3.5 The site makes limited contribution to economic activity in the area (only periodic
decontamination works) as all commercial activity has ceased.  It cannot be brought back into
effective use without investment in enabling infrastructure.
2.3.6 Under the counterfactual scenario the site will continue as disused brownfield land and as
demonstrated above, the latent demand for land in West Dunbartonshire will not be able to be
satisfied by this site. The City Deal intervention not only supports better access to fuller
development capacity of the area but brings development forward earlier to support the overall
City Deal programme timeline (up to 2035). 
2.3.7 It has been demonstrated that the market failure present will continue to prevent market interest
in the site and with no other sites of a similar scale in West Dunbartonshire currently being able
to satisfy the demand for expanding or inward investing businesses, the economic performance
of the area will continue to decline. Noting that Carless (17ha.), a site currently under
development, is of a smaller scale than the Exxon site (33ha.).
2.3.8 The counterfactual situation will most likely lead to a widening of the jobs deficit that exists in
West Dunbartonshire with an associated pressure on neighbouring areas as residents either
commute to them to take up the employment opportunities that they offer, or residents move
away from West Dunbartonshire to more prosperous economic areas. With working age
population already forecast to fall, this could compound a negative trend in West Dunbartonshire
as shown below.
Figure 2-5 Forecast Change in Population of Working Age 
2.3.9 The development of the Exxon site into a valuable economic asset will help to create additional
job opportunities in West Dunbartonshire. Through the provision of attractive, high value
employment opportunities in the local area, it is anticipated that West Dunbartonshire will be
able to retain and attract a working age population, helping to stem forecast decline. 
2.3.10 The forecast in terms of GVA presented in Figure 2-6 shows that although GVA in West
Dunbartonshire is expected to increase from 2015 to 2031, this increase will be lower than the
70%
80%
90%
100%
110%
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
West Dunbartonshire City Deal Scotland

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regional and national rates. Exploring further and looking at the changes in the structural
composition of the economy in West Dunbartonshire we expect that the public sector and retail
sector will continue to expand while manufacturing and construction are likely to contract.  In
addition, the annual average growth rate in productivity (expressed as GVA per total FTE jobs)
is estimated to be significantly higher than the average rate for Scotland and the Glasgow City
Region City Deal area for agriculture and significantly lower for finance and insurance.
Figure 2-6 Forecast Change in GVA 
2.3.11 Chained Volume Measures (CVM) are defined as a series of economic data from successive
years.  They are measured in real terms by calculating the production volume for each year in
the prices of the preceding year and then 'chain linking' the data together to obtain a time-series
of production figures.  From this approach, the effects of price changes have, at least in theory,
been removed. In other words, from the raw GDP or GNP data, which reflect changes in both
production volume and prices, a series is obtained which reflects only production volume.
2.3.12 The figures below show that in the absence of the project, the industrial structure is expected to
remain relatively static. The project is required to affect change in the local economy’s
employment structure, helping to diversify an area heavily reliant on public-sector employment.
The additional space, made up of mostly storage and distribution, manufacturing and office, is
expected to create a range of opportunities, helping to address local unemployment issues in
the process.
Figure 2-7 Forecast Change in Chained Volume Measure (CVM) in West Dunbartonshire 
90%
100%
110%
120%
130%
140%
150%
160%
2020202120222023202420252026202720282029203020312032203320342035
Index of GVA (2015 = 1-00%)
West Dunbartonshire City Deal Scotland
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2016201820202022202420262028203020322034
Public Services (£mn CVM
2010 prices)
Professional & Other Private
Services (£mn CVM 2010
prices)
Finance & Insurance (£mn
CVM 2010 prices)
Information & communication
(£mn CVM 2010 prices)

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Figure 2-8 Average Annual Growth Rate of Sectoral Productivity 2015 - 2035
2.3.13 It can be seen from Figures 2-7 and 2-8 that the counterfactual scenario will have an adverse
impact on the economy of West Dunbartonshire and that there are significantly more benefits
to be realised by enabling the site to be brought into a developable state.
2.3.14 Private sector investment to the extent required to provide the necessary access, flood risk
mitigation and associated infrastructure is unlikely to be forthcoming, especially as the site
cannot be used for housing – a restriction of the Title.
2.3.15 Indicative of the market failure present, the absence of City Deal funding the investment required
to ensure the site is brought back to economic use would be very difficult to find.
2.3.16 Previous attempts have been made to interest the market in the site without success. Enquiries
related to the potential for waterfront uses and access to the Clyde were received. However,
site conditions, access through the site and the overall conditions likely to be attached to land
transfer were barriers in progressing them. The Council also received tentative enquiries some
years ago from a tree logging company seeking a site for a Sawmill. However, site conditions,
including access and scale of the site for this single use made this unviable for the business.
2.4 Strategic and Policy Context for the Project
KEY POINTS
- The project is supported by National Planning Framework 4 which sets a positive framework
for the redevelopment of brownfield land.
- Increasing the access to a range of opportunities through the development of a mixed site.
- Delivery of transport benefits to the wider area through the creation of a supporting spine road
to the A82.
- The proposed Local Development Plan 2 (LDP) identifies a need to ensure that there is
sufficient shovel ready business and industrial land available and capable of meeting the
needs of businesses within West Dunbartonshire. It also supports proposals for business and
industrial allocated sites.
- The proposed LDP identifies the site to increase the business and industry opportunities within
the Council area.
- The West Dunbartonshire Council Adopted Local Plan identified the site as a Specialised
Economic Development Site.
-2.0% -1.0% 0.0% 1.0% 2.0% 3.0% 4.0%
Agriculture, Forestry & Fishing
Manufacturing
Construction
Transport & storage
Information & communication
Professional & Other Private Services
West
Dunbartonshire
City Deal
Scotland

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- Clyde Mission has identified the site as a priority project with potential to deliver against the
five Clyde Missions, which would benefit from development support.
2.4.1 This section of the Business Case explains how the project aligns with the vision, objectives,
and policies of relevant national, regional, and local policy documents and with the City Deal.
Strategic fit with National Policy
Scottish Government Strategic Objectives and Outcomes
2.4.2 The Government has five objectives that underpin its core purpose - to create a more successful
country, with opportunities for all of Scotland to flourish, through increasing sustainable
economic growth.  Objectives are set as follows:
 Wealthier and Fairer - Enabling businesses and people to increase their wealth and more
people to share fairly in that wealth.
 Healthier - Helping people to sustain and improve their health, especially in disadvantaged
communities, ensuring better, local, and faster access to health care.
 Safer and Stronger - Helping communities to flourish, becoming stronger, safer places to
live, offering improved opportunities and a better quality of life.
 Smarter - Expanding opportunities to succeed from nurture through to lifelong learning
ensuring higher and more widely shared achievements.
 Greener - Improving Scotland's natural and built environment and the sustainable use and
enjoyment of it.
2.4.3 In addition to the five National Objectives, the Scottish Government has set Sixteen National
Outcomes which help to articulate more fully the Government's Purpose. They allow priorities
to be clearly understood and provide a clear structure for delivery.
2.4.4 Of the 16 National Outcomes, the proposed Exxon site development contributes to 6 as follows:
 We live in a Scotland that is the most attractive place for doing business in Europe –
The proposed development will help diversify the local and regional business base and
provide robust and reliable physical infrastructure that helps businesses grow and compete
internationally. In addition, the site will enable an attractive waterfront development that is
well connected to strategic assets such as Glasgow Airport.
 We realise our full economic potential with more and better employment
opportunities for our people – The proposed development can provide high quality
employment opportunities and make a positive contribution to increasing the prosperity and
wealth of West Dunbartonshire. The site will allow West Dunbartonshire to make efficient
use of available space, helping the area and the wider City Region to realise its full
economic potential.
 We are better educated, more skilled and more successful, renowned for our
research and innovation – The proposed development will help reduce economic inactivity
and provide the type of accommodation that may be attractive to companies offering high
quality learning and development opportunities to encourage skills development.
 We have tackled the significant inequalities in Scottish society – The proposed
development can contribute to improving access to the labour market for the poorest and
most disadvantaged and tackle the significant inequalities in the area.

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 We live in well-designed, sustainable places where we are able to access the
amenities and services we need – The proposed development will represent an
environmentally, socially and economically sustainable place providing easy access to a
range of workplaces and services for people in the area and attracting and retaining the
skills and talent required to achieve sustainable economic growth. The infrastructure
interventions will support residents and businesses that rely on this important network
between the West Highlands and the City Region.
 We value and enjoy our built and natural environment and protect it and enhance it
for future generations – The proposed development will have significant positive land-use
impacts on the local community, and on the natural and built environment.
2.4.5 Scotland’s Economic Strategy was published by Scottish Government on 3rd March 2015. It
sets out an overarching framework for a more competitive and fairer Scotland and forms the
strategic plan for existing and all future Scottish Government policy. The Strategy is based on
two key pillars: increasing competitiveness and tackling inequality. Delivering the required
infrastructure to enable the development of the Exxon site, will directly contribute to ‘realising
Scotland’s full economic potential with more and better employment opportunities for our
people’.  
2.4.6 Table 2-2 below provides a summary of how the proposed development fits with the main
national policy and/or strategy documents.

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Table 2-2 Project fit with National Policies and Strategies
Policy/Strategy
Document
Status and Purpose of
Document Relevance for Proposed Project
Levelling Up the
United Kingdom
Published February 2022,
the Levelling Up White
Paper sets out how we will
spread opportunity more
equally across the UK.
The UK Government is committed to ‘levelling-up’ across the whole of the United Kingdom.
Part of the levelling-up agenda relates to improving transport links and investing in
infrastructure that improves everyday life across the UK, particularly in areas of high
deprivation. It also aspires to restore local pride across the UK through the regeneration of
communities and places.
In the context of this project, the ‘levelling-up’ comprises of improved access to
employment sites and related opportunities in West Dunbartonshire.
Physical capital – the project directly invests in infrastructure required to support
commercial development in West Dunbartonshire.
Human capital – the commercial space enabled will help to support access to employment
opportunities in West Dunbartonshire and the wider City Region, helping to ‘level up’
communities and their skills.
Intangible capital – the commercial space enabled will help to drive innovation, ideas and
patents.
Scotland's National
Strategy for Economic
Transformation
Published by Scottish
Government on 1st March
2022. Sets out the priorities
for Scotland’s economy as
well as the actions needed
to maximise the
opportunities of the next
decade to achieve our vision
of a wellbeing economy.
The Strategy is based on delivering a fairer, wealthier, and greener Scotland. It aims to
make Scotland's businesses, industries, regions, communities, and public services more
productive and innovative.
Development of the Exxon site will directly work towards achieving investment in
infrastructure and assets and indirectly supports innovation, inclusive growth and
internationalisation through the investment in people, achieved by the follow-on investment
and future occupiers.

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Policy/Strategy
Document
Status and Purpose of
Document Relevance for Proposed Project 
Scottish Enterprise
2021/22 Business Plan
Published by Scottish
Enterprise in 2021, the plan
sets out the priorities and
areas of focus of Scottish
Enterprise and what they will
deliver.
The Business Plan builds on the growth opportunities identified in Scotland’s Economic
Strategy and places an emphasis on working with regional partners to accelerate the Clyde
Mission, driving sustainable and inclusive growth for the city, region and Scotland. Once
enabled for development, the Exxon site will support a wide range of businesses in key
sectors at a critical point on along the Clyde, particularly in the support of the marine
industry which is prominent in West Dunbartonshire. Furthermore, the development will
support short term employment in the construction industry.
National Planning
Framework 4
Published by Scottish
Government on 13th
February 2023. National
Planning Framework 4
(NPF4) is our national spatial
strategy for Scotland 2045. It
sets out our spatial
principles, regional priorities,
national developments, and
national planning policy.
The vision of this long-term spatial strategy is to build a Scotland which has: 
sustainable places, where we reduce emissions, restore and better connect biodiversity;
liveable places, where we can all live better, healthier lives; and
productive places, where we have a greener, fairer, and more inclusive wellbeing economy.
The Strategy is supportive of regeneration of the Glasgow City Region to address nationally
significant and longstanding issues of disadvantage. Clyde Mission is identified as a
national, place-based Mission to make the Clyde an engine of economic success for
Glasgow and the city region. Significant land assets are under-utilised and long standing
inequality in relation to poor environment and health outcomes require to be tackled   The
Clyde Mission, which covers the Exxon site, as National Developments together with
Central Scotland Green Network including West Dunbartonshire area.  The development of
the Exxon site will help to achieve the vison of the spatial strategy though the re-use of
vacant land, supporting employment in the area and through enhancing the connectivity in
the area. 
A Manufacturing
Future for Scotland
Published by Scottish
Government 15th February
2016 
Action Plan to work with industry to:
Deliver concrete initiatives to boost productivity including leadership, employee
engagement and skills, energy efficiency and the adoption of circular economy approaches
across the manufacturing sector.
Stimulate innovation and investment in Scottish manufacturing sectors to better compete
globally.
Manufacturing jobs in Scotland are typically high-skilled and well-paid.  Sector specific
support can therefore support regional growth, address employment and wage imbalances
and establish high value supply chain linkages. The Council, in conjunction with managing
the infrastructure works, will continue to market the site to high value sectors.

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Policy/Strategy
Document
Status and Purpose of
Document Relevance for Proposed Project 
UK Industrial Strategy:
Building a Britain fit for
the Future
Published by the British
Government 27th November
2017.
The vision of this industrial strategy is to create an economy that boosts productivity and
earning power throughout the UK.  It identifies the 5 foundations of productivity as: 
Ideas - encouraging an increase in investment in Research & Development to 2.4% of GDP
by 2027, increasing fiscal incentives for R&D and investing £725m in Industrial Strategy
Challenge funds to support industrial innovation;
People -  developing world-class technical education standards and facilities, investing in
STEM subjects, and establishing a National Retraining Scheme; 
Infrastructure - increasing National Productivity Infrastructure funding to £31bn, supporting
housing, transport and digital infrastructure; supporting higher capacity digital and utilities
infrastructure;
Business environment - establishing Sector Deals between Government & industry to boost
productivity. Investment in high potential business will also be strengthened; and
Place - agreeing local Industrial Strategies harnessing local strengths and opportunities.
Improved connections to and between cities are also supported. 
The Exxon site is consistent with the ambitions of the national Industrial Strategy in that it
will tackle barriers to growth and assist productivity gains by increasing the supply of
employment land in West Dunbartonshire. The project will create high quality jobs assisting
the redress of inequalities at the local authority and City Region level.
Enterprise & Skills
Review
Announced by the Scottish
Government in May 2016.
Now in implementation
phase, the review is being
overseen by the Enterprise
and Skills Strategic Board.
The Enterprise & Skills Review (ESR) was prepared in part to guide the development of
regional approaches to economic development while pursuing Scotland’s Economic
Strategy.  It recognises the significance of improved regional performance in driving
national growth.  The ESR accordingly promotes locally driven responses tailored to local
and regional needs.  It promotes programmes which can deliver measurable success
against five high level Inclusive Growth outcomes: 
Economic Performance & Productivity – resilient, sustainable and inclusive economic
growth; 
Labour Market Access – Improved access to labour markets and jobs, inequality of
opportunity to access work is addressed; 
Fair Work - Fulfilling, secure and well-paid jobs, where employees’ contributions are
encouraged, respected and valued;

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Policy/Strategy
Document
Status and Purpose of
Document Relevance for Proposed Project 
People - Economic benefits and opportunities are spread more widely across Scotland’s
population, with lower poverty levels, and more equal income and wealth distribution; and
Place - More economic opportunities across Scotland’s cities, towns regions and rural
areas ensure sustainable growth.
The baseline assessment shows West Dunbartonshire performs poorly against several
related indicators.  The economic case demonstrates how the project will contribute to
reducing key inclusive growth differentials, including the anticipated number of jobs that the
intervention will support, along with the wider benefits that the project will deliver.  It tackles
economic performance and productivity by opening up currently derelict land to
employment uses generating high value jobs which contribute to the above inclusive growth
outcomes.

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Strategic fit with Regional Policy
2.4.7 Table 2-3 below provides a summary of how the Council’s project fits with the main regional policy and/or strategy documents.
2.4.8 Specifically, the infrastructure delivery will support preparation of plots targeting advanced manufacturing, storage and distribution investment, directly
contributing to achieving the objectives of supporting economic recovery via new strategic freight hubs and investment locations across the City Region. 
Table 2-3 Project fit with Regional Policies and Strategies
Policy/Strategy Document Status and Purpose of Document Relevance for Proposed Project 
Glasgow's Regional Economic Strategy
Identifies three Grand Challenges:
Creating an Inclusive Economy;
Enhancing Productivity; and
Addressing the Climate Emergency.
By addressing these challenges, the Glasgow City Region aims
to have "the most innovative, inclusive and resilient economy in
the UK" by 2030. 
There are several transformational opportunities that
development of the Exxon site can help to reshape the economy
for all. Specifically, the follow-on development can help to
strengthen the areas Foundational Economy; support High
Growth Sectors where there is commercial interest (e.g.,
maritime manufacturing), while establishing a greater sense of
Place on a key site along the Clyde. 
Clyde Mission
Clyde Mission’s purpose is to use
the Clyde to drive sustainable and
inclusive growth for the city, the
region and Scotland.
The Exxon project will contribute directly towards the Clyde
Mission objectives through site remediation (achieving
sustainability) and delivering a wide array of employment
opportunities for the City Region (achieving inclusive growth)

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Strategic fit with Local Policy
West Dunbartonshire Local Development Plan: Proposed Plan (August 2020)
2.4.9 The Proposed Plan was modified in August 2020 to reflect the recommended modifications of
the Examination Report. The Plan will not be adopted following a decision to that effect taken
by the 15 March 2023 Planning Committee. However, it provides the most up to date spatial
strategy for West Dunbartonshire and will remain a material consideration in decision making.
2.4.10 The Plan sets out the Council’s strategy, policies, and proposals for the use of land and buildings
within the Council area (with the exception of that part of the authority within the Loch Lomond
and the Trossachs National Park) for the period from 2020 to 2030. The Plan’s aim is to create
places for people, spaces for investment and destinations to visit and enjoy. 
2.4.11 The proposed LDP sets out a Spatial Strategy for West Dunbartonshire influenced by the area’s
location within the Glasgow and Clyde Valley area, its geography and history.  This Spatial
Strategy is supported by Delivering Our Places: the key areas for regeneration and development
within the area’s existing communities.  The Exxon site at Bowling is identified as a key
regeneration area and the proposed LDP sets out the policy framework for development
proposals on the site as shown in Figure 2-9 below.
Figure 2-9 Extract from Proposed LDP Showing Development Proposals

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2.4.12 The site is allocated as a business and industry opportunity.  The Development Strategy for the
site is: 
 redevelopment of the Esso Bowling site primarily to increase the business and industrial
opportunities within West Dunbartonshire;
 to use the development of the sites to enhance the Green Network;
 the provision of a link road which offers access to development and a secondary access for
the A82; and
 to protect the qualifying interests and qualities of the Special Protection Area and SSSI.
2.4.13 The site is identified as being of a scale that could offer significant investment and employment
in West Dunbartonshire.  The plan supports the following uses on the site:
 Class 4, 5 and 6 Business and Industrial;
 Leisure;
 Tourism;
 Maritime related uses in relation to Dunglass Bay and other appropriate uses that require
deep water channel access; and
 Restoration of Dunglass Castle for leisure and tourism.
2.4.14 To the west and south of the site are mudflats and saltmarshes which are designated as a Site
of Special Scientific Interest (SSSI), a Special Protection Area (SPA) and a Ramsar Site
(wetlands of international importance) because of their ecological importance.
2.4.15 On the site, there are the B-listed Dunglass Castle and the Henry Bell Obelisk Memorial which
could be restored and developed for leisure and tourism uses.
2.4.16 Table 2-4 below provides a summary of how the project fits with other local policy and/or strategy
documents. Delivering the required infrastructure to enable the Exxon site to be developed will
contribute directly towards the Council’s Infrastructure Investment Plan, assisting the Council
and the private sector to deliver sites to accommodate the area’s economic growth. The
infrastructure associated with the Exxon site de-risks investment by potential occupiers and
private sector developers and improves site viability.

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Table 2-4 Project fit with Local Policies and Strategies
Policy/Strategy Document Status and Purpose of Document Relevance for Proposed Project 
West Dunbartonshire
Draft Economic
Development Strategy
2020 - 2027
Published by West Dunbartonshire
Council in 2022 Provides a vision
for economic development to 2027.
Vision:
‘By 2027, West Dunbartonshire will have an inclusive and vibrant economy
through the creation of fairer jobs, a drive towards net Zero, and the development
of prosperous places in partnership with our communities and businesses’ 
The vision for West Dunbartonshire is focused on increasing prosperity and
economic growth while ensuring that this growth is distributed as equitably as
possible throughout the area. 
The new Strategy aims to achieve this vision through the following key strategic
priorities: 
Stimulating economic investment and growing the business base.
Establishing an inclusive economy by improving the skills of our people and
supporting them into work.
Creating a prosperous place where people choose to live, work, visit and invest.
Addressing climate change and supporting a green recovery
Building stronger partnerships and new approaches to delivery.
The Strategy identifies several projects and initiatives to maximise West
Dunbartonshire’s competitiveness as an investment location.   The Strategy
specifically states the importance of ensuring sufficient ‘resources are allocated to
develop the Exxon City Deal project.’ 
West Dunbartonshire
Strategic Plan 2022-2027
Published by West Dunbartonshire
Council in 202022. Sets a vision for
2027 and priorities for achieving
this.
The Council’s Strategic Plan 2022 – 2027 contains the strategic priorities which
provide the focus for the Council for the next five years. All the priorities are
relevant to the project, however the two priorities most directly related are: 
Our Communities: Resilient and Thriving
Our Economy: Strong and Flourishing
The Strategic Plan also defines the Council Vision:

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Policy/Strategy Document Status and Purpose of Document Relevance for Proposed Project 
Delivering services which build on the strengths and resilience of our
neighbourhoods and supporting all residents to fulfil their individual potential, and
that of their communities.

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Strategic fit with and contribution to the Glasgow City Region City Deal
2.4.17 The Glasgow City Region City Deal is an agreement between the UK Government, the Scottish
Government and eight local authorities across the Glasgow City Region. It was signed on 20th
August 2014. The local authorities have developed a set of proposals which are intended to
deliver:
 an Infrastructure Fund of £1.13 billion to improve the transport network across the Glasgow
City Region and develop and regenerate key sites;
 growth in the life science sector;
 support to enable small and medium enterprises to grow and develop;
 programmes to tackle unemployment targeted at young and vulnerable residents;
 new ways of increasing the income of people on low wages.
2.4.18 The programme comprises eighteen local authority projects and two strategic projects. The
Council has one project identified as part of the Infrastructure Fund portfolio.
2.4.19 The project was selected by due to its ability to directly contribute to the economic objectives of
the City Deal as shown in the table below. It will provide the road and supporting infrastructure
improvements required to renew investor and developer confidence in the long-term sustainable
development of a former, and long term unused, industrial site.
Table 2-5 City Region Deal Objectives and Exxon Site Contribution
City Deal Objectives Exxon Contribution
Support an overall increase in
the economy of around 29,000
jobs.
The anticipated follow-on
investment into the Exxon site
will help to support up to 970
net additional jobs across the
City Region by 2037.
Work with 19,000 unemployed
residents and support over
5,500 back into sustained
work.
The Exxon site will support a
range of employment
opportunities, including 895
net additional short term
construction jobs by 2037.
Lever in an estimated £3.3
billion of private sector
investment.
It is anticipated that the
Exxon site will stimulate up to
£43.8m in private sector
investment by 2037.
Deliver £2.2 billion in
additional Gross Value Added
(GVA) per annum (a 4% uplift)
across the city region.
It is estimated that delivery of
the Exxon site will stimulate
up to £520m of GVA by 2047.
£288m by 2037
2.4.20 The enabled development of the Exxon site will achieve the objectives of the Glasgow City
Region Deal through:
 Unlocking additional employment land, providing expansion space for existing and inward
investing high value enterprises in West Dunbartonshire and across the City Region.

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 Creating the opportunity for a diversified employment base, helping to secure employment
opportunities for local and regional residents.
 Improving the transport infrastructure of the area, reinforcing the strategic positioning of
West Dunbartonshire as a gateway to the North West of Scotland from the rest of the City
Region.
2.5 Project Objectives
KEY POINTS
- The project objectives are focussed on increasing economic activity in West Dunbartonshire
and creating a major growth opportunity in a unique location to drive growth across the
Glasgow City Region.  The project will provide more local employment opportunities and
facilitate sustainable economic development through local living and working.
2.5.1 The project seeks to address long-standing issues facing West Dunbartonshire’s economy
whilst developing the potential of its stronger marine manufacturing and related sectors, as well
as strategically developing the opportunities for supply chain development though storage and
distribution.  City Deal funding will enable suitable site access, flood mitigation and associated
infrastructure to be provided to enable development platforms to be created.  A high-quality,
large-scale site will then be available to provide significant and transformational support to the
continuing efforts of the Council and its partners to meet the following objectives.
Objective 1: Increase the range of commercial and industrial activity in the area; 
o to increase the volume of higher value-added economic activity;
o to increase resilience to market fluctuations; and
o to ensure availability of high-quality business and industrial land to accommodate
long term growth.
2.5.2 This will be demonstrated through increased GVA, and the proportion of GVA generated in high
growth sectors; a broader business base, with increased reliance on a broad base of private
sector activity; and reductions in the scale of change in key GVA and employment indicators.
Continued monitoring of the employment land supply will identify emerging availability
constraints.
Key Baseline Data Against Which to Measure the Impact of the Project
GVA per capita: £ 17,499 (West Dunbartonshire – 2018)
Employment in Public Admin, Education and Health: 40.9% (2021) 
Objective 2: Raise levels of economic activity, providing a platform for significant employment
and job opportunities for those with differing levels of qualifications and skills.
2.5.3 While the project will increase economic activity rates across West Dunbartonshire and the
wider Glasgow City Region, its effects can be particularly pronounced in disadvantaged areas.
Levels of economic activity, employment and unemployment will be monitored to demonstrate
progress. The project will affect the occupational profile of West Dunbartonshire employees,
with a higher proportion involved in skilled and professional activity.

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Key Baseline Data Against Which to Measure the Impact of the Project
Employment in Professional Occupations:  West Dunbartonshire Residents – 19.6% (2022)
Employment Rate: 77% economically active (2022)
Average Earnings: West Dunbartonshire £616 gross weekly pay (2022) 
Objective 3: Create additional and sustainable employment opportunities for West
Dunbartonshire communities, increasing the proportion of people who live and work in the
area. 
2.5.4 Investment in infrastructure and subsequent commercial and industrial development of scale is
intended to increase West Dunbartonshire’s attraction as a place to live. It is anticipated that
net employment increases will also be reflected in first stabilisation and then increasing
population levels. Net out-commuting will reduce. The size of the working age population
(particularly young families), volume and type of houses, and travel to work patterns will be
monitored to establish project progress. 
2.5.5 Economic activity will follow infrastructure and site enabling works and subsequent
development, with substantial progress anticipated in years 12-25 of the Programme.  Before
this, a Community Benefits strategy would engage local people, providing opportunities for West
Dunbartonshire residents combining employability and construction training, trades certification,
apprenticeships, and work experience throughout the construction programme. This will be
evidenced through the number of contractors engaging with the programme; increased
construction employment locally; increased employment and reduced unemployment in areas
targeted by the programme ensuring Community Benefit addressed through procurement of
works packages.
Key Baseline Data Against Which to Measure the Impact of the Project
Travel to Work: West Dunbartonshire net daily outflow of over 7,000 commuters – 10,500 in-
commuters and 17,700 out-commuters
Travel to Work: 46.9% of West Dunbartonshire residents work in the area, with the rest
sourcing employment outside the area.
2.5.6 Table 2-6 provides the project’s objectives in detail.  For this FBC, there has been emphasis on
developing objectives that are SMART: Specific, Measurable, Attainable, Relevant and Time-
bound.

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Table 2-6 Specific, Measurable, Attainable, Relevant and Time-bound (SMART) Objectives 
SMART Objectives
Objective Specific Measurable Attainable Relevant Time-bounded
Diversify the range
and value of
commercial and
industrial activity in
the area.
Objective seeks to:
increase the volume and
value of economic activity
in West Dunbartonshire,
particularly in
manufacturing, storage and
distribution and related
sectors - £523m additional
GVA by 2047.
Measurable by assessing
productivity (GVA per head)
in key sectors; new
business formation rates;
private sector high value,
high skilled jobs;
commercial and industrial
floorspace levels and
occupancy rates.
Enabling the site for
employment uses will
provide the necessary
large-scale employment
site to allow West
Dunbartonshire to build
on its strengths, develop
local supply chains and
build resilience to market
fluctuations.
Private sector
investment and
employment is required
to help rebalance a
local economy that
relies on a
disproportionately high  
level of public sector
jobs.
44,550m2 of mixed
commercial space to be
developed by 2035. 
Raise levels of
economic activity,
providing a platform
for significant
employment and job
opportunities for
those with differing
levels of qualifications
and skills.
The Exxon site will provide
for a mix of use classes
and thus a diverse range of
jobs, supporting the local
economy. 970 additional
jobs by 2037.
Measurable by monitoring
the levels of economic
activity; unemployment; Job
Seekers Allowance
Claimant Rates and
employment structure.
The infrastructure
delivered by the project
will enable a major
employment site.  The
employment generated
will positively influence
economic activity;
employment levels and
provide high skilled
manufacturing jobs 
West Dunbartonshire is
characterised by low
employment density;
pockets of severe
deprivation and a
reliance on public
sector jobs. The Exxon
project can help
support valuable jobs in
the local area.
44,550m2 of mixed
commercial space to be
developed by 2035,
providing valuable job
opportunities for the
local area.
Build sustainable
West Dunbartonshire
communities,
increasing the
proportion of people
who live and work in
the area.
High value skilled
employment opportunities
will help retain young
people and encourage the
return of skilled educated
former residents and in-
migrants. Prevent working
age population falling
below 85% of 2015 levels.  
Measurable by assessing
the number and proportion
of working age residents
who live and work in West
Dunbartonshire and
reducing residents travel to
work patterns. 
Employment
opportunities will provide
jobs for skilled labour in
a sustainable major
employment site.
West Dunbartonshire is
characterised by high
levels of out-migration
and projected
population decline.
Preventing the decline
of the working age
population, below 85%
by 2030 (based on 2015
levels).

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2.6 Project Summary
2.6.1 Within the timeframe being considered, there are no equivalent opportunity sites in West
Dunbartonshire for development of industrial / distribution / commercial space at the scale
required.  Other major Council regeneration initiatives have a major residential component.  The
Exxon site is uniquely non-residential.
2.6.2 One of the fundamental infrastructure requirements is the construction of road network
accesses at the eastern and western extents of the site linked by a spine road through the site
which will enable it to be opened up for development. This new asset is also expected to support
wider business confidence through providing a relief road that mitigates the effects of incidents
on that section of the road. 
2.6.3 The project will deliver economic benefits to West Dunbartonshire by creating the conditions
that will unlock the potential of the site for development.
2.6.4 To realise the delivery of the infrastructure a series of tasks must be undertaken to obtain the
necessary consents for infrastructure and put in place a plan for implementation that minimises
risks and ensures all key stakeholders are kept engaged and in agreement with the proposals
at all stages of the project.
Project Deliverables
2.6.5 The site requires substantial investment in site preparation prior to development taking place
including decontamination works (now completed), creation of new roads infrastructure, flood,
environmental and drainage mitigation (City Deal investment).
2.6.6 City Deal money will be spent on:
 1.95km of new spine road with associated drainage and lighting infrastructure;
 1.32km of upgraded existing public road (A814);
 a new junction on the A82 at Dumbuck with closure of the existing junction;
 a remodelled junction on the A82 at Dunglass;
 an enhanced routing of 475m of the National Cycle Network Route 7 in the vicinity of the
site;
 a new underpass of the Glasgow – Dumbarton Railway at the western access to the site;
 a remodelled railway overbridge at the eastern access to the site;
 flood mitigation works;
 environmental mitigation works (but not remediation); 
 site drainage works; and
 establishment of platforms for development across the site.
2.6.7 The site boundary, including the areas where accesses will be formed, is shown in Figure 2-10.

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Figure 2-10 Site Boundary

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2.6.8 The wider site area (including mudflats and river) extends to 61.71 hectares of which the land
element comprises 39.45 hectares. The total developable area within the site, including for all
roads and development plots, extends to 19.10 hectares. This area excludes land currently
designated as greenbelt at the western extent of the site (7.82 hectares) and it excludes land
with the greatest level of flood risk and unsuitable ground conditions (11.35 hectares).
2.6.9 The site requires substantial investment in site preparation prior to development taking place.
One of the fundamental infrastructure requirements is the construction of road network
accesses at the eastern and western extents of the site linked by a spine road through the site
which will enable it to be accessed for development.
2.6.10 Currently the development potential of the site is constrained by a sub-standard (private) access
at its eastern extent and no access at its western extent. Work has been undertaken to identify
the optimum solutions for access and details are provided in Chapter 3.
Masterplan
2.6.11 To take full account of the various access, ecological, environmental, landscape, topographical,
physical and flood risk constraints affecting the site, a Masterplan has been approved which will
direct future development of the site and help maximise the land available for development.
2.6.12 Planning Permission in Principle (PPiP) DC 20/088 was granted in January 2021 for the
development of up to 44, 450m2 of commercial industrial floorspace, link road with upgraded
junctions on the A82 and A814, a railway underbridge and an overbridge, landscaping , green
network and public realm improvements, flood defences, drainage, transport and utilities
infrastructure including the formation of platforms for development across the site. The
permission included the approval of a masterplan. An Application for Matters Specified in
Conditions (AMSC) will be submitted in June 2023. Details are provided below.
2.6.13 Figure 2-11 shows the approved Masterplan.

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Figure 2-11 Approved Masterplan

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Detailed Design
2.6.14 The principles of the Masterplan development have been advanced through development of the
detailed design for the City Deal infrastructure project. The infrastructure design package is
intended to enable access to 'development platforms’ for end users in the form of individual
plots of land available for development by investors or end users.
2.6.15 The infrastructure that forms the design package includes:
 Roads and associated transport infrastructure. A detailed design based upon the approved
PPiP Masterplan.
 Bridges. There is the need for a new underpass under the live railway at the west of the site
and a remodelled overbridge (current access) at the east of the site upgraded to adoptable
standards.
 Development platforms for end users. Ensuring that investment in development of the site
can be accelerated. 
 Flood risk mitigation measures. Development of flood risk mitigation measures (raised
development platforms) on the site to protect the development.
 SuDS compliant drainage. A drainage strategy has been developed for the entire site rather
than for the individual plots. This allows for the amalgamation of SuDS features such as
drainage ponds etc and improves the overall efficiency of the drainage works.
 Public utilities. These will be located within the proposed roads infrastructure.
Detailed Planning Application for Roads and Infrastructure
2.6.16 The PPiP included seven conditions which are to be submitted as part the Approval of Matters
Specified in Condition (AMSC) applications. For the first AMSC application it is proposed that
information relating to the following be submitted:
 Condition 1 (a & d) – Detailed Design Plans and Drawings
(a) Development platforms and site layout plans showing the position of all, roads, access
arrangements, footpaths, green corridors open space, boundary treatments and drainage
infrastructure 
(d) Location and species of trees, shrubs, hedges palette of hard landscaping materials and
street furniture 
 Condition 2 - Design & Construction Management Plan and Operational Phase
Management Plan
 Condition 12 - Supporting Report to demonstrate accordance with approved Landscape
Framework and Strategy (Condition 11)
 Condition 24 – Bus stop provision
 Condition 30 - Species Survey/Species Protection Plan
2.6.17 Phase 1: consists of the ‘City Deal Works’, which comprises the following: 
 Eastern Junction improvement (October 2023 to December 2026);

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 Western Junction improvement (October 2023 to December 2026);
 Overbridge East (October 2023 to December 2026); 
 New Spine Road (October 2023 to December 2026);
 Underbridge West (March 2024 to December 2026).
 Landscape earth works associated with the new roads. 
2.6.18 The wider landscaping is part of a later phase and is linked to the Low Carbon Vacant and
Derelict Land Investment Programme together with the waterfront path along the River Clyde.  
2.6.19 Phase 2: The is the creation of three development platforms (East, Central and West) and will
be developed in a single works package. 
2.6.20 Phase 3: Landscaping and Utilities and Energy Infrastructure Facilities will follow the
infrastructure works.
2.6.21 Phase 4: On-site buildings, Dunglass Castle & Henry Bell Obelisk works will then conclude the
site development.
2.6.22 The AMSC application relates to Phases 1 and 2 works only.  
Follow on Investment
2.6.23 The Exxon site Masterplan indicates the anticipated follow-on development after infrastructure
investment. This development/investment is expected to come from the private sector, attracted
by the improved access and reduced risk because of the intervention made by the public sector
to mitigate market failure. These indirect deliverables are anticipated to include the following
uses:
 Class 6 storage and distribution space - 25,000m2
 Class 5 industrial space – 9,900m2
 Class 4 business space – 7,860m2
 Class 2 office space – 1,752m2
2.6.24 It is anticipated that private sector investment will be able to commence from 2026, estimating
to deliver up to £43.8m of additional investment by 2037. This is driven by the strategic context
set out above i.e. the need for employment land in West Dunbartonshire.  Additionally, this is
supported through ongoing discussions between the Council and potential site occupiers. The
potential for securing pre-let development through these conversations, gives confidence to
future site developers and can help to accelerate the build out of the site.
Delivering against Areas of Need
2.6.25 Section 2.2 identified the strategic need for the project and highlighted that there was a
requirement to bring forward more land in West Dunbartonshire in the medium to longer term to
meet the economic development needs of the area.  It also described the competitive advantage
that the site offers in comparison to other locations both within West Dunbartonshire and more
widely, particularly in relation to its strategic location on the transport network and access to the
Glasgow City Region labour market. The site also offers strategic advantages through its deep-
water frontage and its position as both a gateway to Loch Lomond and the Glasgow conurbation.

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2.6.26 The project will deliver against these needs by creating the conditions that will unlock the
potential of the site for development. Primarily this entails the provision of the necessary
infrastructure to enable development to take place.
2.6.27 The Logic Model in Figure 2-12 demonstrates the linkages between the City Deal Project’s direct
deliverables and the strategic need for the Project.

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Figure 2-12 Relationship between Project’s direct Deliverables and Strategic Need

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Evidence of Delivering Successful Projects
2.6.28 The Council has the skills, resources, capacity, and established capability to deliver the project.
Over the last 5 to 10 years, the Council has designed and delivered projects similar in scope,
scale, and complexity. This demonstrates experience and competency in the design and
delivery of infrastructure and road building schemes and engaging with key stakeholders during
the project lifecycle. The Council has extensive experience of working with external consulting
engineers and designers to facilitate the delivery of large-scale infrastructure and public realm
schemes. Appendix B provides a schedule of recently delivered Council infrastructure projects.
Critical Success Factors
2.6.29 Critical Success Factors (CSFs) are a small number of criteria used at the long-list stage to
make strategic choices about options. They support an assessment of how well an option is
likely to succeed across the 5 dimensions of a business case and deliver SMART objectives.
2.6.30 The critical success factors are used to assess the Exxon project’s ability to deliver against its
objectives; the ability to deliver value for money (i.e. a BCR of 1), ability to secure funding
(affordability) and deliverability of the project.
2.6.31 The following are considered crucial to the success of the project:
 Strategic fit: The project is required to deliver on the Project Objectives, and align with
national, regional and local policy objectives. The Exxon project is focussed on increasing
the constrained supply of employment land in West Dunbartonshire, contributing to the
economic prosperity of the wider City Region.
 Delivering Value for Money: The relative costs have been considered against their ability
to deliver value for public money. This analysis is aligned with the expenditure versus the
ability to hit each of the Exxon Project objectives.
 Affordability: To advance the project through the necessary design and construction
phases, funding must be secured. The Exxon project is dependent on 86% of project costs
being funded through the Glasgow City Region Deal Infrastructure Fund.
 Deliverability: This FBC presents project governance structures which align with business
case guidance. The Exxon project governance structure has been tailored to meet the
specific demands of the proposed scheme and demonstrates that the Council has
appropriate mechanisms in place to ensure that the project can be delivered.
2.6.32 Investment to address access and development constraints present at the Exxon site will
remove market failures constraining the area’s economic potential, enabling West
Dunbartonshire to attract and retain new and existing businesses through establishment of a
high quality, resilient employment land supply for the next 15 years. The success of the
development will be measured against completion of the planned outputs within expected
development timeframes.
2.7 Dependencies and Constraints
KEY POINTS
- A large proportion of the potential dependencies and constraints are linked to environmental
issues on the site and can be mitigated through appropriate management and application of
suitable interventions as the project is taken forward to implementation.

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- The project is highly dependent on market demand following the infrastructure interventions
and the ability for the Exxon site to attract a wide range of businesses and raise economic
activity.
- The project is dependent on and constrained by the budget required to develop the site.
- Additional dependencies and constraints relate to ecological issues, heritage, flooding,
contamination and remediation, land ownership, transport network impacts and agreement to
proposals with key stakeholders.
2.7.1 Throughout the development of the project a series of potential dependencies and constraints
have been identified. Most are linked to environmental issues on the site and can be mitigated
through appropriate management and application of suitable interventions as the project is
taken forward to implementation.
Environmental Impact Assessment
2.7.2 An Environmental Impact Assessment (EIA) was approved with the PPiP application. A
summary of the EIA can be found in Appendix H
Summary of Dependencies and Constraints
2.7.3 The table below summarises the internal and external dependencies and constraints that will
influence the successful delivery of the project.
Table 2-7 Dependencies and Constraints
Dependencies/ Constraints Lead responsibility
Internal Factors7
Environmental – preparation and agreement of Flood Risk, Ecology,
Landscape Mitigation Management Plans. Programming and
implementation of agreed species and habitat mitigation measures
(pre and post road construction) to protect and mitigate impacts.
Nature Scot license and monitoring requirements. Specialist
ecological requirements pre, during and post construction.
the Council City
Deal Programme
Team
Programming – alignment of access road development and
construction programme, particularly Network Rail requirements, with
the wider development requirements.
The Council City
Deal Programme
Team / Network
Rail.
Utilities - programming of service connection requirements.
the Council City
Deal Programme
Team / Utility
Companies
Financing – site and tender costs must not exceed budget
The Council City
Deal Programme
Team.
External Factors8
7 Internal factors relate to dependencies that arise when a change in another project or variable has a direct
consequence on this project (e.g. availability of resources or sequencing of other projects)
8 External factors include successful procurement of a contractor or private ownership of assets within the project
footprint.

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Dependencies/ Constraints Lead responsibility
Land ownership and acquisition – In addition to concluding the Exxon
land transfer once remediation is completed, there are 8 affected
landowners including some known to be unwilling to make their land
available if required. Acquisition terms to be agreed, purchases
authorised and concluded.
The Council City
Deal Programme
Team.
Market Demand – Investment in enabling infrastructure aims to
access the site and provide market-ready plots, de-risking the site
and improving its development viability. This relies on a commercial
and industrial property market willing to deliver the follow-on private
sector investment needed.
The Council City
Deal Programme
Team.
Stakeholder lead in time (particularly Network Rail) may not be
compatible with construction phase.
The Council City
Deal Programme
Team.
Site Remediation – Exxon is required to remediate the site before the
Council formally acquires it. This is dependent on planning approval
of the proposed remediation.
Note: Expected completion December 2023.
SEPA/the Council
and Exxon
2.7.4 In summary, there are several dependencies on which the success of the project is reliant. Each
of these has either been identified in the risk register and/or been considered in development of
the consented Masterplan. Design work has fully considered these constraints and addressed
them within the project budget.
2.8 Stakeholders
2.8.1 The delivery of the project is dependent upon several key stakeholders agreeing to the
proposals being taken forward. This has been achieved with Network Rail agreeing the
construction of a new underpass (west) and upgraded overbridge (east) road access to the site.
2.8.2 Transport Scotland has agreed amended junctions on the existing A82 Trunk Road.
2.8.3 Finally, grant of detailed planning permission must be achieved, including agreement and sign
off with a range of other stakeholders during the planning and design process.
Project Consultation
2.8.4 Throughout the project development to date, stakeholder engagement has been a key
consideration as it is recognised that the cooperation and buy-in of a series of key stakeholders
will be essential to the successful delivery of the project. An ongoing programme of stakeholder
engagement is planned throughout the detailed design and implementation of the project to
ensure stakeholders remain informed and committed to assisting in its delivery.
2.8.5 To date, all stakeholders, as noted below, have approved or commented on the Planning
Permission in Principle and will be consulted on the detailed infrastructure planning application.
Pre-application engagement has confirmed that all parties support the proposals.
 Transport Scotland (TS): TS commended the approach taken thus far and has agreed to
the proposals.
 Network Rail (NR): Agreed to the proposals and has appointed a contractor led team to
deliver the western underpass.

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 Scottish Environmental Protection Agency (SEPA): SEPA has approved a hydraulic
modelling approach for the site, a watercourse survey programme and the proposed
approach to Flood Risk Assessment incorporated in the EIA.  SEPA has approved the
Baseline Hydraulic Modelling Report and the proposals for flood risk mitigation.
 Nature Scot: has approved the proposals.
 Royal Society for Protection of Birds (RSPB): has approved the proposals.
 West of Scotland Archaeological Service: has approved the proposals. 
 Historic Scotland: has approved the proposals.
 Scottish Water: has approved the proposals.
 Health & Safety Executive: consulted and commented on the EIA – no concerns.
 Inverclyde Council: has approved the proposals.
 Glasgow and Clyde Valley Green Network: has approved the proposals.
2.8.6 A record of the stakeholder engagement to date is provided in the table below.
2.8.7 In addition, consultations with adjacent landowners begun in November 2016 and have
continued as the design proposals for the project have been developed throughout design and
planning stages.

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Table 2-8 Stakeholder Engagement Summary
Stakeholder
Group Contribution Benefit Dis-benefit Expectation/
Demand
Engagement
to date
Local Authorities    
West
Dunbartonshire
Council
Project
Sponsor
Remediate
site and
increased
employment
land supply.
Bearing the
risk of
delivering the
project using
public sector
money.
West
Dunbartonshire
Council
Project
Sponsor
Inverclyde
Council
Consultee in
respect of
the Inner
Clyde
Estuary SPA
Remediated
site on the
banks of the
Clyde 
EIA and
Planning
Application
Consultee
Consulted on
EIA Scoping
City Deal
Bodies     
The Cabinet Project
Coordination
Benefits of
increased
employment
opportunities
across the
City Region,
leading the
economic
development
of central
Scotland. 
Interaction as
required
Regularly
informed of
progress
through
ongoing
meetings and
reports
The Chief
Executive’s
Group
Project
Coordination
Interaction as
required
Regularly
informed of
progress
through
ongoing
meetings and
reports
Project
Management
Office (PMO)
Project
Coordination
Interaction as
required
Regularly
informed of
progress
through
ongoing
meetings and
reports
Financial
Strategy
Support
Group
Project
Coordination  
Interaction as
required
WDC officer
support
Legal Support
Group
Project
Coordination  
Interaction as
required
WDC officer
support
Procurement
Support
Group
Project
Coordination  
Interaction as
required
WDC officer
support
Lead Officers
Support
Group
Project
Coordination  
Interaction as
required
WDC officer
support

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Stakeholder
Group Contribution Benefit Dis-benefit Expectation/
Demand
Engagement
to date
Transport
Support
Group
Project
Coordination  
Interaction as
required
WDC officer
support
Economic
Development
Support
Group
Project
Coordination  
Interaction as
required
WDC officer
support
Audit Support
Group
Project
Coordination  
Interaction as
required
WDC officer
support
Other Public-Sector Bodies
Scottish
Environmental
Protection
Agency
Flooding risk
Remediated
site,
improving the
environmental
quality of the
river and
riverside.
Temporary
impact from
construction
works.
Agreement
and approval
of approach to
hydraulic
modelling,
flood risk
assessment
and the EIA
EIA
consultation
meetings and
exchanges of
documentatio
n to gain
approvals to
approach
Nature Scot Wildlife
protection
Removal of
harmful
chemicals
from the site.
Green space
incorporated
into the
development.
Potential
disruption of
local wildlife.
Agreement
and approval
of approach to
ecological
studies and
the EIA
EIA
consultation
meetings and
exchanges of
documentatio
n to gain
approvals to
approach
RSPB Wildlife
protection  
Agreement
and approval
of approach to
ecological
studies and
the EIA
EIA
consultation
meetings and
exchanges of
documentatio
n to gain
approvals to
approach
Historic
Scotland
Listed
buildings and
ancient
monuments
protection 
Disruption of
the
landscape
adjacent to
Dunglass
Castle.
Agreement
and approval
of approach to
archaeologica
l studies and
the EIA
EIA
consultation
meetings
West of
Scotland
Archaeologica
l Service
Listed
buildings and
ancient
monuments
protection
Potential to
unearth
archaeologica
l assets
during
construction. 
Agreement of
approach to
archaeologica
l studies and
the EIA
EIA
consultation
meetings
Health &
Safety
Executive
Existing HSE
Notification
Zone  
Agreement of
approach to
the EIA
EIA
consultation
meetings

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Stakeholder
Group Contribution Benefit Dis-benefit Expectation/
Demand
Engagement
to date
Glasgow and
Clyde Valley
Green
Network
Access and
sustainable
transport  
Agreement of
approach to
the EIA
EIA
consultation
meetings
Scottish
Enterprise
Commercial
marketing
opportunities
and business
development
support
Additional
commercial
space for
businesses to
expand in or
move to. 
Supporting
infrastructure
and new
commercial
space for
growing
Scottish
businesses.
Ongoing
engagement
through
Economic
Development
team,
regarding the
available
opportunity.
Scottish
Development
International
Commercial
marketing
opportunities
.
Additional
commercial
space to
support
inward
investing
companies. 
Supporting
infrastructure
and new
commercial
space for
inward
investing
companies.
Ongoing
engagement
through
Economic
Development
team
regarding
potential
inward
investments
Scottish
Council for
Development
and Industry
Commercial
market
opportunities
and industry
engagement
support.
Additional
commercial
space to
support
Scotland’s
economic
growth. 
Supporting
infrastructure
and new
commercial
space that
can help to
support
Scotland’s
economy.
Ongoing
engagement
through
Economic
Development
team
regarding
potential
industry
opportunities.
Transport Bodies
Transport
Scotland
Access to
site and
impacts on
Trunk Road
network
Additional
road network
to support the
A82 
Sign off on
proposed
approach to
provide
access to the
site.  Agree
Basis of
Design
Several
consultation
meetings and
exchanges of
documentatio
n to gain
approvals to
approach
Network Rail
Access to
site by
crossing
current live
railway line 
Additional
infrastructure
works and
staff time to
support the
development
. 
Sign off on
proposed
approach to
provide
access to the
site
Several
consultation
meetings and
exchanges of
documentatio
n to gain
approvals to
approach
Community Groups, Users and Others

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Stakeholder
Group Contribution Benefit Dis-benefit Expectation/
Demand
Engagement
to date
Investors/
Developers
Investment
into and
development
of
commercial
space
Easily
accessible,
platformed
site ready for
construction.
Shovel ready
site to begin
development
Strategy being
developed but
will include
Colleges,
Chamber of
Commerce,
Scottish
Enterprise,
Skills
Development
Scotland and
local
community
organisations,
etc.
Occupiers
Commercial
activity &
employment
opportunities
.
Easily
accessible,
platformed
site ready for
construction.
Prime
commercial
space with
access to a
quality labour
force.
WDC
Economic
Development
meetings with
potential
anchor
tennats.
Exxon Previous site
owner
Purchase of a
derelict site
and
underutilised
asset by the
Council.
Upfront
remediation
costs.
Lead
remediation of
site and
engage
proactively on
proposals for
its future
development
Ongoing and
regular liaison
between WDC
and Exxon
has taken
place during
the
development
of the project
Public Utilities
Companies
Public
services for
site
occupiers
Additional
service
requirements
from site
occupiers.
Relocation
and
extension of
the current
network.
Identify
location of
existing public
utilities in
vicinity and
provide
necessary
extensions to
service the
occupiers of
the site
Utility
companies
have all
provided
copies of
existing asset
records.
Third Party
Land Owners Land owner
Purchase of
land presently
underutilised.
Disturbance
from the
construction
works.
Land required
for site access
Introductory
contact made
in November
2016 and
ongoing.
2.8.8 Stakeholder conflicts will be managed appropriately as they arise, however, early stakeholder
conversations have allowed stakeholder expectations and requirements to be effectively
managed and resolved. Potential conflicts, their respective risk register code and how these will
be managed are set out below:

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Reaching an agreement on technical approaches with various stakeholders. (014)
o In order to progress the development of the site servicing infrastructure,
agreements will need to be reached with a variety of statutory bodies, including
SEPA, Transport Scotland and Utility companies. Delays to decisions or
agreements could extend the anticipated construction of infrastructure. Early
engagement with these stakeholders has allowed the Capital Investment Team at
West Dunbartonshire, to get ahead of any potential conflicts and resolve them
through open dialogue. 
Regulatory approval for the overbridge or the underpass; provision of an underpass design;
and possessions for construction of the underpass are delayed by Network Rail (048)
o Network Rail has been commissioned to design and construct the underpass. The
infrastructure works need to be incorporated into Network Rail’s construction
schedule and passenger timetables. Delays to either the design or scheduling of
this works would cause a delay in site access and thus construction of the additional
site infrastructure, resulting in conflicts with other site contracts. The Council are
working closely with Network Rail to ensure that there is no delay to cross-rail works
and any problems are managed through the Councils project team.
Different contractors require to be on site at the same time to ensure the programme is
maintained (026)
o The Council has commenced early engagement with all potential parties to
coordinate respective work programmes for construction and remediation staging.
The project team will ensure contracts reflect the needs of Exxon/the Council
working on the site at the same time where necessary.
2.9 Risk
2.9.1 A series of potential risks that could affect the successful implementation of the project has been
identified and set out in detail in the Risk Register attached as Appendix D . These risks can
mainly be classified as relating to the following categories:
 Physical / assets
 Political
 Professional
 Financial
 Regulatory / legal
 Environmental
 Contractual
2.9.2 The risks identified in the register have appropriate mitigating actions against each of them.
2.9.3 Infrastructure delivery is dependent on several factors relating to the identified dependencies
and constraints. After mitigation measures and control actions have been considered, the top
risks to successful implementation of the project are:
 Regulatory approval for the bridge and the underpass by Network Rail (048) (External);
 Statutory approvals for development cannot be gained, additional requirements or are
delayed (014) (Internal/External);
 Programme slippage incurs additional project costs (021) (Internal);

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 Different contractors require to be on site at the same time to ensure the programme is
maintained (026) (Internal/External).
 Risk of not getting the additional City Deal funding and the need for the Council to increase
borrowing to cover site costs. (008) (Internal)
2.9.4 Assuming these risks are mitigated, infrastructure interventions are anticipated to be delivered
by 2024.
2.9.5 Following successful delivery of the infrastructure, market demand remains a risk to the project’s
success (E2). Delivery of fully market ready sites and early and continuous commercial
marketing of opportunities are vital to ensuring this risk is mitigated. This will include liaison with
key bodies such as Scottish Development International and Scottish Enterprise.
Risk to City Deal Programme
2.9.6 If the Exxon project is not delivered, or there is a slip to the programme of delivery, then there
will be a reduction in the anticipated economic value generated by the investment programme
(003). The Council has identified the risks to project delivery in the risk register and under the
project dependencies and constraints. The Council will work closely with the PMO to ensure
that expectations are managed in line with realistic project deliverables – further detail can be
found in the Management Case.
2.10 Risk Allocation and Transfer
2.10.1 The Council has taken ownership of the majority of the identified risks as defined in the Risk
Register. However, in some instances the ownership of risks is also shared with key
stakeholders.
2.10.2 The Project Manager will take responsibility for overall risk management and mitigation
throughout the project delivery process. However, some risks are affected by external
influences and where this is the case the Council only has partial control over them.
2.10.3 The table below provides an outline of the currently identified risk categories and ownership.

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Table 2-9 Risk Transfer
Risk Identified
Risk Transfer
Kept within Member Authority
Transfer to
External
Party
Design and build Road & Infrastructure, Flood risk
management (Craig Jardine); the Council –
Legal (Alan Douglas) 
Commissioning  Legal (Alan Douglas) 
Operation Project Management (Patricia Rowley) 
Demand  Economic Impact (Gillian McNamara) 
Residual value Economic Impact (Gillian McNamara) 
Technology  Project Management (Patricia Rowley) 
Regulation  Legal (Alan Douglas) 
Contractor default  Legal (Alan Douglas) 
Political  Project Management (Patricia Rowley) 
Internal business  Project Management (Patricia Rowley) 
Delay to remediation of
contaminated land  Exxon
Delay to programme due to
number of Governance levels -
Board, Council, PMO, City
Deal Cabinet
Project Management (Patricia Rowley) 
Agreement on technical
approach with key
stakeholders (e.g. Transport
Scotland, Network Rail, public
utilities, SEPA, etc.) creates
timescale delays
Project Management (Patricia Rowley)
Stakeholders
Detailed design / site
investigations reveal
conditions that will significantly
increase costs or affect project
delivery
Site Evaluation & Asset Management
(Craig Jardine)
Project Management (Patricia Rowley) 
Alternative sites are deemed
more attractive for
development reducing the
attractiveness of former Exxon
site
Economic Impact (Gillian McNamara) 
Site fails to deliver the desired
levels of economic activity and
GVA forecast  
Economic Impact (Gillian McNamara) 
City Deal does not achieve
target GVA levels throughout
Glasgow City Region with
associated financial impact 
City Deal
Cabinet
Insufficient funding due to
complexity of site
Project Management (Patricia Rowley) 
Necessary statutory approvals
for development cannot be
gained or are delayed
Legal (Alan Douglas)
Planning (Pamela Clifford) 
Excessive liabilities associated
with contaminated land
Legal (Alan Douglas) 
Delay to or unacceptable
terms for transfer of ownership
Legal (Alan Douglas)

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Risk Identified
Risk Transfer
Kept within Member Authority
Transfer to
External
Party
of site from Exxon to West
Dunbartonshire Council
Third party parcels of land
required for development
cannot be acquired on
acceptable terms
Legal (Alan Douglas)
Asset Management (Michelle Lynn) 
2.10.4 The Risk Register will be kept under continuous review during the project development, detailed
design and implementation.  During this period, some risks may be dealt with and closed off
from the Risk Register, new risks may be identified, or ownership of risks may be reallocated.
The Risk Register will consequently be a live document and risk ownership could consequently
change.  However, it is anticipated that risks would remain allocated within a small group of
bodies which would include: 
 West Dunbartonshire Council
 Landowners
 Infrastructure providers – Transport Scotland, Network Rail, Utilities companies
 Environmental Agencies – SEPA, Historic Scotland, NatureScot

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3 Economic Case - Options Appraisal
3.1 Introduction
3.1.1 Achieving additional and transformational change in West Dunbartonshire’s economy requires:
 identification of large-scale sites which provide an opportunity for their comprehensive
development and scope for expansion;
 identification of the key sectors required to achieve it and their likely needs; and
 establishment of the infrastructure requirements associated with different options.
3.1.2 An assessment based on the objectives identified in Section 2.5 of the OBC considered the best
way to provide the required step change in the volume and value of economic activity in West
Dunbartonshire.  This analysis holds true today.  It considered possible locations for the size of
investment required and consideration of those sectors which will best contribute to the
objectives, particularly those presently performing well or other growth sectors.
3.1.3 The strategic, long listing assessment consisted of three parts:
 options for the location of a sizeable economic investment site (see Section 3.2 in the OBC
and summary outcomes below);
 options for the use of the site (economic activity) (see Section 3.3 in the OBC and summary
outcomes below); and
 options for access to the site (infrastructure requirements) (see Section 3.4 in the OBC and
summary outcomes below).
3.1.4 A long list of options was drawn up for analysis, considering each option available to the Council.
These options were then quantitatively and qualitatively assessed in line with HM Treasury
Green Book Guidance, analysing each option against their ability to meet the Critical Success
Factors (CSFs) outlined in the Strategic Case.
3.1.5 The sifted options i.e., the short list was then subjected to more detailed economic analysis.
3.2 Summary Outcomes for the Location of a Sizeable Economic Investment
Site
3.2.1 The Exxon site is in single ownership albeit that other land is required for access.  The 61-
hectare site is subject to a range of environmental designations as well as flood risk and other
constraints.  These reduce the developable area, including for all roads and development plots,
to some 19.10 hectares which would be the largest concentration of potential employment land
in West Dunbartonshire.  Should the constraints be addressed, a high-quality, well-located
development site would be available in the short to medium term. The site is of the scale
required to meet project objectives, with the potential to offer a broad range of development and
employment opportunities in the medium to long term.  City Deal funding offers the opportunity
to address the site constraints in a comprehensive manner, while also enabling future
requirements for industrial and business land to be addressed.
3.2.2 From the high-level options appraisal, the Exxon site is best placed to meet the project
objectives.

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3.3 Summary Outcomes for the Sectors of Opportunity
3.3.1 Analysis of West Dunbartonshire’s economic and sector profile indicated that there should be a
focus on the following sectors for economic development should appropriate development
opportunities be available:
 Food and drink (storage & distribution): developing advanced processes to enable West
Dunbartonshire to maintain a role in the vanguard of sector development;
 Advanced manufacturing, storage and logistics: related to existing clusters of activity and
expansion related to energy sector, defence and other requirements; and
 Office and professional services activity: developing from accessibility to Glasgow Airport
and the strategic road network, the potential to develop a differentiated market proposition
based on the area’s high environmental values (land and river) and the momentum
generated by development in West Dunbartonshire’s Town Centres and elsewhere. 
3.4 Summary Outcomes for Site Access
3.4.1 The A82 Trunk Road is the main arterial link through West Dunbartonshire linking to Glasgow
in the east as well as Loch Lomond and beyond in the north.  It also provides access to the
Erskine Bridge which connects West Dunbartonshire with areas on the south bank of the River
Clyde via the M8 and strategic road network. The Exxon site is strategically located adjacent to
the A82.  The OBC presented the options appraisal for providing access to the Exxon site and
summarised the Concept Design which existed at that time, including the preferred layouts for
access junctions to the east and west of the site.
3.4.2 Subsequent work developed the Concept Design to a Preliminary Design which was, along with
the overarching Masterplan, granted Planning Permission in Principle (PPiP) in January 2021.
3.4.3 Further design evolution, including consultation with Transport Scotland, Network Rail, SEPA,
Sustrans and affected landowners together with feedback from the public consultation on the
Masterplan has resulted in final design solutions being agreed and now subject to the detailed
planning application.
3.5 Long List – Scope, Solution, Delivery & Funding
3.5.1 See the OBC for a detailed description of the long list scoping exercise which still holds true.
3.6 Site Development Options - Long List
3.6.1 The long list of site development options consists of infrastructure interventions for access and
site development.  It is assumed that under each of the options described below, apart from the
counterfactual, the site is remediated by Exxon and that development platforms would ultimately
be provided to ensure any future development satisfies SEPA’s requirement for flood risk and
drainage.
3.6.2 Note, only Option 1, Option 4, and Option 5 are presented in the FBC. Further detail on the
other options considered can be found in the OBC. 
Option 1 – Counterfactual
3.6.3 Under the counterfactual situation, it is anticipated that the Exxon site will not be developed
within the 25-year analysis period. The site’s infrastructure constraints are a disincentive for
private sector investment in the site i.e., the market failure. Under the counterfactual scenario
the site is likely to remain disused brownfield land. The anticipated demand for employment

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land in West Dunbartonshire post 2022 will not be able to be satisfied by this site and will not
be satisfied elsewhere in the area, thus constraining the development and subsequently the
employment opportunities in West Dunbartonshire. This will most likely lead to a widening of
the job’s deficit in West Dunbartonshire with an associated pressure on neighbouring areas as
residents either commute to take up the employment opportunities or residents move away from
West Dunbartonshire to other areas.
Option 4 – Full Intervention with Two Access Junctions and Spine Road
3.6.4 This Option consists of the preferred eastern and western access junctions and a linking spine
road providing full access to the site.  This option would allow for the full development of the
Exxon site but with the infrastructure required to create development platforms and address
flood risk and drainage requirements on the site needing to be met by future occupiers of the
site. The infrastructure interventions allow for a continuous spine road to be constructed to the
south of the A82.
3.6.5 SEPA has expressed that they would require development areas on the site to be raised out of
the flood plain before any development were to take place. The additional development costs
of constructing raised platforms would reduce the viability of the site to commercial property
developers and as such, could delay the full build out of the site by up to 10 years. 
Option 5 – Full Intervention plus Development Platforms
3.6.6 Option 5 includes the infrastructure delivered under Option 4 plus additional site platforming that
would enable the site to be ready for developers to construct commercial and industrial
buildings.  In doing so, the intervention mitigates the risk of site flooding, increases the viability
of the site and is expected to stimulate development at an accelerated rate in comparison to
that of Option 4. 
3.7 Long-list Appraisal
Performance against Project Objectives
3.7.1 The long list of options above has been subject to a desk-based appraisal against the Project
Objectives (see Table 3-1 below). This analysis has informed how well each of the long list of
options performs against the Strategic Fit Critical Success Factors.
Table 3-1 Option scoring against Project Objectives
Objective/Option 1 4 5
Objective One: Increase the range of commercial
and industrial activity in the area. X √√√ √√√
Objective Two: Raise levels of economic activity,
providing a platform for significant employment and
job opportunities for those with differing levels of
qualifications and skills. X √√ √√√
Objective Three: Create additional and sustainable
employment opportunities for West Dunbartonshire
communities, increasing the proportion of people
who live and work in the area. X √√√ √√√
Performance against Critical Success Factors
3.7.2 The performance of each long-list option against the Critical Success Factors set out in the
strategic case has been qualitatively assessed below.

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Option 1 – Counterfactual
3.7.3 Option 1 is carried forward to the short list to represent the deadweight.
Option 4 – Full Access Infrastructure
3.7.4 Option 4 is carried forward to the short list due to the scale of anticipated development it
potentially stimulates, albeit at a slower rate than if development platforms were provided.  The
combination of each preferred access will open the required employment land for the Council,
making for a strong strategic fit.  Site platforming in this option would be the responsibility of the
private sector.  Given the site constraints, it is likely that this would have the effect of significantly
delaying development and occupation of the employment land.
Option 5 – Comprehensive Infrastructure and Site Platforming
3.7.5 Option 5 is carried forward to the short list because the full intervention is anticipated to stimulate
an accelerated rate of development due to the removal of financial risks to developers.
3.7.6 This analysis has informed a quantitative scoring of each option against the Critical Success
Factors of the project. The results of this analysis are presented in Table 3-2 below, with Option
5 scoring the highest.
Table 3-2 Option Scoring against Critical Success Factors
CSF/Option 1 4 5
Strategic Fit 0 9 10
Deliverability 10 8 8
Affordability 10 8 7
Value for Money 0 8 9
Score 20 33 34
Rank 5 2 1
3.8 Resulting Short List
3.8.1 The resulting short list of options is:
 Option 1 - Counterfactual
 Option 4 - Full Access Infrastructure 
 Option 5 - Full Access Infrastructure plus Site Platforming
3.9 Benefits
3.9.1 The benefits generated by the project are summarised in the Benefits Realisation Profile
attached as Appendix E . The benefits are expected to fall into the following categories:
 Infrastructure;
 Transport;
 Employment;
 Environmental;
 Business;
 Financial.

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3.9.2 In determining benefits, it is assumed that major infrastructure works will start on site in Q4 2023
with work completed in 2026 when plots will be available for development and occupation.
3.9.3 The site will then be developed over a 15-year period with related economic benefits delivered
in tandem.  Full benefit realisation for employment benefits, business benefits and financial
benefits is therefore forecast over this period. This time period is believed to be realistic and
consistent with other similar regeneration and development projects taken forward over recent
decades including the redevelopment of Strathclyde Business Park, Clyde Gateway, the
Glasgow Harbour regeneration project near Partick and the Lomondgate mixed use
development on the north-western edge of Dumbarton.
3.9.4 The benefits are closely linked to the project objectives which put economic growth and activity
at the fore. They also have a strong environmental and regeneration component to them which
contributes to wider policy objectives at national, regional, and local levels.
3.9.5 All the benefits can be measured through the project implementation process or through
subsequent monitoring and evaluation of the project’s economic impacts. Further information
about how monitoring and evaluation will be undertaken is provided in Chapter 7.
3.9.6 Some potential negative effects have been recognised in the table below. Primarily these relate
to impacts on sensitive environmental sites and the potential displacement of economic activity
from elsewhere in West Dunbartonshire or the Glasgow City Region. Project design and
development is seeking to minimise or avoid these impacts wherever possible.
Table 3-3 Qualitative Disbenefits Profile
Disbenefit Description Options
Disruption to
residents and
businesses
during
construction
This is likely to be a temporary dis-benefit and will be managed
with careful stakeholder engagement prior to and during the
construction period.  This will be complemented by detailed
construction management plans (a requirement of contractors), a
Communications Plan and direct engagement to raise awareness
and pick up issues for future learning  
Option 1 
Option 4 
Option 5 
Loss of
public space
to
development
A loss of public spaces may occur in some instances as areas of
the site begin to be developed. Intervention options mitigate this
through increased space for pedestrians and cyclists and by
affording more direct access to enhanced areas of public space
on the waterfront.
Option 1
Option 4 
Option 5 
Traffic
disruption:
Conflict
between
motor
vehicles
(public and
private) and
pedestrians
and cyclists.  
A Communications Plan will ensure all parties are aware of
plans and project objectives.  Design will also be based on
evidence i.e. traffic modelling therefore removal of vehicle traffic
should be manageable in traffic management
terms.  Programming of works to avoid issues around works in
close proximity, and utilisation of traffic management specialists
within the design team. 
Option 1 
Option 4 
Option 5 
Increased
freight
Despite enhanced infrastructure surrounding and servicing the
site, freight traffic as a result of distribution occupiers on the Option 1

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Disbenefit Description Options
movement
along the
A82
site, will inevitably increase. An increase in this particular type of
traffic, brings associated traffic accident risks.
Option 4 
Option 5

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4 Economic Case – Short List Analysis
4.1 Introduction
4.1.1 This section provides an economic appraisal of the investment sought from this FBC. The
economic impact of the project at a local authority, Glasgow City Region and national level is
provided followed by a value for money assessment consistent with HM Treasury Green Book
Guidance9. A sensitivity analysis examines the effect of changing key variables in the economic
model.
4.1.2 The model has been prepared to assess the level of potential employment and GVA created by
the project under each of the short-listed options over a period of 25 years. Where applicable,
costs and benefits of the project have been discounted in line with best practice guidance at a
rate of 3.5% a year to reflect the 25-year analysis period (2019 – 2044). The approach is
consistent with the principles outlined in HM Treasury’s Green Book10, and the Additionality &
Economic Impact Assessment Guidance Note - Scottish Enterprise. The model has assessed:
 Construction effects: employment and GVA11 from the infrastructure construction phase of
the project and the expected construction of follow on development sites;
 Operational effects: employment and GVA from the operational phases of development
plots facilitated or accelerated by the project.
4.1.3 The impacts are detailed at three spatial levels:
 West Dunbartonshire;
 City Region and;
 Scotland.
4.1.4 Costs and benefits (GVA) are rounded to the nearest £100,000, while employment is rounded
to the nearest 5 jobs.
Cost
4.1.5 Table 4-1 below presents the non-discounted and discounted (3.5%) capital cost of delivering
each option. Given the final stages that the project is now in, Optimism Bias (OB) has been
reduced to 0%. However, contingency costs have been included (c.5% for both options).
Table 4-1 Public Capital Costs Inc OB (£m, 2023 prices)
Non-Discounted Discounted
Option 4 33.6 33.6
Option 5 40.3 40.3
9 HM Treasury Green Book Guidance 2022
10 HM Treasury Green Book Guidance 2022
11 Gross Value Added (GVA) is a measure of the value of goods and services produced in an area.

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Operating and Maintenance Costs
4.1.6 The Option 4 and 5 proposals include 1.95km of new spine road and 1.32km of upgraded
existing public road (A814).  All operating and maintenance costs will be attributed directly to
the ongoing management of the road network which will require to be accommodated by West
Dunbartonshire Council.  Capital and maintenance costs are contained within Chapter 6 –
Financial Case.
4.1.7 To assess the impact of each intervention over a 25-year period, the total non-discounted capital
expenditure of each intervention is divided by what it takes to support one construction worker
for one year - known as the turnover per employee which is presented separately for
infrastructure and development construction employees in the table below.
Table 4-2 Turnover Per Construction Employee (2022) 
West Dunbartonshire City Region Scotland
Infrastructure
Construction Phase £120,618 £161,754 £174,436
Note: Turnover per construction employee has changed significantly since the OBC was
completed. For example, the City Region Infrastructure Construction Turnover per Construction
Employee has increase from £73,788 to £161,754 (119%). This can be explained by the fact
that construction in Scotland has come back strongly from COVID-19, needing 26,250 extra
jobs to be created by 202513.
The Scottish sector is expected to grow by an annual average rate of 4.1% and recovering to
pre-pandemic growth levels by 2023 according to a new study from the Construction Industry
Training Board (CITB). 
Major projects such as wind farms, including the Firth of Forth; the Edinburgh Tram extension;
a £3.6bn Scottish water investment programme; and the first Moray Firth turbines are driving
strong annual average output growth in infrastructure (4.7%) between the end of 2020 and 2025.
Also expected to do well is private housing (6.3%).
While this FBC notes a lager capital expenditure, the result of a higher turnover per construction
employee will result in a lower number of gross construction jobs. 
Additionality Assumptions (Construction)
4.1.8 To comply with best practice, anticipated construction and operational effects have been
adjusted for additionality factors. Appropriate economic appraisal guidance and understanding
of the local area’s socio-economic characteristics has been used to estimate values for leakage,
displacement, and multipliers as noted below. Operational Additionality tables can be found in
Appendix G 
 Deadweight – the proportion of benefits that would have happened regardless of
intervention. Note, Option 1 represents this counterfactual position.
 Leakage - the proportion of employment opportunities accessed by people living outside
the local area. 
12 Scottish Government Turnover and GVA Tables – Accessed 2018
13 Available at: https://www.citb.co.uk/about-citb/news-events-and-blogs/scotland-construction-sector-to-grow-41-
with-26-250-extra-jobs-needed-to-meet-demand/

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 Displacement – the proportion of the project’s benefits accounted for by a reduction in
benefits elsewhere.
 Multipliers – to estimate further economic activity associated with additional income and
supplier purchases (i.e. indirect and induced expenditure).
Table 4-3 Additionality Assumptions (Construction)
Additionality
Factor West Dunbartonshire City Region Scotland
Leakage
40%
(West Dunbartonshire
has some 1,250
construction
employees; therefore,
it is assumed that just
under half of
construction workers
will come from within
the local authority
area)
25%
(More than one in three
construction workers in
Scotland are based in the
Clyde Valley area
suggesting that leakage
of construction jobs
outside Clyde Valley is
likely to be limited)
10%
(A proportion of
construction jobs could
be absorbed outside
Scotland due to best
value procurement or
specialist skills
requirements)
Displacement
10%
(In light of the high
level of construction
labour available in
West Dunbartonshire,
the level of
displacement is
assumed to be low)
30%
(The infrastructure work
and development
construction may involve
construction workers
forgoing other
construction activities at a
regional level)
45%
(Due to the attraction of
other opportunities,
increased competition
at Scotland level it is
likely to involve
construction workers
forgoing other
construction activities)
Multiplier
1.41
(60% of City Region
multiplier)
1.68
(80% of national
multiplier)
1.85
(Type II Scottish
multiplier for the
construction industry)
Gross Direct Infrastructure Construction Jobs
4.1.9 Gross infrastructure construction employment by option is shown below. 
Table 4-4 Gross Infrastructure Construction Jobs  
Capital Expenditure
Employment
Option 4                         305 
Option 5                         365 
Net Direct Infrastructure Construction Employment
4.1.10 Net direct infrastructure employment supported by each intervention is calculated by applying
the construction additionally factors noted above.  The results are as shown in Table 4-5 below.
Table 4-5 Net Direct Infrastructure Construction Jobs

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West
Dunbartonshire City Region Scotland
Option 4               230                    265               275 
Option 5               275                    320               330 
Total Infrastructure Construction GVA
4.1.11 GVA generated by the infrastructure construction employment is calculated by multiplying the
net direct employment in the table above, by the GVA per infrastructure construction worker
below to give the total infrastructure construction GVA for each option.
Table 4-6 GVA per Infrastructure Construction Employee (2022) 
West
Dunbartonshire City Region Scotland
Infrastructure
Construction (£) 61,489 62,637 66,884
Development
Construction (£) 44,389 70,609 56,171
Note: GVA per Infrastructure Construction Employee has declined since the completion of the
OBC. For example, GVA per Infrastructure Construction Employee in the City Region has
decreased from £73,788 to £62,637 (15%). This likely a reflection of the productivity of the
industry throughout COVID and lack of sufficient construction labour. 
The decline will lead to a lower construction GVA from OBC to FBC.
4.1.12 The Gross Construction GVA from Infrastructure for each option is shown below.
Table 4-7 Gross Direct Infrastructure Construction Nominal GVA (£m) 
West
Dunbartonshire  City Region Scotland
Option 4 13.5 15.9 17.6
Option 5 16.2 19.1 21.2
4.1.13 Gross GVA is discounted at 3.5% over the 25-year analysis period to derive the net direct GVA
generated by the supported infrastructure construction employment. 
Table 4-8 Net Direct Infrastructure Construction Discounted GVA (£m) 
West
Dunbartonshire  City Region Scotland
Option 4                         12.3                  14.5                16.0 
Option 5 14.8 17.4 19.2
Development Construction
4.1.14 The infrastructure construction phase of the project can only deliver temporary outcomes. The
lasting economic impacts from this project will stem from the development of mainly
commercial/industrial sites enabled or accelerated by the project. 
14 Scottish Government Industry Tables.

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4.1.15 A schedule of plots facilitated by the project have been identified.  A breakdown of the plots by
anticipated use can be found in the table below. This is presented as the Gross External Area
(GEA) used to calculate development construction costs (private sector investment).
4.1.16 The GEA of each plot is multiplied by the average build cost for each use in West
Dunbartonshire. This is derived from the Build Cost Information Service (BCIS), October 2022. 
Table 4-9 Development Plots (GEA m2)  
Option 1  Option 4 Option 5 BCIS
Class 2 Financial and
Professional Services  -    1,752 1,752 £2,411
Class 4 Business  -    7,860 7,860 £2,411
Class 5 General Industry  -    9,900 9,900 £1,284
Class 6 Distribution  -    25,000 25,000 £933
Total  -    44,512 44,512 
4.1.17 Note that the development levels anticipated under Options 4 and 5 are the same. However, in
the absence of a comprehensive approach to platforming, private sector investment under
Option 4 is expected to come at a lower rate as shown in the table below.
Table 4-10 Total Private Sector Investment (£m) 
Discounted
Option 4  30.1 
Option 5  43.8 
4.1.18 The number of Gross Development Construction jobs shown below is calculated by dividing the
non-discounted private sector investment, by the average turnover per development
construction employee. 
Table 4-11 Gross Development Construction Jobs  
Gross Jobs
Option 4 660
Option 5 660
4.1.19 Construction additionality factors are applied to the gross development construction
employment to derive the net direct employment at each spatial area as shown below.

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Table 4-12 Net Direct Construction Jobs  
West
Dunbartonshire City Region Scotland
Option 4 500 575 595
Option 5 500 575 595
4.1.20 The anticipated GVA generated by the net direct development construction jobs is presented
below.
Table 4-13 Gross Development Contraction GVA (£m) 
West
Dunbartonshire  City Region Scotland
Option 4 22.1 40.6 33.5
Option 5 22.1 40.6 33.5
4.1.21 Gross GVA is discounted at 3.5% over the 25-year analysis period to derive the net direct GVA
generated by the supported development construction employment as shown below.
Table 4-14 Net Direct Development Construction GVA (£m) 
West
Dunbartonshire  City Region Scotland
Option 4 11.2 20.6 17.0
Option 5 16.3 30.0 24.8
Operational Impact Assessment
4.1.22 The long-term impact of each intervention is calculated from the operational aspects of each of
the anticipated development plots. To reflect the gradual occupation of each site, a 1-year
occupation lag (following completion) has been assumed.
4.1.23 To measure this impact, employment densities have been applied to enabled development
floorspace to generate employment outputs.  Consistent with the methodology set out in the
HCA Employment Densities Guide, Net Internal Area (NIA) has been used to estimate
operational employment were stated. The GEA of development plots associated with each
option presented above has been converted with reference to the use class of each. These
parameters are presented in full in Appendix G 
4.1.24 A schedule of enabled development floorspace is included at Table 4-15 with the employment
density assumptions for different uses.  Gross operational jobs are then presented below.

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Table 4-15 Development Plots (areas used for employment calculation)
Development Plots Employment
Densities 
Option 1 Option 4 Option 5 FTE/sqm
Class 2 Financial and
Professional Services
(NIA) 
-    1,415 1,415 15
Class 4 Business (NIA)  -    6,347 6,347 12
Class 5 General
Industry (GIA)  -    8,910 8,910 50
Class 6 Distribution
(GEA)  -    25,000 25,000 77
Total  -    41,672 41,672 
Table 4-16 Gross Operational Jobs  
Gross Jobs
Option 4 980
Option 5 980
4.1.25 Additionality factors are applied to the gross employment to reflect the leakage, displacement
and industry multipliers used at each geography to calculate the net operational jobs shown in
the table below. These factors are presented in Appendix F . Note; the deadweight is Option 1,
the Counterfactual.
Table 4-17 Net Direct Operational Jobs  
West
Dunbartonshire City Region Scotland
Option 4 915 970 890
Option 5 915 970 890
4.1.26 Net direct operational employment is multiplied by the GVA per head factors found in Appendix
F  to derive the Gross Operational GVA shown below.
Table 4-18 Gross Direct Operational Nominal GVA (£m)
Gross Operational GVA (£m) 
West
Dunbartonshire  City Region Scotland
Option 4 217.6 277.2 210.7
Option 5 632.5 848.3 622.3
4.1.27 Gross GVA is discounted at 3.5% over the 25-year analysis period to derive the net direct GVA
generated by the supported operational employment.  The results are shown in below.

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Table 4-19 Discounted Net Direct Operational GVA (£m) 
West
Dunbartonshire  City Region Scotland
Option 4 101.0 128.3 97.7
Option 5 355.4 473.4 348.9
Total GVA Impact
4.1.28 Total (Gross and Net) GVA impact is calculated by adding the GVA derived from infrastructure
and development construction, plus the operational GVA. The results are presented below. 
Table 4-20 Total Gross Direct GVA (£m)  
West
Dunbartonshire City Region Scotland
Option 4  253.2   333.7   261.8 
Option 5  670.8   908.0   677.0 
4.1.29 The resulting total net direct discounted GVA is shown below. 
Table 4-21 Total Net Direct Discounted GVA (£m)  
West
Dunbartonshire City Region Scotland
Option 4  124.5   163.5   130.7 
Option 5  386.5   520.8   392.9 
4.1.30 Option 1, the counterfactual representing the deadweight, is deducted from each option to
determine the additional economic benefit stimulated by each intervention.
Table 4-22 Additional NPV GVA (£m) 
West
Dunbartonshire City Region Scotland
Option 4  124.5   163.5   130.7 
Option 5  386.5   520.8   392.9 
4.1.31 It is anticipated that Option 5, full intervention, would stimulate up to £520m in additional GVA
for the City Region economy by 2047 whilst Option 4 would generate £163m. 
4.2 Cost Benefit Analysis
4.2.1 The following section presents a cost benefit analysis of each option, determining each
intervention’s Value for Money (VfM). The first analysis shown below, cost per job, shows the
net operational jobs15 against each option cost.
Table 4-23 Cost Per Job (City Region) 
15 As per HCA guidance, construction jobs are not counted in this analysis due to their temporary and transient
nature.

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Cost (£m) Additional Jobs Cost Per Job (£)
Option 4 36.91 970  38,053 
Option 5 48.40 970  45,696 
Value for Money – Benefit Cost Ratios
4.2.2 Value for money is determined by the Benefit Cost Ratio (BCR).  Net additional GVA is divided
by the cost of each intervention.  A BCR of greater than one indicates good value for money
e.g., a BCR of 2.0 means a £2 return in GVA for every £1 of money invested (Public or Public
and Private).  The results are provided below.
Table 4-24 Value for Money
City Region  
Present Value
Costs (Capital
and Revenue)
Present Value GVA BCR
Public Sector Only
Option 1  -      - -  
Present Value Net
Additional GVA 
Option 4  33.6   163.5   4.9 
Option 5  40.3   520.8   12.9 
Public and Private Sector 
Option 1  -      - -  
Present Value Net
Additional GVA 
Option 4  63.7   163.5   2.6 
Option 5  84.1   520.8   6.2 
4.2.3 The results in Table 4-24 show that Option 5 is estimated to generate a Public Sector BCR of
12.9 and a Public and Private Sector BCR of 6.2, indicating a good return for the investment.
Sensitivity Analysis
4.2.4 The Preferred Option has been subjected to a sensitivity analysis to test the robustness of the
results against a rise in the cost of the project and unfavourable economic conditions, post
intervention.
4.2.5 The first analysis, switching value, increases the cost of the project to a point that would
generate a BCR of less than one, indicating poor value for money.  The results are presented
below.

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Table 4-25 Switching Value Analysis
City Region  
Present Value
Costs (Capital
and Revenue)
Present Value GVA BCR
Public Sector Only
Option 1  -      - -  
Present Value Net
Additional GVA 
Option 4  33.6   163.5   4.9 
Option 5  534.7   520.8   1.0 
Public and Private Sector 
Option 1  -      - -  
Present Value Net
Additional GVA 
Option 4  63.7   163.5   2.6 
Option 5  578.5   520.8   0.9 
4.2.6 The switching value analysis indicates that the cost of the preferred intervention would have to
increase by 1,227% to derive a BCR of less than one.
4.2.7 Further sensitivity analysis presented below shows that the additional GVA would need to
decrease by 85.5% to generate a BCR of less than 1.
Table 4-26 Sensitivity Testing
City Region  
Present Value
Costs (Capital
and Revenue)
Present Value GVA BCR
Public Sector Only
Option 1  -      - -  
Present Value Net
Additional GVA 
Option 4  33.6   23.7   0.7 
Option 5  40.3   75.5   1.9 
Public and Private Sector 
Option 1  -      - -  
Present Value Net
Additional GVA 
Option 4  63.7   23.7   0.4 
Option 5  84.1   75.5   0.9

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4.3 Confirmation of the ResultsThe results for the Preferred Option are presented below.
Table 4-27 Confirmation of the Preferred Option
Preferred Option Results (Option 5) (City Region) (Net Additional)  
2022 2027 2032 2037 2042 2047
Cumulative
discounted
Public-Sector
Investment (£m)                         
8.9  40.3  40.3  40.3  40.3  40.3 
Infrastructure
Cumulative gross
jobs  -                            365  365  365  365  365 
Cumulative net
jobs  -                            320  320  320  320  320 
GVA (£m)  -                           17.4  17.4  17.4  17.4  17.4 
Development Construction
Cumulative net
direct private
sector investment
(£m) - Option 5                                
-                                      9.7  37.9  43.8  43.8  43.8 
Cumulative net
direct private
sector investment
(£m) - Option 1                                
-                                       -    -    -    -    -   
Cumulative net
additional private
sector investment
(£m) 
-                                    9.70  37.90  43.80  43.80  43.80 
Cumulative gross
direct enabled
jobs - Option 5                                 -    135  560  660  660  660 
Cumulative gross
direct enabled
jobs - Option 1                                 -    -    -    -    -    -   
Cumulative net
additional gross
enabled jobs                                 -    135  560  660  660  660 
Cumulative net
direct enabled
jobs - Option 5                                 -    115  490  575  575  575 
Cumulative net
direct enabled
jobs - Option 1                                 -    -    -    -    -    -   
Cumulative net
additional net jobs                                   -    115  490  575  575  575 
Cumulative net
direct GVA (£m) -
Option 5                                 -    6.7  26.0  30.0  30.0  30.0

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Preferred Option Results (Option 5) (City Region) (Net Additional)  
2022 2027 2032 2037 2042 2047
Cumulative net
direct GVA (£m) -
Option 1                                 -    -    -    -    -    -   
Cumulative net
additional GVA
(£m)  -    6.70  26.00  30.00  30.00  30.00 
Operation            
Cumulative gross
direct enabled
jobs - Option 5                                 -    -    780  980  980  980 
Cumulative gross
direct enabled
jobs - Option 1                                 -    -    -    -    -    -   
Cumulative net
additional gross
enabled jobs                                 -    -    780  980  980  980 
Cumulative net
direct enabled
jobs - Option 5                                 -    -    745  970  970  970 
Cumulative net
direct enabled
jobs - Option 1                                 -    -    -    -    -    -   
Cumulative net
additional net jobs                                   -    -    745  970  970  970 
Cumulative net
direct GVA (£m) -
Option 5                                 -    -    84.3  241.2  379.0  473.4 
Cumulative net
direct GVA (£m) -
Option 1                                 -    -    -    -    -    -   
Cumulative net
additional GVA
(£m)  -    -    84.3  241.2  379.0  473.4 
Total net NPV
GVA (£m) Option
5
-                                  24.1  127.7  288.6  426.4  520.8 
Total net NPV
GVA (£m) Option
1 -    -    -    -    -    -   
Total net
additional NPV
GVA (£m) 
-                                  24.1  127.7  288.6  426.4  520.8 
4.4 Value for Money – Wider Impacts
4.4.1 Addressing market failure of the Exxon site will result in qualitative beneficial outcomes, which
while not quantified, play an important role in capturing the full extent of the socio-economic
impact of the options. The table below summarises the anticipated qualitative benefits and the
likely magnitude of scale under each option based on a RAG scoring system (i.e. red = no or
minimal impact; amber = moderate impact; green = considerable impact).
Table 4-28 Qualitative Benefits

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Qualitative Benefit Description Options
Land value uplift
Land value is expected to
increase because of improved
accessibility to the site.
The waterfront area presently
seen as neglected, stands to
benefit most from environmental
improvements carried out on the
site.
The improved road infrastructure
is likely to have positive effects on
the value of neighboring land.
Option 1
Option 4
Option 5
Improved connectivity
Development of new spine road
to the south of the A82 will help to
support traffic flows in the event of
a closure along the section to the
north of the Exxon site. This will
have unquantified knock on
benefits to businesses, residents
and visitors using the route.
Option 1
Option 4
Option 5
Enhanced socio-economic
mix (Distributional impacts)
Anticipated growth in employment
opportunities through the
development of the currently
vacant/derelict site will help
reduce unemployment across
West Dunbartonshire and the
wider City Region. Improved
connectivity will promote access
to employment opportunities.
Development of new high quality
modern facilities within the project
area will help attract professional
and other groups of workers who
may otherwise have chosen to
live elsewhere. Progress in doing
so will be dependent on approach
adopted by landowners and
related planning policies.
Option 1
Option 4
Option 5
Enhanced quality of life
Improvements to the active travel
routes through the site and
delivery of green space in
conjunction with the site is likely
to result in an enhanced quality of
life for both residents and future
employees on the site.
Option 1
Option 4
Option 5
Value for Money - Transport Economic Efficiency (TEE) Impacts
4.4.2 As part of the FBC, it is important to demonstrate value for money for proposed investment in
transport infrastructure. The project is a development project where the provision of suitable
access arrangements is dependent on a wide range of physical constraints. The design work
undertaken has ensured that the optimum design solution has been prepared. TEE impacts
have been summarised from examination of traffic modelling results.
4.4.3 To provide an appropriate level of information in the FBC, a summary of the assessments which
led to the recommendations for the design has been provided below. A high level, qualitative

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discussion has been provided which documents key elements which should be considered
within a TEE appraisal and illustrates where benefits and dis-benefits may be anticipated.
4.4.4 Given the constraints on providing access to the development site, it is considered that a high-
level qualitative assessment of TEE impacts is sufficient.  To date, consideration has been given
to the potential impact of the Project on the following aspects:
 Journey Time Savings / Increases
 Journey Time Reliability
 Fuel / Tax
 Farebox Revenue
 Vehicle Operating Costs
 Operating & Maintenance Costs
 Grant & Subsidy Payments
 Potential demand and usage.
4.4.5 The scope of these impacts is summarised below.
Journey Time Savings / Increases
4.4.6 The development of the site will result in additional traffic accessing the A82/A814 road network
via junctions at the east and west ends of the site.  The development of the junction
arrangements has carefully considered the capacity at these junctions and the proposals have
been developed based on providing at least no net detriment to traffic on the existing road
network.  Increased capacity and rationalised junctions are currently proposed.  Transport
Scotland has indicated its support for the junction and network improvements proposed.
Journey Time Reliability
4.4.7 The diversion route in the event of a closure of the A82 between the A82/A814 Dunglass
Junction and the A82/A814 Dumbuck junction is via neighbouring adjacent local authorities and
is some 29 miles or thereby.  The provision of a convenient alternative route will eliminate the
necessity for this diversionary route, secure journey time reliability for public transport and result
in a commensurate reduction in associated costs and emissions.
4.4.8 The provision of an alternative route will significantly improve the “Blue Light” access to the
Golden Jubilee and Queen Elizabeth hospitals as journey times to these facilities can be
significantly increased if there are issues such as those noted above.
Fuel / Tax
4.4.9 At this stage, we do not anticipate the proposed intervention to encourage significant modal
shift.  As such, there will be no notable changes in fuel consumption from private vehicles and
no associated loss of income to HM Treasury from tax on fuel sales.
Farebox Revenue
4.4.10 There are unlikely to be any significant changes to public transport provision because of the
City Deal project itself.  Impacts will therefore be negligible.
Vehicle Operating Costs
4.4.11 Changes in vehicle operating costs will be marginal because of the City Deal project although
there may be impacts as a result of resulting development proposals.

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Grant & Subsidy Payments
4.4.12 The project concerns construction of a new spine road and does not include any ongoing grant
or subsidy costs necessary to support public transport infrastructure.  We have assumed that
all capital expenditure will be provided by Glasgow City Region City Deal and Council funding
with no ongoing requirement for grant and subsidy payments.
Potential Demand and Usage
4.4.13 Although the site could physically accommodate greater levels of development, the
Masterplanning of the site has restricted development to a quantum that will result in no more
than 1000 peak hour trips to/from the development site.  It is therefore expected that resulting
development traffic flows can be accommodated on the road network with no net detriment.
Distributional/ Equity Factors
4.4.14 Public agencies will continue to support initiatives to address local and strategic employment
deficits. This project is entirely consistent with these initiatives, and will complement skills
development and other programmes, creating an opportunity to achieve a major shift in the
accessibility of jobs and opportunities.  
4.4.15 Distributional/ Equity Factors have informed the selection of the Preferred Option, the Council
working with a variety of stakeholders and partner organisations, will seek to maximise the
distributional advantages and effects this option offers by ensuring the opportunities are open
to everyone.
Economic Risks
4.4.16 The main economic risks to the project and actions to mitigate those risks are shown below.
Table 4-29 Qualitative Benefits
Risk No. Risk Description Mitigation Action
001
Alternative sites are deemed more
attractive for development
reducing the attractiveness of
former Exxon site
Option appraisal has identified capacity
for and attractiveness of former Exxon
site as other local development sites
are expected to be fully developed over
next 10 years
003
Insufficient market demand to
deliver the desired levels of
economic activity and GVA
forecast  
Ensure fully market ready site is
delivered through the project and early
and continuous commercial marketing
of opportunities will be undertaken
including liaison with key bodies
including SDI and SE.
002
City Deal does not achieve target
GVA levels throughout City
Region with associated financial
impact
Work closely with other City Deal
partners to deliver projects
successfully.

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5 Commercial Case
5.1 Introduction
5.1.1 This Chapter sets out the commercial case for delivery of the project. It documents the
involvement of other parties and identifies the key challenges and risks.
5.1.2 No private sector funding is required to deliver the project.
5.1.3 Where the Council is required to acquire third party land, payment will be made from Council
funds through direct transfer.
5.2 Delivery Specification
5.2.1 The Council is responsible for delivering the infrastructure detailed in the project description.
The success of the project is dependent on the effective delivery of this infrastructure and the
follow-on commercial elements (commercial and industrial buildings) that will subsequently
drive the project benefits.
5.2.2 Close consultation and programme coordination with key public and private sector stakeholders
will be carried out to ensure the project is delivered without conflict with other operations.
5.2.3 A Basis of Design document was developed for the project in November 2016 and subsequently
updated as the Detailed Design has been developed.  Its purpose is to define strategic
infrastructure works required for the site and be the approved source of input data for the project
team.  It defines the criteria to be used for the design of each element of the works as follows:
5.2.4 Key stakeholders with an interest in the infrastructure design, particularly Network Rail,
Transport Scotland, Scottish Water and SEPA are continuously being engaged in relation to
their requirements.  In the case of Network Rail this is related to the bridging of the railway line
whilst Transport Scotland is concerned with the connections to the Trunk Road network. 
Scottish Water have interest in the site drainage and SEPA in the flood risk mitigation.
5.2.5 SEPA, NatureScot, RSPB and other stakeholders will continue to influence the development of
the project and the environmental mitigation measures associated with the infrastructure.
5.2.6 Within the Council, the delivery specification is being determined in accordance with the
requirements of various services involved in the project, including:
5.2.7 The Detailed Planning Application is scheduled to be submitted in June 2023 and the Conditions
which will be attached to its approval will form the basis of the delivery specification for
construction.
Project Delivery - Direct Deliverables
5.2.8 The project will be delivered by the Council through its Capital Projects Team which will have
overall project management responsibility for all elements of the project. 
5.2.9 The infrastructure created or upgraded by the project will be adopted as public assets on
completion, including the new spine road infrastructure with associated footways, cycleways,
lighting, greenspace and plot access junctions and links to existing public roads infrastructure.
5.2.10 Construction of all project elements will be procured and managed by the Council.  The works
comprising this project will be separated into distinct works contracts, in recognition of the

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different specialisms and complexity requirements of each element.  Network Rail will deliver
the Western Underbridge under contract to the Council.
5.2.11 It is anticipated that the works will be divided into several packages including those for roads,
bridges, utilities, flood mitigation and drainage, greenspace and public realm and Balfour Beatty
has been appointed under the Scape Procure Scotland Framework to undertake the works
subject to all approvals and design details being agreed.
5.2.12 The project is expected to be delivered in the period from 2023 to 2026 with plots available for
development thereafter.
Project Delivery – Indirect Deliverables
5.2.13 The project will support the development of industrial and business land. City Deal Infrastructure
Investment will enable the realisation of existing private sector development interest by
addressing the market failure identified and will act as a catalyst for further private sector
investment in commercial development.
5.2.14 As indicated in the Risk Register (Appendix D ), the Council recognises a potential lack of
commercial demand as a critical risk.  In mitigation, it is committed to early and continuous
market engagement and promotion of opportunities as they become market ready, including
operational liaison with SCDI, Scottish Enterprise and key private sector interests.
5.3 Funding Options and Payment Arrangements
5.3.1 The Council’s Treasury Management policies, practices and activities meet the requirements of
the Chartered Institute of Public Finance and Accountancy (CIPFA) Treasury Management
Code of Practice and the Prudential Code for Capital Finance in Local Authorities.  The Council’s
Treasury Management Strategy (TMS) is approved in line with this code.
5.3.2 This strategy incorporates an investment and borrowing strategy, including the option to use the
Public Works Loan Board as a source of borrowing, and the setting of Prudential and Treasury
Indicators over a ten-year period.  In line with the requirements of the code, the Council
produces a mid-year report in September/October which updates and revises the current year
indicators if required.  The Council’s investment plans are managed within a sound financial
environment.
5.3.3 The infrastructure is not dependent upon private sector funding sources for delivery as it is
expected that the site can be brought to market using the funds provided through the Glasgow
City Region City Deal including the identified contribution from the Council.  Private sector
investment will subsequently be expected to facilitate the development of the individual plots.
This will be dependent upon market demand at the time of releasing the land.  As set out in the
strategic case, it is anticipated that there will be a demand for additional developable land in
West Dunbartonshire by the time the site is brought to market.  Therefore, the private sector
investment required to facilitate the build out of the site is expected to be forthcoming, however,
the Council will continue discussions with potential site developers and occupiers.  Potential
capital receipts from sale of plots have not been factored into the financing to date. 
5.3.4 Partnership working, marketing and discussions with one or more large tenants which could
help ‘anchor’ the development have taken place with a view to establishing investment in the
site as soon as it is ready to be occupied.
5.3.5 Given the long timescales anticipated to realise the full build out of the site it is not expected to
be a significant barrier to the successful development of the site if the private sector does not
come forward immediately to develop the site.

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5.3.6 The Council intends to make use of Prudential Borrowing to fund the initial investment in the
project before City Deal grant funding is received and for the Council’s overall share of the
investment cost (14%).
5.3.7 Payments to external parties (i.e. contractors, etc.) will be made upon the satisfactory
completion of tasks and upon the reaching of pre-agreed milestone points in the project. The
exact payment points will be agreed between the Council and its appointed contractors in
accordance with the terms and conditions agreed at appointment and the requirements of the
Construction Act.
5.3.8 The Council has sought to secure additional / replacement funding from other sources, but in
the current economic climate this has proved impractical. There are a limited number of funding
sources for development infrastructure investment. Sources explored include the following.
 Developer contributions – there is no prospective developer for the site until such time as
the ownership and infrastructure constraints are addressed.
 The Council – funding would need to be provided from prudential borrowing and would
therefore reduce investment available for other planned project proposals.
 Scottish Government – there are no current funding programmes that would cover the cost
of infrastructure and site servicing.
 Transport Scotland – would not fund where the need is generated by a single development
project (i.e., Exxon site) and is focused on delivering against an identified programme of
trunk road projects.
5.4 Procurement and Community Benefits Strategy
5.4.1 There is an over-arching Procurement Strategy jointly developed and agreed between the
Council and the Glasgow City Region – City Deal local authorities. A five-year procurement plan
has been developed reflecting the requirements of the Cabinet, Chief Executives Group, Lead
Officers, and PMO. Detail of the Community Benefits approach is provided in Chapter 7.
Procurement Strategy
5.4.2 Over the past two years, the Exxon Project Board has considered and approved the
procurement of works. A Lead Consultant contract was awarded to Stantec in March 2015 and
updated in October 2016. The latter was procured as a direct award via the South Lanarkshire
Professional Services framework agreement which came to an end in June 2022 when a
Delivery Agent contract for elements of the Exxon Site Development was awarded to Stantec
in May 2022 via the Scotland Excel Engineering and Technical Consultancy framework
agreement.
5.4.3 The Exxon Project Board considered the options for the design and construction of the site and
approved the Pre-Construction Services at the Former Bowling Site, Milton, Delivery Agreement
utilising the Scape Procure Scotland Limited framework agreement for Civil Engineering which
was awarded on 17 March 2023. If the design meets the Council’s expectations, the Council
will proceed to construction utilising the same framework agreement in Q4 2023.
5.4.4 Other specialist contracts have been placed to support the development of this project as
needed.
Justification for the Proposed Approach
5.4.5 The Council has significant experience in major contract procurement and will utilise this
knowledge and experience throughout this project.

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Key Procurement Milestones and Delivery Dates
5.4.6 Key procurement dates are as shown in Table 5-1 below.
Table 5-1 Procurement Milestones
Action Programme Date
Completion of site remediation December 2023
Complete FBC and update commercial and
financial cases
June 2023
Commencement of works Q4 2023
Completion of infrastructure works April 2026
Project Monitoring and Evaluation December 2026 – March 2046
5.5 Commercial Risks
5.5.1 The following top 3 commercial risks have been identified and are described in further detail in
the Risk Register in Appendix D 
 Following site acquisition, remediation and servicing, potential lack of commercial demand
is a critical risk (003)
 Necessary statutory approvals for development cannot be gained, additional requirements
or are delayed (Internal/External) (048); and
 Programme slippage incurs additional project costs (Internal) (021).

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6 Financial Case
6.1 Overall Project Approval
6.1.1 The project has an approval sum of £27,897,000m as ratified by Cabinet in August 2015. The
current estimated project cost is £44,324,635 in June 2023 reflecting increased construction
cost estimates. This total is inclusive of contingency which provide mitigation against
programme risks.
6.1.2 Tender cost estimates, which have been prepared by contractors during the preparation of this
FBC, have been prepared for the construction works including consideration of external
consultancy input, internal design, and management input, enabling works, and monitoring
requirements.
6.2 Project Funding
6.2.1 The Council secured committee approval for the Strategic Business Case on 24 June 2015, and
this was subsequently approved by the City Region Cabinet on 18 August 2015. The Outline
Business Case (OBC) for the City Deal project was approved at Council on 22 February 2017
with a budget of £27.897m funding from City Deal and the Council’s 14% contribution
commitment equating to £3.906m. This was subsequently approved by the City Region Cabinet
on 11 April 2017.
6.2.2 A revised OBC requesting City Deal funding of £34.050m including a 14% Council commitment
of £4.767m was approved at Council on 28 November 2018. At the same meeting it was agreed
that should the additional City Region funding not be made available; the Council would fund
the additional capital spend noting that an expected future receipt from plot sales of around
£1.6m would offset this spend.
6.2.3 Private sector contributions will take the form of developer contributions or land sales when the
site is brought to market. No private sector investment is presently being levered to support the
site infrastructure and servicing needed to make the site effective, but its attraction once this
activity is completed is an essential requirement in achieving the anticipated economic benefits.
6.3 Summary of Project Costs
6.3.1 The initial capital cost estimates for the project were established during negotiations to establish
the Glasgow City Region City Deal in 2014. Since then, work has been completed to develop
a Masterplan, a detailed design, and an updated work programme. This greater understanding
has enabled updated capital costs to be estimated, now at 2023 prices, for a construction period
from Q4 2023 to 2026. The project costs are presented below in Table 6-1.

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Table 6-1 Project Capital Costs (Option 5) – June 2023
Item Cost (£)
SPINE Road 6,848,746
Dunglass Junction 1,823,727
Dumbuck Junction 938,287
Eastern Overbridge 548,106
Western Underbridge 5,389,788
NCN Route 7 925,817
Flood Mitigation / Development Platforms 4,853,311
Site Drainage 1,501,402
Public Realm Works 0
Utilities Diversion 1,103,206
3rd Party Land 433,400
Professional Fees 6,158,486
Construction Preliminaries 11,465,356
Contingencies 2,335,002
Total 44,324,635
Notes: Contingency is consistent with the level of design detail available
6.3.2 It is anticipated that the Council’s share of the investment will be £6,205,449 representing 14%,
with the remainder being funded by grant from the UK and Scottish Governments.
Table 6-2 Project Finance Overview
Project Finance Overview  
£m
Section 1 - Overall Project Approval
Approved Baseline Project Cost (Per City Deal Formal
Approval) 27.897
Cabinet Virement Approvals 0
Revised Approved Project Cost 27.897
Current Project Estimate (including Development
Platforms) 44.325
Section 2 - Project Funding
Council Funding 6.205
Third Party Contributions (additional to section 1
above) 0
Amount to be funded from City Deal Grant 38.120
Total Funding 44.325

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Section 3 - Summary of Project Costs
SPINE Road 6.849
Dunglass Junction 1.824
Dumbuck Junction 0.938
Eastern Overbridge 0.548
Western Underbridge 5.390
NCN Route 7 0.926
Flood Mitigation  4.853
Site Drainage 1.501
Public Realm Works 0.000
Utilities Diversion 1.103
3rd Party Land 0.433
Professional Fees 6.158
Construction Preliminaries 11.465
Contingency 2.335
Total  44.325
Phasing of Project Expenditure
Year £m
2015/16 0.192
2016/17 0.353
2017/18 0.468
2018/19 0.304
2019/20 0.196
2020/21 0.723
2021/22 0.444
2022/23 1.265
2023/24 7.277
2024/25 20.728
2025/26 10.969
2026/27 1.406
Total 44.325
Project Expenditure on Non-Council Assets  
£m
Estimated Expenditure on Assets not Council Owned (third party land acquisition
costs) 0.433
Section 4 - Ongoing Revenue Implications

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£m
Full Year Revenue Implications 0.072
First Year Revenue implications 0.005
Revenue Funding Source 
WDC
General
Fund
budget
Main Financial Dependencies
Capital Funding from the Glasgow City Region City Deal
Achievement of milestones as defined by SG/UKG linked to funding of City Deal.
Main Financial Risks
Slippage or delay in the programme incurring additional costs
Insufficient funding due to complexity of site
Insufficient availability of non-financial resources for project delivery
Risk of milestones not being achieved e.g. GVA and therefore loss of grant funding.
Risk that the project does not proceed as a City Deal project thereby any costs incurred fall
fully on WDC. 
If after significant spend it becomes clear that the total cost is significantly underestimated
and City Deal can’t fund the addition, there is a risk to project completion with all or part of
the cost falling to WDC with no deliverable site.
6.4 Expenditure on Assets Not Council Owned
6.4.1 The Council must acquire land from third parties and there will be associated costs, however
these are currently subject to confidential commercial negotiations. 
6.4.2 The existing railway bridge at the eastern end of the site will remain in the Council’s ownership
and the Council will have full responsibility for its ongoing maintenance.
6.4.3 The proposed new underpass of the railway at the western end of the site will transfer to the
ownership of Network Rail but under a maintenance agreement with the Council.
6.4.4 Current Scottish Government guidance allows the Council to invest capital resources in assets
that are not owned by the Council.
6.5 Ongoing Revenue Implications
6.5.1 The road infrastructure constructed as part of the project will be adopted by the appropriate
roads authority, either Transport Scotland or the Council, as part of the public road network. 
6.5.2 The eastern and western junctions connecting to the A82, the site spine road and all associated
infrastructure will become part of the local road network. There will consequently be an ongoing
requirement for their maintenance, the costs of which will be met as part of the local authority’s
continuous cycle of revenue expenditure.  Following adoption of the works, the infrastructure
will be inspected in line with the Council’s road asset management plan and defect
repairs/resurfacing etc. will be programmed in line with the Council’s defect management plan.

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6.5.3 Any modifications on the A82 Trunk Road and the traffic signals at both the eastern and western
junctions will become the maintenance responsibility of Transport Scotland as the roads
authority for the strategic road network.
6.5.4 It is not expected that there will be a requirement for any maintenance work to be undertaken
on the carriageway or footways until 12 months after construction. The full year estimated
revenue cost for 2026/27 for the new and upgraded infrastructure is approximately £72,000 per
annum and will be funded in perpetuity by the Council.
6.6 Main Financial Dependencies
6.6.1 The project is dependent upon the funding from the Glasgow City Region City Deal and from
the Council.
6.6.2 Contingency sums of an appropriate level to the scale and complexity of the works have been
calculated and applied for each contract to mitigate the risk of unforeseen on-site issues and
delays due to, for example, inclement weather. 
6.6.3 At present it is assumed that the request to the City Region for the additional funding share for
the 86% of the increase in cost will be funded and if Council agrees this FBC then the capital
plan will be updated to reflect this. Should the City Deal 86% share not be agreed by Cabinet,
or not agreed in full, then if the Council has accepted that it may have to find up to the full
additional cost, which would require to be added to the updated Council capital plan.
6.7 Financial Risks
6.7.1 All the Financial Risks have been set out in detail in the Risk Register attached as Appendix D  
The top 3 financial risk include:
 Programme slippage incurs additional costs (Internal) (021)
 Council Budget pressures impact upon resources available to progress project (Internal)
(035)
 Acquisition of 3rd party land by Council (032)
6.7.2 Any potential project cost slippages or over-runs will be managed by the Project Manager and
presented to the Exxon Project Board where the Project Sponsor will have overall responsibility
and report any variations to Full Council during regular City Region Deal Council update
committee papers. The Exxon Project Board, which includes the Section 95 officer who leads
on Council finances, will also have oversight and an important role to play in monitoring and
managing the project finances.  The Council will therefore have ultimate responsibility for cost
over-runs beyond the budget for development of the project / City Deal approval.
6.7.3 The Council is VAT registered and pays and recovers VAT according to HMRC guidelines.

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7 Management and Sustainability Case
7.1 Project Roles
Management Procedures
7.1.1 The Assurance Framework sets out a standardised governance structure for the delivery of City
Deal schemes. The Council has established internal governance arrangements for the
management of its City Deal project.
7.1.2 A dedicated Council City Deal Project Board has been established, with the authority to agree
the Business Case prior to submission to the Council for approval prior to submission to the City
Deal Programme Management Office. The Board has otherwise no decision-making powers
but provides a mechanism for regular progress updates and dialogue on all infrastructure,
employability and business and innovation strands of the City Deal programme between
responsible officers and Elected Members. The City Deal Project Board reports to Council on a
regular basis.
7.1.3 The Project Board meets monthly, or they may convene as required to review progress and
address problems. It discusses strategic issues relative to the Council’s City Deal project, key
matters arising across the City Deal programme and emerging from the Programme
Management Office and City Deal Support Groups. It also monitors the City Deal Programme
Risk Register.
7.1.4 The project delivery team has been selected to ensure that it has all the necessary skills and
expertise required to deliver the project. In addition, the support of specialist development and
infrastructure consultants Stantec has been procured to help facilitate the successful and timely
delivery of the project.
Project Responsibility
7.1.5 The Capital Investment Programme, managed by Craig Jardine, will co-ordinate the delivery of
the project.
7.1.6 The key project roles have been allocated as follows:
 Project Sponsor: Gail MacFarlane
 Project Manager: Patricia Rowley
7.1.7 The experience of the team is outlined as follows.
Gail Macfarlane, Project Sponsor
Gail has over 25 years working in local authorities with over 10 in senior management positions.
A Civil Engineer with Economic Development experience Gail has led on the delivery of key
transport infrastructure and regeneration projects including structures, roads and public realm
works such as the Bishopbriggs Relief Road, Connecting Clydebank, and Lomond Bridge
Refurbishment. Current projects include Gruggies Burn flood alleviation project, valued at
£20m, and responsibility for the project delivery of the council’s city deal project at the Exxon
site, valued in the region of £34m.
Currently responsible for the strategic and operational delivery of Roads, Waste, Fleet and
Grounds as Chief Officer for Roads and Neighbourhood Services. The role has responsibility
for 415 employees and a revenue budget of £38m.

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Patricia Rowley, Project Manager
Patricia is responsible for delivery and project management of key capital regeneration projects
(Exxon City Deal and District Heating Network at Queens Quay) with an overall value of £60m,
from business case stages through to construction and commissioning. Prior to joining the
Council in 2022 Patricia was responsible for delivery and project management of multi-
disciplinary major fluvial and coastal flood protection projects (Upper Garnock Flood Protection
Scheme, Millport Coastal Flood Protection Scheme and Millburn Flood Scheme) from concept
through to construction with an overall value of circa £46m.
7.2 Project Governance Structure
7.2.1 To ensure the effective delivery of City Deal, a governance model has been agreed. These
governance arrangements will be driven by the Glasgow and Clyde Valley Cabinet of Council
Leaders. Supporting this decision-making body will be a Chief Executive’s Group, a Finance
Strategy Group, a Regeneration and Economy Group and the independent Commission on
Urban Growth. 
7.2.2 A Programme Management Office (PMO), based in Glasgow City Council but funded by all
Councils, will provide support, coordination, and expertise to assist delivery by the authorities
themselves. 
7.2.3 The Assurance Framework sets out a standardised governance structure for the delivery of City
Deal schemes. This sets out the progression and reporting of the individual projects to the
independent PMO in Glasgow, through the Chief Executive’s Group to the Cabinet (which is the
ultimate decision-making body for the City Deal). The Cabinet links directly with both the UK
and Scottish governments and in addition will be advised on the monitoring and evaluation of
the success of the City Deal programme by the Independent Commission on Urban Growth and
the National Panel. In performing its role, the Cabinet will consult with the Glasgow and Clyde
Valley Economic Leadership Board. As part of the implementation of this project by the Council,
all guidance issued by these groups through the PMO, and through updates to the Assurance
Framework and Programme Business Case, will be acted upon and where required considered
in future iterations of this Business Case.
7.2.4 The project governance structure within the Council is shown in Figure 7-1. This highlights clear
lines of responsibility and accountability for delivery of the various elements of the project.

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Figure 7-1 Council Governance Structure 
7.2.5 The Project Sponsor leads the Project Board and has overall authority for those matters
delegated to officers to progress, with project monitoring and evaluation sitting with the Project
Manager.
7.2.6 The Capital Investment Team which includes the Project Manager for the Exxon project forms
part of the Local Authority Governance Project Board. They have been embedded in all aspects
of the project development from Business Case development through to the design elements of
the proposed works and will be the Project Manager for the Local Authority during the
implementation phases of the project.
7.2.7 For those matters not expressly delegated to officers, the Council and its committees provide
guidance and oversight.  Reports on progress on the City Deal overall, including the Exxon Site
Development project, are heard by the Council.  As matters progress, service committees,
statutory committees (principally Planning Committee), Tendering Committee and the Audit and
Performance Review Committee are likely to have increasing input into the guidance and
oversight of the project.  The membership of the Project Board is as shown in Table 7-1.  
Gail MacFarlane
Project Sponsor
Alan Douglas Chief
Officer Strategic
Management
Gillian McNamara
Economic Developent
Pamela Clifford
Planning Manager
Angela Wilson Chief
Officer Strategic
Management
Annabel Travers
Procurement
Manager
Craig Jardine
Asset Management
Michelle Lynn
Assest Manager
Laurence Slavin Chief
Officer Strategic
Management
Project Manager
Patricia Rowley
Stantec
Strategic Advisors

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Table 7-1 Council Project Board
Board Member Department Project Role
Gail MacFarlane Head of Service Roads &
Neighbourhood Delivery 
Project Sponsor
Alan Douglas Chief Officer Strategic Management Regulatory & Regeneration
Angela Wilson Chief Officer Strategic Management Supply, Distribution and
Property Service
Laurence Slavin Chief Officer Strategic Management Resources Service
Gillian McNamara Economic Development Economic Development
Manager (inc. Monitoring &
Evaluation)
Annabel Travers Procurement Manager Procurement Manager, (inc
Community Benefits 
Craig Jardine Asset Management  Corporate Asset Manager
Pamela Clifford Planning Service Planning, Building Standards
& Environmental Health 
Patricia Rowley Capital Investment Team Project Manager
Michelle Lynn Asset Management Assets Coordinator
7.2.8 In addition, Dougie McDonald, Infrastructure Director, Stantec attends the Project Board by
invitation.  Stantec was appointed following a competitive tendering process and are directly
managed by the Council’s Project Manager.  Stantec’s work is overseen by the Project Board. 
Stantec provide regular progress reports which are reviewed by the Project Manager and the
Board.  Instructions are agreed and issued to Stantec by the Project Manager.
7.3 Risk Management
7.3.1 All risks that could affect the successful implementation of the project have been identified and
are set out in detail in the Risk Register attached as Appendix D .  This includes details of risk
owners and mitigation measures.
Risk Management Procedure
7.3.2 The Council has adopted a City Deal Programme Risk Management Strategy which mirrors the
wider City Deal Risk Management Strategy and complements the broad principles of the
Council’s Corporate Risk Management Strategy.  The Council will adhere to the ‘Escalating and
Reporting Structure’ as detailed in the Assurance Framework Part 3, Section 5.5.  Roles and
Responsibilities in relation to risk are outlined in the City Deal Risk Management Strategy.  The
project will be managed in a comprehensive manner consistent with the City Deal risk
management requirements whilst also following internal risk management principles and
procedures. 
7.3.3 The West Dunbartonshire City Deal project risk register is not viewed in isolation but is
proactively managed and overseen by the Project Board where it is reviewed regularly.
Environmental Risk Management
7.3.4 All Environmental Risks have been set out in detail in the Risk Register attached as Appendix
D.

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7.3.5 A Construction Environmental Management Plan has been prepared and will be submitted as
part of the detailed planning application. The Construction Environmental Management Plan
includes the following information/mitigation measures:
 A plan of the phasing of the works on the site; 
 Baseline levels for noise, vibration and dust, and details of any monitoring protocols that
may be necessary during construction works;
 Requirements for monitoring and record keeping; 
 Contact details during normal working hours and emergency details outside working hours; 
 The mechanism for the public to register complaints and the procedures for responding to
complaints; 
 Details of construction operations highlighting any operations likely to result in disturbance
and/or working hours outside the core working period, with an indication of the expected
duration of key phases and dates; 
 The details of proposed routes for heavy goods vehicles travelling to and from the site; 
 Details of all works involving interference with a public road, including temporary
carriageway/footpath closures, realignment and diversions; 
 Site measures/practices to address potential residential amenity issues; and 
 Mitigation measures to prevent the pollution of watercourses from surface water run-off.
Scored Assessment, Risk Likelihood, Probability and Mitigating Actions
7.3.6 The detailed project Risk Register has been developed to identify project risks which are scored
on initial and residual risk probability and impact.  Key controls and procedures, mitigating
actions, the lead responsibility and the timescale for regular review for each identified risk have
also been identified.  Risk analysis, identification and estimation for the project have been
undertaken in accordance with the methodology outlined within the City Deal Risk Management
Strategy.  Risk estimation has been calculated by assigning values to the probability and impact
of a risk against the set guidance criteria provided.  The top five risks for the project have also
been identified.
7.3.7 Existing, escalating or new risks are recorded and monitored by the Project Board.  A working
issues log has been established for the project which is reviewed and updated regularly by the
project manager.  Monthly updates on project risks and issues are provided to the Programme
Management Office through project status and issues log reporting.
Roles and Responsibilities
7.3.8 The Project Manager has overall responsibility for managing project risk, including keeping the
project risk register and issues log up to date, regular reporting to the Project Board and to the
Programme Management Office.  The project manager will work closely with contract
administrators during contract implementation periods to ensure that all risks and issues are
identified, recorded and monitored; to identify and implement mitigation actions and to identify
and record any programme and/or financial implications resulting from Early Warnings and
Compensation Events.

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7.3.9 If further management attention is required, reporting is undertaken to the relevant management
team who are responsible for ensuring that appropriate action is taken on a timely basis by the
appropriate responsible officers.
7.3.10 The Council’s corporate management team comprising the Chief Executive and Chief Officers
of the Council has overall responsibility for risk management and for developing a
comprehensive corporate risk management strategy.
7.4 Resilience
7.4.1 Measures to ensure the ongoing resilience of the site to climate change and other environmental
impacts are being built into the development proposals.  Flood prevention measures, a
sustainable urban drainage strategy, environmental mitigation and green network proposals are
a fundamental component of the strategy for the site.  These have been developed to
accompany the detailed planning application for the site.
7.5 Greener Placemaking
7.5.1 The project will bring 19.10 hectares of brownfield, previously contaminated, land back into
effective commercial use in the central and eastern areas of the site.  Significant areas of
enhanced greenspace and new, previously unattainable, public access for recreation will result
from the proposals as indicated in the Masterplan.  Full details of the access and green network
enhancements have been developed to accompany the detailed planning application for the
site.
7.6 Active and Lower Carbon Travel
7.6.1 Measures to encourage the use of active and lower carbon transport modes will be built into the
development planning process starting with the high-level proposals in the Masterplan and
becoming increasingly detailed as land-use proposals for the site become formalised. 
Measures to encourage sustainable travel will be incorporated into the Transport Assessment.
7.6.2 Through enhanced greenspace on site and provision of new public access to areas which have
never been publicly accessible, significant improvements to walking and cycling opportunities
should result from the proposals.
7.6.3 The measures to facilitate sustainable travel will be defined as proposals for the site become
clearer but are likely to include such things such as support for new or amended bus routes that
serve the site, provision of cycle routes, cycle parking, car share schemes, pool cars, parking
permits, interest free loans for season tickets or bicycle purchases as well as the provision of
shower and changing facilities on site.
7.7 Other Matters for Consideration
Subsidy Control
7.7.1 There are no issues anticipated in relation to Subsidy Control.
7.7.2 The Council has assessed the Subsidy Control risk of the Council receiving funding from the
City Deal for the development of roads and other infrastructure to support delivery of the project.  
7.7.3 The project will deliver the construction of new accesses, a new spine road and supporting
infrastructure improving accessibility to the core and strategic road network and providing a
direct link to the site.  It will also open land, which is currently held privately, to the public.

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7.7.4 The project is considered to have limited risk given that the spine road will be open to all and
free of charge and when built will not favour any particular non-Council proprietor over any other
party. The Council has confirmed that any third-party land required for the project will be
acquired at market value. On this basis, the funding of the project is unlikely to be regarded as
“selective” (i.e. it does not favour only certain undertakings) and on that basis, would not fall
within the Subsidy Control rules. There is sufficient evidence held by the Council that the roads
and infrastructure will provide a wider benefit to the public at large in terms of providing a
connection between publicly accessible areas and the Clyde Waterfront and enhanced green
networks.
7.7.5 The project is therefore strategic enabling infrastructure which unlocks development and does
not benefit a single developer or landowner.
Competition
7.7.6 There are no issues anticipated in relation to competition.
Land Ownership and Compulsory Purchase Orders
7.7.7 Some parcels of land that are required to provide the infrastructure access to the site are in the
ownership of third parties. The Council has either completed third party land acquisition or is at
an advanced stage of negotiations with all landowners. There is no envisaged requirement to
apply Compulsory Purchase Order powers to acquire the necessary land to facilitate access to
the development.
7.7.8 Should it be necessary to secure the land required to construct the accesses and link road from
parties unwilling to sell, the Council is confident that it possesses sufficient powers and
justification for their use and appropriate authority would be sought to promote a Compulsory
Purchase Order pursuant to the Council’s powers under the Roads (Scotland) Act 1984.
Third Party Arrangements
7.7.9 A Development Services Agreement (DSA) has been signed by the Council with Network Rail
to cover the project’s detailed design phase. This will be updated to cover the construction
period immediately prior to construction of the Western Underpass commencing. No other
service agreements are anticipated.
Legal Challenge
7.7.10 No legal challenge to the project is anticipated.
Local Authority Powers
7.7.11 The Council possesses all the necessary powers to deliver this project. In some instances, the
cooperation of other agencies will be required to apply their powers in the delivery of the project,
including Network Rail (new Western Underpass of the railway) and Transport Scotland (new
junctions on the A82). Regular consultation and partnership working with these agencies has
been ongoing for several years and no difficulties in delivery are anticipated.
7.7.12 The Council will use its powers, including under the Local Government (Scotland) Act 1973 or
the Roads (Scotland) Act 1984, as appropriate to deliver the project.
Planning Permission
7.7.13 There are no legal obstacles to the development of the site anticipated because of planning
policy. The site is defined as a Specialised Economic Development Site in the adopted Local

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Plan and allocated for industrial/business opportunities in the proposed Local Development Plan
(LDP).  Planning Permission in Principle (PPiP) was granted for the development of up to
44,450m2 of commercial/ industrial floorspace, link road with upgraded junctions on the A82 and
A814, a railway underbridge and an overbridge, landscaping, green network and public realm
improvements, flood defences, drainage, transport, and utilities infrastructure including the
formation of platforms for development across the site obtained for and associated Masterplan
in January 2021.  A detailed planning application for the infrastructure works is due to be
submitted in June 2023.
Equality Impacts
7.7.14 An Equality Impact Assessment has been undertaken by the Council and is presented in
Appendix H .
Environmental Impacts
7.7.15 The environmental impacts of the project have been assessed as part of the project
development and planning permissions.  The Council will observe all obligations under relevant
environmental legislation and all appropriate measures including the requisite legal agreements,
licenses and mitigation plans will be undertaken to ensure compliance with all relevant
environmental legislation and planning requirements.
Transport Impacts
7.7.16 As the site is a new land-use development, its transport impacts and access requirements have
been, and will continue to be, assessed, and appraised in accordance with Transport Scotland’s
Transport Assessment Guidance.
7.7.17 The individual transport and access requirements of each development within the site itself will
be assessed and proposals put forward to ensure appropriate sustainable access through the
Transport Assessment process.
7.8 Project Schedule
7.8.1 The current project Work Programme can be found at Appendix I .
7.9 Project Monitoring and Evaluation
7.9.1 The Council is fully aware of the need to demonstrate Best Value and progress towards
economic impacts to adhere to the City Deal Assurance Framework.  The Exxon Project Board
replicates other Council major project boards including the District Heating Network and
Levelling Up Fund Dumbarton Programme.  For all of these Boards the Council has developed
a consistent and robust monitoring and evaluation framework to ensure compliance with PMO
(and other funder) requirements for performance management and has made allowance for its
cost within the project budget.  Monthly progress reporting on project development and delivery
is provided to the Council’s Project Board and to the Programme Management Office via project
status reports and MA programme reports.  Benefit realisation updates will also be provided on
a quarterly basis to adhere with the requirements of City Deal, using the methodology set out in
the Benefit Tracking Template provided within the Assurance Framework.
7.9.2 A project monitoring and evaluation strategy has been developed, with the objectives and
expected benefits to be tracked through a Benefits Realisation Plan. Gillian McNamara
(Economic Development Manager) has responsibility for this element. The Council will monitor
the project through its internal management and governance processes and will deliver an
interim and final evaluation report of the project following construction completion in line with
the Gateway Review processes/dates as set out by the PMO.

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7.9.3 To keep in line with the City Deal Assurance Framework Stage Gateways, it is anticipated the
following evaluations will take place, as the works progress: 
 City Deal Stage Gateway 1 (2024) – an initial evaluation will provide an early indication that
the project is operating as planned and on-track to realise construction outcomes;
This phase will include an evaluation of the development and construction process,
including an assessment of forecast vs. outturn project costs, together with reasons for
variance, and will specifically report on progress with City Deal funded project elements; 
 City Deal Stage Gateway 2 (2026) – a detailed evaluation, which will consider the scheme’s
impacts, in the context of data gathered over a longer period, and provide a more detailed
measurement as to what extent the longer-term objectives in the Benefits Realisation Plan
are likely to perform against targets: 
This will report on the annual monitoring reports against the Benefits Realisation Plan,
contractors’ and performance against community benefits. This longer timeframe also
allows consideration of the impacts of wider initiatives, including counterfactual
developments and measured change from the socio-economic baseline and
environmental/ equalities impact assessments; and 
 City Deal Stage Gateway 3 (2028/29) – a further assessment, similar to Stage Gateway 2: 
This will update the Stage 2 evaluation but will provide more evidence as to the projects
ongoing progress and a snapshot of the potential longer-term impact. If required it will
identify the need for more time to be allowed for all scheme benefits to be fully realised,
should they not yet have been achieved.
7.9.4 In line with the tracking of benefits, scheme monitoring, and evaluation will be undertaken in line
with the PMO’s Benefits Realisation Strategy. This entails that once the FBC has been approved
by Cabinet, the Council will agree the Benefits Realisation Plan with the PMO based on the
project outputs reported in this FBC. The Council will be responsible for providing the PMO with
project output data as will be agreed in the project benefits realisation plan. The collation of
project outputs will be carried out by the PMO. The Council has commenced monitoring of
project outputs during the design and will continue this during the construction of the project,
including monitoring of both contractual and voluntary community benefits. The PMO will work
closely with the Commission and National Panel to ensure that the project output data collected
is compatible with the requirements of programme wide economic evaluation.
7.9.5 The expected costs of monitoring and evaluation have been built into the project’s estimated
costs reported as £35k up to 203516.
7.9.6 In accordance with the Assurance Framework, the ongoing project monitoring and evaluation
after completion of the physical project works will be managed and implemented by the Council
using an in-house dedicated Project Manager supplemented by external specialist consultants
as required.
7.9.7 Monitoring and evaluation of the Exxon project will be aligned with the City Deal PMO approach
for the wider programme. Arrangements for reporting against the Benefits Realisation Plan will
include:
 Establishing a baseline value for each benefit; 
16 Includes provision for monitoring and evaluation of £35,000.  This reflects core evaluation and some monitoring
activity. Routine monitoring will be embedded in the work of project officers and West Dunbartonshire Council
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 Establishing the primary source of data and frequency of collection;
 Preparation of monthly/ quarterly/ annual reports providing update on progress against the
baseline and targets, and submission of reports to internal Council Groups/ Committees,
PMO, and external review/ evaluation; and
 Oversight of, input to, and validation of, the key Gateway stage evaluations.
7.9.8 During construction, the project will be subject to fortnightly review meetings to discuss
progress, programme, financial and technical matters. The hierarchy and scheduling of these
meetings will be linked to the project start and will follow the frequency below:
 a four-weekly strategic review, update and management meeting.  Information for this will
be fed by
 a two-weekly operational, review, update and management meeting.
7.9.9 Project monitoring will include review against the Risk Register, financial, performance, benefits
realisation monitoring, timetabling, contractor performance, etc.
7.9.10 In accordance with the Assurance Framework, the scheme will be monitored, thus providing the
opportunity to evaluate the scheme against set criteria, including environmental and
sustainability objectives.
Strategic Assessment Framework (SAF)
7.9.11 At Glasgow City Region City Deal level, an assessment is required of the cumulative land-use
and transport impacts of the Programme of Infrastructure projects.  This will be undertaken
using a Strategic Assessment Framework (SAF) managed by the PMO and operating with
several themes.  The Council is committed to supporting this process and providing timely
inputs.
Progress Reporting
7.9.12 In accordance with the Glasgow City Region City Deal requirements the Council will submit 4-
weekly project reports to the PMO by email including a Project Status Report and Project Plan.
7.9.13 In addition, quarterly project reports will be submitted to the PMO by the Council. This will
include a Benefits Realisation Report, Project Risk Register, Project Issues Register and Inter-
Dependency Register.
7.9.14 Each benefit outlined in Appendix F will be monitored on a bi-monthly basis using the
methodology set out in its Benefit Tracking Template which will emerge as the Business Case
is developed.  The Council will be developing a suite of internal KPIs as part of its Project
Controls with an early warning system for escalation.
7.9.15 The Council also undertakes to share best practice with other authorities and maintain a
Lessons Learned Log during the project lifecycle to ensure that the experience from this project
can be applied to future projects.  In accordance with the requirements of the PMO the Log will
include:
 aspects of the project and processes which went well;
 aspects and processes which could have been improved;
 details of abnormal or unexpected events or issues; and

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 recommendations on how similar projects could be improved in future.
7.9.16 Furthermore, the Council commits to preparing a Lessons Learned Report at the end of the
project or at the conclusion of a major phase of the project. This will cover the following areas:
 management and quality processes;
 a description of abnormal events causing deviations from plans;
 assessment of technical methods and tools used;
 recommendations for future enhancement or modification of project management method;
 useful measurements on how much effort was required to create the various projects; and
 notes on effective and ineffective quality reviews and other tests.
7.9.17 At a project specific level, monitoring will take place of the environmental impacts of the project
to determine the extent to which the sensitive environmental receptors in and around the site
are impacted by the development. The methodology for undertaking this will be developed
drawing upon the advice of technical experts in this field as the project progresses through
detailed design.
7.9.18 Similarly, the economic impacts of the project will be measured to determine the extent to which
forecast targets are being delivered.  This will form part of the benefit monitoring described
previously and will apply best practice techniques in forecasting economic impacts to ensure an
accurate representation of the project performance is calculated.
Community Benefits
7.9.19 The scale of work involved in developing the site will generate a range of opportunities for
training, work experience, apprenticeship and full-time work opportunities as well as potential
for progression between them.  Clarity at an early stage and consideration of recruitment
mechanisms to engage the long-term or young unemployed to take up the opportunities will be
critical in attracting recruits to the project.  Offering clear guidance to contractors as to what their
contract bid may contain, as well as any support they may expect in delivery e.g., co-ordination
of recruitment under the community benefit programme, pre-employability programmes ahead
of site work to meet contract schedules, etc. will be provided.  This will encourage delivery to
targets set in the Benefits Realisation Plan and, in showing that the practical concerns of
contractors have been considered in advance, encourage high quality contractors to the
opportunity.
7.9.20 As shown in Table 7-1 Annabel Travers, Procurement Manager, will be responsible for
community benefits tracking.
7.9.21 A City Deal Community Benefits Strategy has been approved by the Glasgow City Region
Cabinet and all the Council City Deal procurement processes will comply with this and seek to
maximise community benefits.  Monitoring of community benefit outcomes will be undertaken
as part of specific contract management processes and reported to the PMO as part of the
contract reporting obligations.
7.9.22 Community benefits can include a wide range of social, environmental, and economic initiatives
which are secured as part of a public-sector procurement exercise. Often the most tangible
benefits are those secured through targeted employment and support for small and medium
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7.9.23 Community Benefit outcomes for the project will be linked to West Dunbartonshire Council’s
strategic objectives for 2022-2027 and include:
 our area has the infrastructure for sustainable and inclusive growth where businesses can
flourish;
 our partnerships will support economic development to deliver increased prosperity for our
area.
7.9.24 The Glasgow City Region Strategy and Council policies have been used, proportionately, to
target community benefits in the procurement of external supporting resources.  All relevant
Consultant appointments include contractual obligations to provide relevant community
benefits. The community benefits already committed under the contracts already procured have
been reported to the PMO and attributable to this project include the work placements, school
visits, SME and 3rd Sector mentoring, careers events and structured training. Table 7-2 below
sets out the anticipated minimum community benefits from delivery of the project. 
Table 7-2 Anticipated Minimum Community Benefits
Community Benefit Number
New Entrant – no relevant experience (TRE02) 2
New Entrant – Graduate (TRE03) 2
New Entrant – Apprenticeship (TRE04) 1
Completed Apprenticeship (TRE05) 1
Work Experience Placement (16+ Years of Age) (TST01) 3
Work Experience Placement (14 - 16 years of age) (TST02) 2
School Mentoring or Enterprise Programme (TST06) 4
S/NVQ (or equivalent) for Graduates (VTQ03) 1
Vocational Certification (VTQ05) 1
Supply chain briefing with SMEs including Micro-Businesses
(SCD01)
2
Business Mentoring for an SME (SCD02) 1
7.10 Use of Specialist Advisors
7.10.1 Over the past two years, the Exxon Project Board has considered and approved the
procurement of works. A Lead Consultant contract was awarded in March 2015 and updated in
October 2016.  The latter was procured as a direct award via the South Lanarkshire Professional
Services framework agreement which came of an end in June 2022. Further, a Delivery Agent
for Elements of the Exxon Site Development was appointed in May 2022 via the Scotland Excel
Engineering and Technical Consultancy framework agreement.
7.10.2 Other specialist survey contracts have been placed to support the development of the project.

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Appendix A Socio-Economic Baseline
A.1 Demographics
West Dunbartonshire’s population is estimated to be around 88,300 according to 2020 mid-year
figures. This is approximately 5% of the overall population within the Glasgow City Region. In
contrast to both the City Region and national trends, West Dunbartonshire’s population has
been decreasing since 1987. An index of population growth is shown in Figure A.1 below.
Figure A.1: Index of Population Growth
Furthermore, there has been a substantial demographic shift within the population structure of
West Dunbartonshire. The 0-15 age group has declined by 10.5% since 2001, significantly
above the decline of 0.9% for the Glasgow City Region and 1.1% increase for Scotland.
Additionally, the working age population (16-64) has also decreased in West Dunbartonshire by
8.7% from 2000-2020.
This contrasts with both the Glasgow City Region and national trends, where the 16-64 age
group has increased by 4.3% and 4.1% respectively over the same period. Finally, the 65+ age
group has increased by 14.4% in West Dunbartonshire, and this is below the City Deal Region
and national figures of 20.1% and 31.2% respectively17. Figure A.2 shows age disaggregates
of demographic changes in the three aforementioned areas (2011-2020).
17 Mid-Year Population Estimates
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
Scotland Glasgow City Region

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Figure A.2: Changing Age Structure 
Source: NRS, Mid-year population estimates change 2011-2020.
These trends indicate that West Dunbartonshire is struggling to attract or retain the key
demographic groups that contribute to the economic vitality of the area. As a result, the full
potential of the region is not able to be realised under present conditions.
A.2 Macroeconomic Performance
Gross Value Added
Gross Value Added (GVA) is a key measure of wealth creation within an economy and
represents the value of goods and services, less the cost of the inputs to produce them.  In
2020, the economy of West Dunbartonshire was worth some £1.78bn, 1.23% of the whole
Scotland economy and approximately 4.39% of the Glasgow City Region18 economy19. An
index of GVA growth is shown in Figure A.3 below.   
18 The Glasgow City Region City includes the eight local authorities East Dunbartonshire, West Dunbartonshire,
Glasgow City, Inverclyde, East Renfrewshire, Renfrewshire, North Lanarkshire and South Lanarkshire.
19 Regional GVA(I) by local authority in the UK, ONS.
-10%
-5%
0%
5%
10%
15%
20%
0-15 16-64 65+
West Dunbartonshire Scotland Glasgow City Region

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Figure A.3: Index of GVA growth (1999-2020) 
Source: Regional GVA(I) by local authority in the UK, ONS.
Figure A.4 below shows the volatility of the annual growth rate. The West Dunbartonshire
economy has grown on average by 3.38% per year since 2000. Until 2019, the growth rate was
3.88%, however, the COVID-19 pandemic caused a drop in GVA by 7.08% in 2020 alone. The
average growth per year declined from 5.69% to 2.06% after 2007 and the West Dunbartonshire
area experienced a weaker growth compared to both the Glasgow City Region and national
averages. A breakdown of GVA growth is given in Table A.1.
Figure A.4: GVA Per Annum Growth Rate (1999-2020) 
Source: Regional GVA(I) by local authority in the UK, ONS.  
0%
50%
100%
150%
200%
250%
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
Index of GVA per head (2000=100%)
West Dunbartonshire Scotland Glasgow City Region
-8%
-6%
-4%
-2%
0%
2%
4%
6%
8%
10%
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
West Dunbartonshire Scotland Glasgow City Region

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Table A.1: GVA Growth
Area Average growth per year
2000 – 2006 2007 - 2015 2016-2020
West Dunbartonshire 6.16% 1.38% 3.29%
Glasgow City Region 
5.60% 2.77% 1.86%
Scotland 5.43% 2.06% 2.05%
Source: Regional GVA(I) by local authority in the UK, ONS.
GVA per head of population is a way of viewing the relative performance of the local economy
within the national picture. It is a measure of how much output is being produced per person
living within the economy irrespective of whether those individuals are working or not; it is
therefore a reflection of the wealth of an area rather than the productivity of its workers.
As shown in Table A.2 and Figure A.5 below, in 2020, GVA per head in West Dunbartonshire
stood at £20,195, below the Glasgow City Region and national averages of £21,984 and
£26,573 respectively. Analysis of the data also shows that after the Global Financial Crash
(GFC) in 2008 GVA per head struggled to recover. However, between 2015 and 2016 GVA per
head increased by 8.63% driven primarily by GVA and a relatively static population, indicating
that there was significant commercial growth in the area over that period.
Table A.2: GVA per capita
Area
GVA per head (£k) Average growth per year
2015 2020 2003 –
2006
2007 -
2015
2016-
2020
West Dunbartonshire   17,067   20,195  7.13% 1.60% 3.57%
Glasgow City Region  20,366   21,984  6.44% 1.68% 1.57%
Scotland  24,688   26,573  6.03% 2.25% 1.51%
Source: Regional GVA(I) by local authority in the UK, ONS.

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Figure A.5: Change in GVA per Head of Population 
Source: Regional GVA(I) by local authority in the UK, ONS.
Sectoral Overview
Table A.3 below shows the change in sector contribution to total GVA in West Dunbartonshire
over the period 2015 to 2020.  Manufacturing (production) remains the largest GVA contributor
to the area’s economy, accounting for 18.38% of the total generated.
Table A.3: GVA generated by sector, West Dunbartonshire
Sector
2015 2020
Change Total
GVA
(£m)
Proportion
of total
Total
GVA
(£m)
Proportion
of total
Production sector 329 21.53% 328 18.38% -0.30%
Construction 55 3.60% 42 2.35% -23.64%
Wholesale and retail
trade; repair of motor
vehicles 140 9.16% 139 7.79% -0.71%
Transportation and
storage 72 4.71% 93 5.21% 29.17%
Accommodation and food
service activities 39 2.55% 32 1.79% -17.95%
Information and
communication 34 2.23% 31 1.74% -8.82%
Financial and insurance
activities 108 7.07% 223 12.49% 106.48%
Real estate activities 123 8.05% 123 6.89% 0.00%
Professional, scientific
and technical activities 47 3.08% 58 3.25% 23.40%
Administrative and
support service activities 33 2.16% 30 1.68% -9.09%
Public administration and
defence 182 11.91% 250 14.01% 37.36% 
-
5,000
10,000
15,000
20,000
25,000
30,000
West Dunbartonshire Glasgow City Region Scotland

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Sector
2015 2020
Change Total
GVA
(£m)
Proportion
of total
Total
GVA
(£m)
Proportion
of total
Education 112 7.33% 128 7.17% 14.29%
Human health and social
work activities 206 13.48% 266 14.90% 29.13%
Arts, entertainment and
recreation 19 1.24%` 20 1.12% 5.26%
Other service activities 28 1.83% 20 1.12% -28.57%
Activities of households  1 0.07% 2 0.11% 100.00%
Total 1,528   1,785 
Source: Annual Business Survey
Business Demography 
In 2016, there were around 2,025 active companies in West Dunbartonshire20. The number of
active businesses increased by around 18% between 2010 and 2016; slightly higher than the
increase in the City Region (17%) and Scotland (15%).  In 2016, there was a net gain of 0.73
businesses (per 1,000 population) in the area compared to 0.93 and 1.05 (per 1,000 population)
for the Glasgow City Region and Scotland as shown in Figure A.6 below.
Figure A.6: Enterprise Births, Deaths and Net Change per 1000 Population 
Source: ONS Business Demography, 2016
A.3 Labour Market Trends
Economic Activity
Economic activity describes those of working age who are either employed or unemployed but
seeking work. West Dunbartonshire residents are more economically active (77.0%) than the 
20 ONS Business Demography, 2016 
-
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
4.5
Scotland City Deal West Dunbartonshire
Births Deaths Net change

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national average (77.2%) and more than those of the Glasgow City Region (76.6%)21. This
trend is mirrored in employment rates, shown in Table A.4 below.
Table A.4: Economic Activity, September 2021 
Economic Activity Employment
West Dunbartonshire 77.0% 75.2%
City Region 76.6% 74.5%
Scotland 77.2% 74.5%
Source: Annual Population Survey
The economic activity rate in West Dunbartonshire has varied with a greater frequency and
magnitude than both the City Region and national rates. Following 2012, the economic activity
rate in West Dunbartonshire dipped significantly, before briefly rising to above the national
average. This can be seen in Figure A.7 below.
Figure A.7: Economic Activity, 2004-2018 
Source: Annual Population Survey
As shown in Table A.5, the total number of employee jobs (i.e. excluding self-employed,
government supported trainees and HM Forces) in West Dunbartonshire was around 33,000 in
2017.   
21 Annual Population Survey
68.0%
70.0%
72.0%
74.0%
76.0%
78.0%
80.0%
2004 2006 2008 2010 2012 2014 2016 2018 2020
Glasgow City Region West Dumbartonshire Scotland

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Table A.5: Total Employee Jobs
Total Employee
Jobs
2021Count
(000s)
Change 2015-2021 
Trend Absolute
(000s) %
West
Dunbartonshire 33  +2.0 +6.45% Increasing
Glasgow City
Region 867 + 28.3 +3.37% Increasing
Scotland 2,520 +58 +2.36% Increasing
Source: Business Register and Employment Survey 
Unemployment
Figure A.8 shows the proportion of the working age population who are unemployed.  The
change in the proportion unemployed in West Dunbartonshire is broadly similar to the regional
and national situation.  Currently, the unemployment rate for West Dunbartonshire is at 2.4%
and is lower than both the Glasgow City Region and Scotland averages of 2.6% and 3.5%
respectively22.
Figure A.8: Job Seekers Allowance Claimant Rate 
Source: Annual Population Survey
Employment Profile
Table A.6 below shows employment by sector across West Dunbartonshire, the Glasgow City
Region, and Scotland. Employment in West Dunbartonshire is broadly reflective of the wider
economic landscape, i.e. most people are employed in the public sector (public administration,
education and health), wholesale, retail and trade, and financial and business services (finance
& insurance, property, business administration and support, and professional, scientific and
technical positions).   
22 Annual Population Survey, 2018.
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
2004 2006 2008 2010 2012 2014 2016 2018 2020
Glasgow City Region West Dunbartonshire Scotland

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Table A.6: Employment by Sector, 2022
Sector  West
Dunbartonshire
Glasgow City
Region Scotland
Agriculture, forestry & fishing (A) 0.7% 0.8% 3.4%
Mining, quarrying & utilities (B,D and E) 0.9% 1.4% 2.4%
Manufacturing (C) 6.6% 6.7% 6.8%
Construction (F) 3.7% 6.5% 6.0%
Motor trades (Part G) 1.3% 1.8% 1.7%
Wholesale (Part G) 1.3% 2.3% 2.5%
Retail (Part G) 11.8% 11.6% 10.0%
Transport & storage (inc postal) (H) 3.7% 4.4% 4.1%
Accommodation & food services (I) 7.4% 6.8% 7.5%
Information & communication (J) 1.0% 2.7% 3.0%
Financial & insurance (K) 5.9% 2.6% 2.9%
Property (L) 1.0% 1.8% 1.5%
Professional, scientific & technical (M) 2.9% 5.5% 6.4%
Business administration & support services
(N) 6.6% 8.4% 7.7%
Public administration & defence (O) 10.3% 7.3% 6.3%
Education (P) 8.8% 9.3% 8.3%
Health (Q) 20.6% 15.9% 15.3%
Arts, entertainment, recreation & other
services (R,S,T and U) 4.4% 4.7% 4.2%
Source: Annual Population Survey
An occupational profile of West Dunbartonshire, the Glasgow City Region, and Scotland is
shown in Table A.7 below. West Dunbartonshire exhibits a lower proportion of “Highly Skilled”
occupations (42%) than the Glasgow City Region (48%) and Scotland as a whole (49%).

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Table A.7: Occupational Profile, 2021
Occupation West
Dunbartonshire City Region Scotland
Managers, directors and senior officials 6% 8% 8%
Professional occupations 20% 25% 26%
Associate professional and technical
occupations 17% 15% 15%
Highly Skilled 42% 48% 49%
Administrative and secretarial occupations 13% 11% 10%
Skilled trades occupations 9% 8% 9%
Caring, leisure and other service occupations 15% 9% 9%
Semi-Skilled 37% 27% 27%
Sales and customer service occupations 6% 9% 8%
Process, plant and machine operatives 5% 6% 6%
Elementary occupations 11% 10% 10%
Lower-skilled 21% 24% 23%
Source: Annual Population Survey
Education and Skills
Table A.8 below shows the level of qualification of working age residents of West
Dunbartonshire, the Glasgow City Region, and Scotland.  Although reasonably well educated,
on average, the residents of West Dunbartonshire are less qualified than the residents in the
City Region and nationally.  The proportion of people with no qualifications in the area (14.4%)
is slightly higher than that in the Glasgow City Region area (9.9%) and significantly higher than
that in Scotland (7.8%).

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Table A.8: Qualifications held by working age population  
West Dunbartonshire Glasgow City Region Scotland
NVQ4+ 36.0% 47.7% 50.0%
NVQ3 53.3% 63.6% 64.8%
NVQ2 68.4% 76.8% 79.6%
NVQ1 78.7% 83.9% 86.4%
Other
Qualifications
7.0% 6.2% 5.8%
No
Qualifications
14.4% 9.9% 7.8%
Source: Annual Population Survey
More details on levels of education and skills within West Dunbartonshire can be gained by
examining the SIMD Education Domain. This domain measures the performance of SOAs in
terms of:
 School pupil absences;
 Pupil performance on SQA at stage 4;
 Working age people with no qualifications;
 17-21 year olds enrolling into higher education; and
 People aged 16-19 not in education, employment or training.
Figure A.10 below shows the geographic distribution of educational deprivation within West
Dunbartonshire. Areas of darker shading represent areas which suffer from more severe
education deprivation. This is primarily concentrated in urban areas.

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Figure A.10: SIMD Education Domain 
Source: SIMD, 2016
A.4 Income
Earnings
Median gross weekly pay of full-time employees in West Dunbartonshire in 2022 were £61623.
This is the lowest of all local authorities which comprise the Glasgow City Region and is lower
than the Scottish median of £640. A detailed breakdown of median and mean earnings is shown
in Table A.9 below.   
23 Annual Survey of Hours and Earnings, 2022.

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Table A.9: Gross weekly pay of full-time employees (£), 2022 
Median Mean
East Dunbartonshire 745 899
East Renfrewshire 805 978
Glasgow City 634 719
Inverclyde 634 694
North Lanarkshire 657 705
South Lanarkshire 635 721
Renfrewshire 653 737
West Dunbartonshire 616 691
Scotland 640 732
Source: Annual Survey of Hours and Earnings, 2022.
Deprivation
The latest available statistics indicate that in June 2018 approximately 1000 individuals were
unemployed in West Dunbartonshire. This is equivalent to an unemployment rate of 2.4%, lower
than both the City Region (2.7%) and Scotland (3.5%)24.
The 2016 Scottish Index of Multiple Deprivation (SIMD) provides the most recent assessment
of deprivation at district and super output area (SOA) across Scotland. The index is compiled
using seven deprivation ‘domains’ including income, employment, health, education, skills and
training, access to housing and services and geographic access and crime.
Figure A.11 below shows that although the overall levels of deprivation in West Dunbartonshire
are relatively low, there are a few SOAs within the 10% worst performing areas nationally.  More
specifically, 21 SOAs in the area that represent approximately 16.8% of the total and cover a
population of 14,964 people. These are located mainly to the south of the area around
Clydebank, Dalmuir and to the north and north-west near Balloch and Dumbarton.   
24 Annual Population Survey, 2022

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Figure A.11: Scottish Index of Multiple Deprivation (2020) 
Source: SIMD, 2016.

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Appendix B  Previous Council Project Experience
Project Title and Description  Value Delivery lead and
year 
West Dunbartonshire Schools – PPP Project 
Delivery of the Council Schools PPP Project in
partnership with private sector partner. 
The in-house team project managed the project of the
delivery of 3 new secondary schools and 1 new primary
and early education centre. This project was delivered
on time and on budget.
£110.00million 
Council Team
including Capital
Investment Projects
Team, Commercials
led by Legal Services.
2006 - 2010
Queens Quay District Heating Centre and Network
Extension 
Delivery of the Energy Centre in 2020 including first
phase of connections in Queens Quay in 2021,
additional connections to the Town Hall/Library and
social rented flats in 2022. Design work for extension to
the Golden Jubilee is underway
£31 million
Council Team
including
Regeneration and
Legal with Project
Management by
Capital Investment
Team.
2020-ongoing
Bonhill & Goldenhill Primary Schools Project 
Delivery of 2 new primary schools through a traditional
procurement route. 
The in-house team project managed the project of this
amalgamated primary school contract using a
consultant design team.
£13.00million 
Council Team
including Capital
Investment Projects
Team, Commercials
led by Legal Services.
2008 - 2011
Dumbarton Academy Schools Project 
Delivery of a new Dumbarton Academy through a
Design and Build Contract. 
The in-house team project managed the project
consisting of this replacement secondary school
contract using a consultant design team.
£17.00million
Council Team
including Consultancy
Services,
Commercials led by
Legal Services.
2010 – 2013 
Bellsmyre Schools Campus, Dumbarton 
Delivery of a new co-located primary and early years’
campus through a Design and Build Contract in
partnership with Hub West Scotland. 
The in-house team project managed the project of this
co-located primary school contract using a consultant
design team.
£10.65million 
Council Team
including Capital
Investment Projects
Team, Commercials
led by Legal Services.
2013 - 2016
Vale of Leven Workshops, Alexandria  £1.95million 
Council Team
including Capital
Investment Projects
Team and

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Project Title and Description  Value Delivery lead and
year 
Delivery of a new commercial workshop development in
Vale of Leven Industrial Estate, Alexandria. This project
was 50% funded by Scottish Government. 
The in-house team project managed this development
in partnership with Hub WEST Scotland.
Regeneration,
Commercials led by
Legal Services.
2013 - 2015 
Kilpatrick ASN Secondary School 
Delivery of a new Additional Support Needs Secondary
School and Early Years campus through a Design and
Build Contract in partnership with Hub West Scotland. 
The in-house team project managed the project of this
ASN school contract using a consultant design team.
£10.49million 
.
Council Team
including Capital
Investment Projects
Team, Commercials
led by Legal Services.
2013 - 2016 
New O.L.S.P High School 
Delivery of a new Secondary School and campus
through a Design, Build, Finance and Maintain Contract
in partnership with Hub West Scotland and Scottish
Future Trust. 
The in-house team project managed the project of this
school contract using a consultant design team.
£25.9million
Council Team
including Capital
Investment Projects
Team, Finance and
Commercials led by
Legal Services
2013 - 2017 
New Balloch Schools Campus 
Delivery of a new co-located primary and early years’
campus through a Design and Build Contract in
partnership with Hub West Scotland. 
The in-house team project managed the project of this
co-located primary school contract using a consultant
design team.
£16.8million
Council Team
including Capital
Investment Projects
Team, Commercials
led by Legal Services
2015 - 2018 
Office Rationalisation Programme 
Rationalisation of office space by 53% to provide
modern and fit for purpose working environments to
support enhance service delivery and achieve revenue
savings. 
The in-house team project managed the programme
using a consultant design teams in partnership with Hub
West Scotland
£22.4million
Council Team
including Capital
Investment Projects
Team, Commercials
led by Legal Services
2014 - 2018
New Clydebank Leisure Centre 
Delivery of a new leisure centre in Clydebank through a
Design and Build Contract in partnership with Hub West
Scotland. 
The in-house team project managed the programme
using a consultant design teams in partnership with Hub
West Scotland
£23.81million
Council Team
including Capital
Investment Projects
Team and
Neighbourhood
Services,
Commercials led by
Legal Services
2014 - 2016

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Project Title and Description  Value Delivery lead and
year 
Dumbarton Care Home 
Delivery of a new Care Home through a Design and
Build Contract in partnership with Hub West Scotland. 
The in-house team project managed the programme
using a consultant design teams in partnership with Hub
West Scotland
£13.37million
Council Team
including Capital
Investment Projects
Team, Commercials
led by Legal Services. 
2014 - 2016 
Clydebank Care Home 
Delivery of a new Care Home through a Design and
Build Contract in partnership delivered with in-house
project resource.
£14.50million
Council Team
including Capital
Investment Projects
Team, Commercials
led by Legal Services. 
2018 - 2021 
District Heat Energy Centre, Queens’ Quay 
Delivery of a new District Heating Energy Centre and
associated infrastructure delivered with in-house project
resource working in partnership with external
consultant/contractor team.
£22.50million
Council Team
including
Regeneration and
Legal with Project
Management by
Capital Investment
Team. 
2017 - 2021 
New Renton Schools Campus 
Delivery of a new co-located primary and early years’
campus through a Design and Build Contract in
partnership with Scottish Procurement Alliance
Framework. 
The in-house team project managed the project of this
co-located primary school contract using a consultant
design team.
£15.1million
Council Capital
Projects Team. 
2019 - 2022 
Dumbarton Town Centre Regeneration 
16 Church Street – award winning repurposing and
extension of  listed building to accommodate Council
staff in a town centre Location
£15.4 million
Council Capital
Projects Team 
2017-2018
Town Centre Regeneration 
Various public realm, heritage and connectivity projects
to enhance our three town centres, utilising Town
Centre Fund, Place Based Improvement Programme
and Council capital funding 
£2.4 million
Council Regeneration
Team 
2020-2023
Dumbarton Town Centre Levelling Up Programme  £21.1 million 2022 -ongoing

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Project Title and Description  Value Delivery lead and
year 
Delivery of 3 inter-related town centre regeneration
projects including refurbishment of a listed building,
redevelopment of obsolete shopping units and a public
realm and connectivity project

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Appendix C  Environmental Impact Assessment

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Glasgow City Region City Deal
Project Submission from West Dunbartonshire Council
Image credit: Guthrie Aerial Photography
Exxon Site Development Project
Environmental Statement: Non-Technical Summary Pt1
September 2019

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Design with community in mind  ii
Document Control Sheet
Project Name: Exxon Site Development Project
Project Ref: 30953
Report Title: Environmental Statement Non-Technical Summary
Date: September 2019 
Name Position Signature Date
Prepared by: Technical Authors as listed in Appendix 1.1 April 2019
Reviewed by: Duncan Smart
Mark Johnston
Associate Planner
Senior Associate
MJ / DS April 2019
Approved by: Douglas McDonald Director - Scotland DMcD April 2019
For and on behalf of Stantec UK Ltd 
Revision Date Description Prepared Reviewed Approved
V1 April 2019 Draft for Client Comment Various MJ DMcD
V2 April 2019 Draft including Ecology summary for
Client Comment
Various DS DMcD
V3 September
2019
Final Draft for WDC Regeneration Various DS DMcD
V4 April 2020 Final for WDC Planning (with Stantec
branding)
Various DS DMcD 
This report has been prepared by Stantec UK Limited (‘Stantec’) on behalf of its client to whom this report is
addressed (‘Client’) in connection with the project described in this report and takes into account the Client's
particular instructions and requirements. This report was prepared in accordance with the professional services
appointment under which Stantec was appointed by its Client. This report is not intended for and should not be
relied on by any third party (i.e. parties other than the Client). Stantec accepts no duty or responsibility (including
in negligence) to any party other than the Client and disclaims all liability of any nature whatsoever to any such
party in respect of this report. 
Registered Office: Buckingham Court Kingsmead Business Park, London Road, High Wycombe, Buckinghamshire, HP11 1JU 
Office Address: 5th Floor, 9 George Square, Glasgow G2 1DYG
T: +44 (0)141 352 2360   E: info.Glasgow@stantec.com

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Design with community in mind  iii
Contents
1 Introduction ............................................................................................................................... 1
1.1 Introduction .................................................................................................................... 1
1.2 The EIA, ES and Related Documents ........................................................................... 1
1.3 Project Team ................................................................................................................. 1
2 Site and Surrounding Area ...................................................................................................... 3
2.1 The Site ......................................................................................................................... 3
2.2 The Surrounding Area ................................................................................................... 5
2.3 Cumulative Development .............................................................................................. 5
3 The Proposed Development .................................................................................................... 7
3.1 Overview ........................................................................................................................ 7
3.2 Key Physical Characteristics ......................................................................................... 7
3.3 Key Operational Characteristics .................................................................................... 9
3.4 Materials, Natural Resource Usage, Emissions and Waste ....................................... 10
3.5 Consideration of Alternatives ...................................................................................... 10
4 Assessment Methods............................................................................................................. 11
4.1 Overview of EIA ........................................................................................................... 11
4.2 EIA Screening and Scoping ........................................................................................ 11
4.3 Consultation ................................................................................................................. 12
4.4 EIA Methodology ......................................................................................................... 12
5 Likely Significant Effects ....................................................................................................... 14
5.1 Overview ...................................................................................................................... 14
5.2 Ground Conditions....................................................................................................... 14
5.3 Water, Hydrology & Flood Risk ................................................................................... 16
5.4 Ecology 20
5.5 Traffic & Transport ....................................................................................................... 21
5.6 Air Quality .................................................................................................................... 22
5.7 Noise & Vibration ......................................................................................................... 22
5.8 Landscape & Visual ..................................................................................................... 23
5.9 Archaeology & Heritage .............................................................................................. 25
5.10 Environmental Interactions .......................................................................................... 26
6 Mitigation and Monitoring Requirements ............................................................................ 27
6.2 Proposed Mitigation Measures .................................................................................... 27
6.3 Management Plans...................................................................................................... 32
6.4 Proposed Monitoring Arrangements............................................................................ 32
Tables
Table 2.1: Relevant Cumulative Developments ...................................................................................... 6
Table 3.1: Internal Subdivisions .............................................................................................................. 8
Table 3.2: Proposed Development Quantum - Commercial and Light Industrial .................................... 9
Table 4.1: Generic Significance Criteria ................................................................................................ 12
Table 6.1 – Summary of Proposed Mitigation Measures ...................................................................... 28

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Design with community in mind   1
1 Introduction
1.1 Introduction 
This document is the Non-Technical Summary (NTS) of an Environmental Statement (ES) which
has been prepared by Stantec UK Ltd (Stantec)1 to support land acquisition by West
Dunbartonshire Council (WDC) and accompany an application for planning permission in
principle (PPiP) in respect of the Exxon Site Development Project (‘the proposed development’)
on land at and adjacent to the former Esso Oil Terminal, Bowling (‘the site’) in West
Dunbartonshire. 
West Dunbartonshire Council (WDC) are also the relevant determining authority for the PPiP
application, and in this role are hereby referred to as ‘the Council’ throughout this NTS.   
The ES has been prepared by Stantec on behalf the Applicant, with input from technical
assessment specialists as detailed within ES Volume 1. 
1.2 The EIA, ES and Related Documents 
This NTS provides a summary using non-technical language of the findings of an Environmental
Impact Assessment (EIA) undertaken for the proposed development. It has been prepared
under the Town and Country Planning (Environmental Impact Assessment) (Scotland)
Regulations 2011 (‘the EIA Regulations’) as an EIA Scoping Opinion (PREAPP15/034) was
adopted by WDC for the proposed development in 2015. 
Running concurrently with the design process, the EIA has sought to: 
 Identify the likely environmental effects of the proposed development; 
 Define appropriate design and construction measures, and good practice to mitigate likely
significant adverse environmental effects and maximise opportunities for environmental
enhancements resulting from the construction and operation of the proposed development;
and
 Determine the level and significance in the context of the EIA Regulations of the likely
residual environmental effects from the proposed development remaining after all the
proposed mitigation and enhancement have been considered. 
The ES comprises the following volumes: 
 Volume 1 – Main Text;
 Volume 2 – Appendices: and,
 This Non-Technical Summary (NTS). 
All figures are included in Volume 2 – Appendices, with the key EIA figures also included in this
NTS as Appendix A. 
The other principal documents submitted with the planning application include:
 Planning Application Drawings;
 ePlanning Application Forms and Landownership Certificate;
 Transport Assessment; 
 Flood Risk Assessment; and,
 Habitats Regulations Appraisal – Appropriate Assessment Report. 
1.3 Project Team 
The organisations involved in the preparation of the ES and the undertaking of individual topic
assessments provided in ES Volume 1 and summarised in this NTS are listed below: 
1 Formerly Peter Brett Associates LLP

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Design with community in mind   2
 Stantec – Project Management, EIA Co-ordination, Planning, Ground Conditions, Water,
Hydrology & Flood Risk, Ecology, Traffic & Transport, Noise & Vibration, and Landscape &
Visual; and
 CgMs – Heritage & Archaeology. 
In accordance with the EIA Regulations, a statement detailing the relevant qualifications and
expertise of the individual members of the EIA project team is provided in Appendix 1.1 of ES
Volume 2. In the context of the EIA Regulations, the EIA project team members are competent
experts in relation to their specific contributions to this ES.

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Design with community in mind   3
2 Site and Surrounding Area
2.1 The Site
Site Location, Context and Access 
The site is located on the northern bank of the River Clyde and lies between the town of
Dumbarton to the west and Bowling to the east as shown on Figure 2.1 - Site Location Plan.
The site is bounded by the River Clyde, the Glasgow to Dunbartonshire and Argyll railway line,
and the A82 Trunk Road. 
Figure 2.1 - Site Location Plan shows the red and blue lines which form the basis of the PPiP
application submitted for the proposed development: 
 The site area (red line boundary) which is subject to a PPiP application for the proposed
development extends to approximately 56 hectares (ha). The area includes open space
areas where no development is presently proposed, meaning that the actual proposed
development footprint is substantially smaller;
 The site area (red line boundary) evolved throughout the design process, with all EIA
reporting for the proposed development based on a 62.3ha red line boundary defined at
EIA Design Freeze in March 2019. Minor refinements (reductions) were made to the site
area prior to PPiP application submission in order to confirm all proposed development
would take place at or above Mean High Water Springs (MHWS), such that a marine licence
would not be required; and,     
 The blue line indicates the adjacent Milton Burn Sites of Special Scientific Interest (SSSI)
which is 11.01 ha in area. This forms part of the former Esso Oil Terminal, Bowling and will
be acquired by WDC as part of the site acquisition from Esso, although no development is
proposed here. Taking account of other land at the former Esso Oil Terminal, Bowling, the
wider area (which following land acquisition by WDC will be) under the control of the
Applicant extends to approximately 75ha.   
For the purposes of this EIA and to assist in clarifying the approach to assessment, the site has
also been separated into seven ‘Development Zones’ (Zones A, B, C, D, E, F and G) with
differing existing site conditions and comprising a number of constituent sub-areas. These
development zones are shown in Figure 3.1 - Parameters Plan and explained in Chapter 3 –
The Proposed Development. 
NCN 7 runs along the northern boundary of the site and provides a local route to Bowling (0.5
miles, approximately 2 minutes’ cycle / 5 minutes’ walk) and Dumbarton (3 miles, approximately
15 minutes cycle / 1 hour walk) whilst also linking to Glasgow (12 miles, approximately 1-hour
cycle) and Balloch (9 miles, approximately 45 minutes cycle) further away. 
Access to the site has been restricted in recent years, though there is evidence that it is still
used by occasional unauthorised users, particularly the remnants of a spine road running east
/ west. The Glasgow-Dumbarton railway line, running immediately north of the site, acts as a
barrier between the site and Milton with limited crossing opportunities. 
The nearest train station is located at Bowling, approximately half a mile to the east of the site.
Bus services to the station include the 1A, 1B, 1E and ‘The One’ which stops on the A814
Dumbarton Road entrance to the station. There are no park and ride facilities at Bowling train
station. 
The site is ideally situated for access to and from the Strategic Road network. The A82 provides
a link east to Glasgow (12 miles, approximately 45 minutes’ drive). The M8 provides an
alternative link to Glasgow and the rest of the central belt and can be accessed via the Erskine
Bridge in around 5 minutes by car (5 miles) at Junction 30. From here, the M8 / A8 also links
west to settlement in Inverclyde. 
Glasgow Airport (total of 9 miles, approximately 20 minutes’ drive) and Paisley (total of 15 miles,
approximately 35 minutes’ drive) are also accessible from the M8 at Junction 30.
Development Zones

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Environmental Statement Non-Technical Summary
West Dunbartonshire Council - Exxon Site development Project
Design with community in mind   4 
The EIA has assessed land use and development activity proposed at site specific areas (Zone
A - G) and the site as a whole. This is discussed in further detail in relation to the proposed
development in Section 3.3 –  Key Development Parameters, Zones and Sub-Areas and
represented in Figures 3.1 – Parameters Plan and Figure 3.2 – Internal Subdivisions Plan
within Volume 2 of the ES.
Site Use and Planning History 
The majority of site comprises land at the former Esso Oil Terminal, Bowling, which was
previously occupied and is currently owned by Esso Petroleum Company (hereafter ‘Esso’).
This area was historically used as a fuel distribution terminal from the 1920’s until the 1990’s.
The former terminal has been vacant and unused since decommission and clearance was
completed in 2001. 
As a result of the site’s previous use, contamination by hydrocarbons is still present on the site.
Esso has previously undertaken discrete voluntary remediation works, and a more extensive
programme of works is now planned to be undertaken under planning permission DC18/013
prior to the construction of the proposed development. This implementation of DC18/013
therefore forms the Future Baseline scenario on top of which likely impacts from the proposed
development have been assessed in this EIA. 
The proposed development is being progressed by WDC under the Glasgow and Clyde Valley
City Deal. The SBC and OBC identify the site as crucial to West Dunbartonshire’s future
economic development and will make a significant contribution to economic growth across the
City Region. 
Environmental Characteristics 
Relevant environmental sensitivities affecting the site and its immediate surroundings are: 
 Contamination: the site is currently contaminated due to its historical use as the former
Esso Oil Terminal, Bowling. The current landowners are undertaking voluntary remediation
of the site as approved by a separate planning permission (reference: DC10/013) and site
remediation is expected to be fully complete by Autumn 2021. As a result, the EIA has been
prepared on the basis that these remediation works are sufficient to facilitate the
construction and operation of the proposed development, and existing contamination is not
considered a factor for consideration within the ES;
 Ecological Designations: Sections of the River Clyde foreshore and Milton Island area
which are within the site boundary lie within the Inner Clyde Special Protection Area (SPA),
SSSI and Ramsar Site (wetlands of international importance). These ecological
designations extend immediately outwith the site; 
 Watercourses: The River Clyde bounds the site to the south and Milton Burn bi-sects the
western part of the site before discharging southwards in the Milton Island area. In addition
to the River Clyde, there are several smaller watercourses which flow through/close to the
site: Milton Burn, Auchentorlie Burn, and two un-named watercourses referred to as ‘West
Drain’ and ‘East Drain’ throughout the ES;
 Flood Risk: The site is within an area of flood risk, with a high risk of flooding from both
coastal inundation and fluvial flooding associated with Milton Burn identified. In addition
groundwater lying close to the surface has been identified;
 Listed Buildings: Dunglass Castle is a Category B Listed Building which lies within the site
boundary; and
 Topography: The topography of the site is gently sloping which broadly falls from north to
south towards the River Clyde, whilst the embankment of a dismantled railway traverses
the site from the north-west to the north-eastern site boundary. Levels on site range from
0m AOD to 30m AOD. 
These environmental sensitivities have directly informed the assessment of likely environmental
effects from the proposed development as presented throughout the EIA.

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Environmental Statement Non-Technical Summary
West Dunbartonshire Council - Exxon Site development Project
Design with community in mind 5
2.2 The Surrounding Area
The site in a strategic position on the transport network being adjacent to the A82 Trunk Road
within proximity to the Erskine Bridge which provides links to the M8 and wider strategic road
network. It is situated at the gateway to the Vale of Leven and Loch Lomond as well as onwards
to Argyll and the Highlands, whilst also being within proximity to the Glasgow city region. It
consequently offers several competitive advantages.
There are three additional SSSI are located within 2 km of the site. The closest of these is Haw
Craig - Glenarbuck SSSI which is 1 km north-east of the site at its closest point. This SSSI is
designated for its rocky slopes and mixed ash woodland. One Local Nature Reserve (LNR), The
Saltings LNR, is 2 km south-east at its closest point. It comprises regenerated woodland and
meadow and is notable for its wetland habitats.
In terms of non-statutory designations, there are five Local Nature Conservation Sites (LNCSs)
within 2 km of the site. The nearest LNCS is Auchentorlie Wood LNCS, which is c. 200 m north
of the site at its closest point.
Generally, the topography surrounding the site rises to the north becoming highly undulated,
whereas the landform levels off to the south of the river, where flat arable fields offer open views
of the landscape.
A high ridge runs broadly east to west, creating a distinctive stretch of higher ground to the north
of the site. The Kilpatrick Hills ridge ascends steeply north of the site, north of Bowling and
Milton, and reaches heights of around 360 m AOD, approximately 2.5 km from the site.
The south facing landform falls from the Kilpatrick Hills towards to the lowlands, where the site
is located on low lying land adjacent to the River Clyde estuary. South of the site, on the south
side of the River Clyde, the landform begins to rise gently with Bishopton located at around 35
m AOD, approximately 2 km to the south of the site.
2.3 Cumulative Development
The EIA Regulations require likely significant cumulative effects from a development proposal
in combination with other relevant existing or approved developments to be identified and
assessed within an ES. To be considered ‘relevant’, existing or approved developments need
to be:
 Subject to either an extant planning permission or valid planning application (site allocations
or potential future developments are not considered relevant as insufficient information and
certainty is available to enable meaningful assessment);
 Located within 2km of the site (the Study Area adopted in many technical assessments
presented in this ES); and,
 Of a scale and type which has the potential to directly or indirectly interact with the proposed
development. Individual householder planning applications, applications to vary existing
planning permissions and other minor applications with no clear relationship to the site or
the proposed development were therefore excluded from further consideration.
To inform this EIA a full cumulative developments search was undertaken in February 2019 and
updated in September 2019, with a further minor update undertaken in March 2020. Relevant
cumulative developments identified from these searches, which have been taken account of in
the technical assessments presented in Chapters 6 – 13, are listed in Table 2.1 below and
shown on Figure 2.2 – Cumulative Developments Plan. Of note:
 No relevant cumulative developments were identified to the south of the River Clyde (all are
located within the WDC area); and,
 Existing development present within 2km of the site is considered as a receptor or impact
source (as appropriate) within each technical assessment rather than as cumulative
development. This includes projects currently under construction which will be completed
prior to the construction of the proposed development.

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Environmental Statement Non-Technical Summary
West Dunbartonshire Council - Exxon Site development Project
Design with community in mind   6
Table 2.1: Relevant Cumulative Developments 
Planning
Application
Reference
Overview
Proposed Development (Pending Consideration
DC19/163
DC19/162
Review of Minerals Permission relating to DC02/187 and amendment of Condition
2 to allow continuation of operations at Dumbuckhill Quarry beyond the current
consented expiry date of 2024 (up to 2041).
Approved Development
DC18/013
Remediation of ground at former Esso Oil Terminal, including excavation, treatment
& replacement of soils, treatment of ground water and installation of a sheet pile
wall - by Esso Petroleum Company Limited (‘Esso’).
DC16/175
DC17/092 
Conversion and extension to former church to form 10 dwellings with associated
alterations and parking. Leven Street, Dumbarton
DC16/055 Alteration to existing planning permission for residential development, Castle Road,
Dumbarton.
DC18/207 Construction of a 250KW hydropower scheme and associated infrastructure 
DC15/270
DC16/116
DC16/117
DC16/262
DC16/263
DC17/186
DC17/188
DC17/041
Assorted planning permissions for the regeneration of Bowling Harbour comprising
retail, commercial, leisure and residential uses, including improvement to public
realm, pedestrian and vehicular access, road infrastructure, woodland
management, water space strategy, car parking and associated landscaping. 
Table 2.1 includes planning permission DC18/013 (granted March 2019) for voluntary
remediation works on land at the former Esso Oil Terminal, Bowling. This is considered relevant
as whilst land subject to construction activities for the proposed development will first need to
undergo suitable remediation and be determined to be suitable for use through the completion
of a robust verification process, there remains the potential for other activities associated with
planning permission DC18/013 (including future monitoring) to remain ongoing at the point of
initial construction of the proposed development.

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Environmental Statement Non-Technical Summary
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Design with community in mind   7
3 The Proposed Development
3.1 Overview 
The proposed development comprises the redevelopment of the former Esso Oil Terminal,
Bowling and adjacent land for the erection of a commercial-led mixed-use development, as
shown on Figure 3.1 – Parameters Plan and Figure 3.3 – Indicative Masterplan. 
The key elements of the proposed development are: 
 Up to 44,550m2 2 commercial and light industrial development, comprising a mix of Storage
& Distribution, Industrial, Business and Office space as detailed below;
 New link road with associated drainage and lighting infrastructure;
 Upgraded existing public road (A814);
 New junction on the A82 at Dumbuck with closure of the existing junction;
 Remodelled junction on the A82 at Dunglass;
 Enhanced routing of NCN Route 7 in the vicinity of the site;
 New underpass of the Glasgow – Dumbarton Railway at the western access to the site;
 Remodelled railway overbridge at the eastern access to the site;
 Flood mitigation works;
 Environmental mitigation works (but not remediation); and
 Site drainage works. 
The proposed development represents the outcome of a detailed masterplanning exercise
which has been undertaken to demonstrate the capacity of the site, accommodate existing
environmental characteristics and provide new transport infrastructure to meet identified local
needs. The development capacity of the site is outlined on an illustrative basis in Figure 3.3 –
Indicative Masterplan.
3.2 Key Physical Characteristics
Key Development Parameters, Zones and Sub-Areas 
As shown on Figure 3.1 - Parameters Plan the site has been divided into seven ‘Development
Zones (Zones A, B, C, D, E, F and G) and a number of constituent sub-areas relating to historic
site uses are also shown on Figure 3.2 – Internal Subdivisions Plan. The development zones
have been defined for the purposes of this EIA in relation to clusters of similar proposed end-
uses as illustrated on Figure 3.3 – Indicative Masterplan. For each zone, a set of parameters
for development has been defined within which there is flexibility in the final design and layout
of buildings. Key development parameters are highlighted in Table 3.1 below. 
Whilst each key element will be implemented in accordance with Figure 3.1 - Parameters Plan,
they will also be subject to further detailed design and consenting. Following the granting of
PPiP for the proposed development, a suite of applications for the Approval of Matters Specified
in Conditions (AMSC) will need to be submitted and approved in order to fully authorise the
construction and operation of the proposed development. 
2 The Indicative Masterplan (see Figure 3.3) developed to support the PPiP application includes specific provision
for 44,512m2 of mixed commercial floorspace within the site. Reflecting the ‘in principle’ nature of the proposed
development, an aggregate floorspace limit of 44,550m2 is sought in the PPiP application. No material difference in
environmental effects associated with the erection and subsequent operation of the proposed development in full
is considered likely.

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Design with community in mind   8
Table 3.1: Internal Subdivisions 
Development Zone
Esso Land
‘Internal
Subdivisions’ 
Proposed Land
Use
Key Development
Parameters
Zone A: Office and
Industrial
Eastfield (EFD) Class 2 Office 1,752m2
floorspace
Total proposed
commercial
floorspace:
44,550m2 3 Class 5 Industrial 9,900m2
floorspace
Zone B: Business Centrefield (CFD) Class 4 Commercial 7,860m2
floorspace
Zone C: Storage &
Distribution
Westfield A (WFA)
Westfield B (WFB)
Southern part of
Westfield C (WFC)
Class 6 Storage &
Distribution
25,000m2
floorspace
Zone D: Landscaping Northern part of
WFC
Western edge of
WFA
Landscaping and
public realm 
LVIA and Ecology ES chapters
jointly develop design
principles for this area and
identify the need for a
Landscape Framework to be
prepared to inform detailed
design (at AMSC stage).
Zone E: Open Space &
Green Corridor
Greenfield (GFD)
Northfield (NFD)
No physical development proposed – to be left as open
space and landscaped Green Corridor (including for
maintenance access)
Zone F (corridor based) Parts of: NFD, WFC,
WFB, CFD, EFD
and GFD
Transport &
Drainage
Infrastructure
• 1.95km new spine road
with associated drainage
and lighting;
• 1.32km of upgraded
existing public road (A814);
• New junction on A82 at
Dumbuck with closure of
the existing junction;
• Remodelled junction on the
A82 at Dunglass;
• Enhanced routing of 475m
of National Cycle Network
Route;
• New underpass of Glasgow
– Dumbarton Railway at
western site access;
• Remodelled railway
overbridge at the eastern
access to the site;
• Flood mitigation works
(including improvements to
Milton Burn channel);
• Site drainage works
(including outfall at
southern extent of Milton
Burn corridor).
Zone G: Dunglass Castle
(protection of setting of
heritage assets)
Heritage Area Castle retained with no development proposed 
3 The Indicative Masterplan (Figure 3.3) developed to support the PPiP application includes specific provision for
44,512m2 of mixed commercial floorspace within the site. Reflecting the ‘in principle’ nature of the proposed
development, an aggregate floorspace limit of 44,550m2 is sought in the PPiP application. No material difference
in environmental effects associated with the erection and subsequent operation of the proposed development in
full is considered likely.

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Environmental Statement Non-Technical Summary
West Dunbartonshire Council - Exxon Site development Project
Design with community in mind   9 
Within the development zones corresponding to land at the former Esso Oil Terminal, Bowling
a series of ‘Internal Subdivision’ areas have also previously been defined by Esso in relation to
their historic use, as shown on Figure 3.2 - Esso Land Internal Subdivisions Plan. It should
however be noted that:
 As the site of the proposed development extends beyond the Esso landownership, some
development zones incorporate other land, including some land already owned by WDC
and other third party land which is to be acquired by WDC; and,
 The Esso Oil Terminal, Bowling land ownership to be acquired by WDC includes the eastern
corridor of the Milton Island SSSI. This is outwith the site of the proposed development and
no development works are proposed in this location.   
Whilst each key element will be implemented in accordance with Figure 3.1 - Parameters Plan,
they will also be subject to further detailed design and consenting. Following the granting of
PPiP for the proposed development, a suite of applications for the Approval of Matters Specified
in Conditions (AMSC) will need to be submitted and approved in order to fully authorise the
construction and operation of the proposed development. 
Commercial and Industrial Floorspace 
The proposed development includes up to approximately 44,550m2 of mixed commercial and
light industrial floospace. As noted in Chapter 1, Figure 3.3 - Indicative Masterplan (which
has been used to identify the likely significant environmental effects of the proposed
development) includes specific provision for 44,512m2 of mixed commercial floorspace within
the site. Reflecting the ‘in principle’ nature of the proposed development, an aggregate
floorspace limit of 44,550m2 is sought in the PPiP application. No material difference in
environmental effects associated with the erection and subsequent operation of the proposed
development in full is considered likely.  Based on the quantum of mixed commercial floorspace
illustrated on Figure 3.3, the proposed breakdown of commercial and light industrial floorspace
by use class is listed in Table 3.2. 
Table 3.2: Proposed Development Quantum - Commercial and Light Industrial 
Development Quantum Square Metres (m2)
Class 2 Financial and Professional Services 1,752
Class 4 Business 7,860
Class 5 General Industry 9,900
Class 6 Distribution 25,000
Total (indicative based on above use classes) 44,512
Maximum Commercial and Industrial Floorspace (Ceiling) 44,550
Access 
The proposed development itself incorporates two new or upgraded junctions onto the
surrounding road network, together with an internal access road, path enhancements and
suitable parking provision. 
3.3 Key Operational Characteristics 
Once constructed, the proposed development will operate as a commercial-led mixed-use
development with seven ‘Internal Subdivisions’ (Zones A – G). Once operational the key
characteristics of the development will be those normally associated with a commercial-led
mixed-use development, anticipated to include:
 The undertaking of light industrial and commercial economically productive activities, with
associated employment; 
 Movement of people (workers and visitors) with associated cars, bicycles and pedestrians
to, from and within the site;
 Movement of Heavy and Light Goods Vehicles in and out of the site making deliveries; and
 Landscape maintenance.

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Design with community in mind   10
3.4 Materials, Natural Resource Usage, Emissions and Waste 
The construction of the proposed development will utilise land and construction materials
including bricks, roofing tiles, cement, concrete, timber, asphalt, piping, etc). Soil (reused from
onsite resources wherever practicable) and seeded grass or turf will also be used for
landscaping purposes. Once occupied the proposed development will use non-domestic energy
and utilities infrastructure. 
Where possible, excavated material will (depending on type) be used to backfill excavations
and for site re-profiling purposes where appropriate. It is not expected that any material would
be unsuitable for re-use in this way, though in the unlikely event that such material arises it will
be disposed off-site in line with relevant waste disposal regulations. 
In the context of WDC and the Scottish Government having declared a climate emergency, the
operational phase of the proposed development will be underpinned by a co-ordinated Energy
Strategy. This document will set out an energy strategy for the site including opportunities to
maximise energy efficiency and the potential deployment of low or zero carbon energy
generating technologies. 
Once completed and operational, the proposed development will be serviced by a commercial
waste management and recycling contractor which will be appointed by the Applicant. The
proposed development has been designed to accommodate heavy goods vehicles in areas
where access would be required for uplifting waste and delivering supplies. The quantity and
type(s) of waste during the operational phase cannot be predicted at this stage, as this would
depend on the occupiers of the proposed development and the implementation of waste
management legislation unrelated to the proposed development.       
3.5 Consideration of Alternatives 
Paragraph 4 of Part II of Schedule 4 of the EIA Regulations requires an ES to include an outline
of the main alternatives considered by the applicant, indicating the main reasons for the choice
made, taking into account the environmental effects. 
Although the EIA Regulations do not expressly require the applicant to study alternatives, the
nature of certain developments and their location may make the consideration of alternative
sites a material consideration. In such cases, the ES must record this consideration of
alternative sites. More generally, consideration of alternatives (including alternative sites, choice
of process, and the phasing of construction) is widely regarded as good practice and resulting
in a more robust application for planning permission. 
Section 3.7 of ES Volume 1 identifies the alternatives considered, which are summarised
below: 
 No development: for example, the site remaining vacant brownfield land, a scenario that
offers no benefits to the local economy and the wider context (including wider transport
improvements associated with the proposed development); and
 Alternative forms of development: as presented within Section 3.7 of the ES Volume 1.

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Design with community in mind   11
4 Assessment Methods
4.1 Overview of EIA 
EIA is a process which aims to identify a project’s likely significant environmental effects, identify
mitigation measures to reduce the level of or avoid those effects, and assess the residual
significance of predicted environmental effects taking account of all proposed mitigation and
enhancement measures. This process helps to ensure that predicted significance effects, and
the scope for reducing them, are properly understood by the public and the relevant consenting
authorities before determining an application for a development proposal.   
The EIA Regulations emphasise that EIA is a process rather than an output and involves the
following key stages: 
 Assessment work: culminating in the preparation of an ES in accordance with information
requirements prescribed by the EIA Regulations; 
 Public consultation on the application for planning permission, the ES and any other
relevant information. Consultation may be iterative rather than only occurring once during
the EIA process; 
 Examination: by the relevant authority of the information presented in the ES and other
relevant information including that received through consultation; and
 The authority coming to a reasoned conclusion on the residual significant effects of the
proposed development on the environment, prior to the determination of any related
consenting application. 
The EIA process therefore encompasses all stages of considering environmental issues
associated with projects, from initial identification of relevant issues through to assessing the
residual significance of predicted environmental effects and securing required mitigation. This
ensures that all required mitigation is subsequently carried out in the implementation of projects.
EIA therefore directly influences the design, construction, operation and, where relevant,
decommissioning of proposed projects, as well as providing information to decision makers. 
4.2 EIA Screening and Scoping 
Having regard to the nature of the proposed development and known environmental sensitivities
within and surrounding the site, the Applicant is of the view that EIA is appropriately provided in
relation to the planning application for the proposed development. Consequently, the proposed
development is an EIA Development under Regulation 6(c) of the EIA Regulations by virtue of
the submission of the ES to accompany a planning application for the proposed development. 
An EIA screening request was submitted by the Applicant to West Dunbartonshire Council on
1st April 2015, to confirm whether the proposed development would constitute EIA Development
and obtain clarity on the required scope of the EIA.  The response received from the Council
confirmed that an EIA would be required. 
In May 2015 a Scoping Report was submitted to West Dunbartonshire Council. This report was
set out on a topic by topic basis and provided a summary of each topic proposed to be covered
within a future EIA. A formal EIA Scoping Opinion was adopted by the Council in June 2015 to
define the required scope of the EIA; this is provided in Appendix 4.1 of ES Volume 2. This
Scoping Opinion draws upon EIA scoping consultation responses provided by relevant
consultees. 
In accordance with the EIA Regulations and best practice, the ES is based on the EIA Scoping
Opinion and includes the information which the Applicant considers to be required to inform a
reasonable conclusion on the significant effects of the proposed development on the
environment, taking into account current knowledge and methods of assessment. Any material
departures from the EIA Scoping Opinion are robustly justified within the appropriate technical
assessment chapter of the ES.

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Design with community in mind   12
4.3 Consultation 
In addition to formally requesting the Council adopt an EIA Scoping Opinion in respect of the
proposed development, additional consultation has been undertaken to provide information,
discuss assessment methods and findings, and to agree mitigation measures and design
responses. Consultation has been undertaken with stakeholders including (please not this is
not an exhaustive list):
 Scottish Natural Heritage;
 Historic Environment Scotland;
 Royal Society for the Protection of Birds;
 Scottish Environmental Protection Agency; and
 Transport Scotland. 
A programme of community engagement has also been undertaken, as detailed within the
statutory Pre-Application Consultation Report submitted in support of the planning
application for the proposed development. 
4.4 EIA Methodology
Establishing Baseline Conditions 
A range of site surveys and data collection exercises have been used to identify current
environmental conditions at the site and within the surrounding area. The surveys undertaken
are reported in each of the technical assessments provided in Chapters 6 – 13 within ES
Volume 1. 
Each environmental topic has been subject to investigation and assessment to identify and
evaluate likely significant environmental effects. The survey and assessment methodologies
deployed were based on recognised best practice and guidance relevant to each topic area,
details of which are provided within relevant technical assessment ES chapters (Chapters 6 –
13). 
Impact Assessment 
The likely effects of the construction and operational phase of the proposed development were
then characterised, taking account of impact duration and all proposed embedded mitigation, to
identify the predicted magnitude of change on each sensitive receptor. 
Establishment of Effect Significance 
The approach to assigning significance to predicted environmental effects is not itself detailed
within the EIA Regulations, meaning that it is necessary to develop effect significance thresholds
to underpin the assessments reported in ES Volume 1. These effect level and significance
thresholds are defined on a topic specific basis within the technical assessments presented in
Chapters 6 – 13 of ES Volume 1, taking account of relevant regulations, guidance, standards,
the advice and views of consultees, and expert judgement. All thresholds were based on the
generic criteria set out in Table 4.1 below. 
Table 4.1: Generic Significance Criteria 
Level of Effect Criteria
Significant
Substantial These effects are assigned this level of significance as they
represent key factors in the decision-making process.  These
effects are generally, but not exclusively, associated with sites
and features of national or regional importance.  A change at a
district scale site or feature may also enter this category.
Major These effects are likely to be important considerations at a local or
district scale and may become key factors in the decision-making
process.

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Design with community in mind   13 
Level of Effect Criteria
Moderate These effects, while important at a local scale, are not anticipated
to be key decision-making issues.  
Not significant Minor These effects may be raised as local issues but are unlikely to be
of importance in the decision-making process.  
Negligible or No
Effect
Either no effect or effect which is beneath the level of perception,
within normal bounds of variation or within the margin of
forecasting error.  Such effects should not be considered by the
decision-maker. 
Effects that are described as ‘substantial’, ‘major’ or ‘moderate’ are determined to be significant,
whereas effects that are described as ‘minor’ or ‘negligible’ are determined to be not significant.
Mitigation and Enhancement 
In line with EIA best practice, the iterative EIA, planning and design processes for the proposed
development have been undertaken in tandem, with close dialogue maintained between the
Applicant, EIA project team, project architect and other advisors. This has allowed an
overarching suite of mitigation measures and commitments to be incorporated into the proposed
development from the outset, in order to both address potentially adverse effects and enhance
its environmental performance.  There are termed embedded mitigation measures and are
identified in Section X.5 within the technical assessments presented in Chapters 6 – 13 within
ES Volume 1. 
Where necessary to avoid likely significant adverse effects, minimise adverse effects or
enhance the environmental performance of the proposed development, additional mitigation
and potential enhancement measures are also identified throughout the EIA process. These
measures are termed ‘further mitigation and enhancement’ and are defined within Section X.7
within the technical assessments presented in Chapters 6 – 13 within ES Volume 1. 
Chapter 15 – Schedule of Mitigation provides a consolidated schedule of all mitigation and
enhancement measures proposed to avoid significant adverse effects and enhance beneficial
effects from the construction and operation of the proposed development. 
Residual Effects 
Residual effects are the environmental effects that will remain after the incorporation of both
embedded and additional mitigation measures. It is the level of these residual effects which
should be considered when assessing the significance of the proposed development, rather
than the unmitigated effects as unmitigated effects will not occur. For example, ‘whilst a
proposed development may affect protected species, appropriate mitigation has been identified
to ensure that likely significant effects on such species do not occur.’

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Design with community in mind   14
5 Likely Significant Effects
5.1 Overview 
The detailed technical assessments provided in Chapters 6 – 13 in ES Volume 1 identify the
following likely significant residual effects from the construction and operation of the proposed
development. In all cases, the technical assessments are based on the characteristics of the
site and the surrounding area and the key parameters of the proposed development detailed in
Chapter 2 – Site and Surrounding Area and Chapter 3 – The Proposed Development. 
Taking account of all proposed mitigation and enhancement measures, the only residual
significant effects (beneficial or adverse) which are considered likely to arise from the proposed
development are: 
Taking account of all proposed mitigation and enhancement measures (as summarised in
Chapter 15), the only residual significant effects (beneficial or adverse) which are considered
likely to arise from the proposed development are:
Transport (Chapter 9)
Operational Phase
 Improved accessibility and connectivity for road users from Zone F Transport Infrastructure:
Moderate/Substantial Beneficial and Long-Term effect; and
 Improved amenity for pedestrians and cyclists from Zone F Transport Infrastructure:
Moderate/Substantial Beneficial and Long-Term effect.
Landscape and Visual (Chapter 12)
Operational Phase
 Local landscape character effects experienced post 15 years of operation experienced
within the site and from the Inner Clyde Site of Special Scientific Interest (SSSI), Special
Protection Area (SPA) and Ramsar site: Moderate Beneficial and Long-Term effect. 
The assessments presented in Chapters 6 - 13 of ES Volume 1 conclude proposed
construction activities and the subsequent operation of the proposed development are also likely
to result in a range of other beneficial and adverse effects, each of which would be not significant
in the context of the EIA Regulations. 
Sections 5.2 – 5.9 below provide a non-technical summary for each of these technical
assessments. Section 5.10 then summarises the assessments provided in Chapters 6 - 13 of
ES Volume 1 regarding the likely impact iterations and synergistic effects from the proposed
development.
5.2 Ground Conditions 
Chapter 6 – Ground Conditions provides an assessment of the likely effects of the proposed
development on terrestrial ground conditions, considering the geology, hydrogeology and
ground stability within and in the immediate vicinity of the site. The assessment also provides
details of the geological conditions and the presence of potentially contaminated land and
hazardous materials. 
The principal aspects considered within the chapter are:
 The likely impacts of both the construction phase and operational phase of the proposed
development on the ground conditions (contamination and stability) and the associated
effects on the environment and human health; and
 The likely impacts of the ground conditions (contamination and stability) on the proposed
development and the associated effects. 
To assess an effect associated with ground conditions, the extent and nature of the potential
hazard (a substance or situation that has the potential to cause harm or pollution) is assessed,
exposure pathways (a means by which that the hazard moves along / generates exposure) are
identified, and sensitive receptors or resources (an entity that is vulnerable to the potential

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adverse effects of the hazard) are identified and appraised to determine their value and
sensitivity to contamination related impacts. 
Identification of the current Baseline conditions and potential for contaminated ground to be
present is based on a review of current and previous land use activities.  The redevelopment
site has been zoned with Low and Very Low potential for contamination for areas with no or
limited contaminating landuses to High for some areas of the former Esso Oil Terminal, Bowling. 
The following baseline conditions have been identified through this assessment: 
 Ground conditions – made ground, marine deposits (comprising both granular and cohesive
horizons), bedrock;
 Water environment – the site lies on the Kinnesswood Formation permeable aquifer
(moderately permeable aquifer), and the Ballagan Formation and Cochno Lava Mambe non
or weak permeable aquifers. The River Clyde runs along the southern body of the site,
whilst Milton Burn and Auchentorlie Burn run through the western part of the site and
immediately east of the site respectively; 
 Ecological systems – there are three ecologically important resources bordering the site
boundary bordering and within the southern portion of the site: the Inner Clyde Special
Protection Area (SPA), Site of Scientific Interest (SSSI) and Ramsar site. These sites are
designated for non-breeding birds; 
 Contamination – The site investigation has identified sources of potential contaminants,
including asbestos, ash and fill, metals and hydrocarbons, all of which are a legacy of the
site’s historic land uses; and
 Ground stability – the soft, loose ground – potential compressibility of materials used to infill
parts of the site and the areas underlain by Raised Tidal Flat Deposits. Groundwater levels
close to the surface, where ground comprises fine grained marine deposits, particularly in
the western part of the site, potential for running sands is assessed as High. Six geological
fault lines also cross the site. 
There is ground condition data for the majority of the land that comprises the former Esso Oil
Terminal, Bowling and this has informed the proposed remediation by others.  Following
implementation of the proposed remediation the future Baseline conditions the ground
conditions within the former terminal will not be detrimental to human health (noting that the
proposed remediation is in the context of a commercial/industrial use without buildings and on
existing topographic levels); and that will prevent or limit the entry of Hazardous Substances
into the Water Environment. 
A number of design features and embedded mitigation measures have been incorporated into
the design and construction of the proposed development to avoid, prevent or minimise
significant adverse environmental effects and to enhance beneficial effects.  The main elements
are: 
 Further ground investigation and monitoring will be undertaken to inform the design and
option selection. It is envisaged that any soil and geology conditions revealed by the
additional investigation requiring mitigation can be dealt with through design measures.  Any
remedial measures such as gas protection measures or provision of clean cover in areas
not subject to ground level raising and used as open space areas requiring incorporation
into the completed development will be defined in a remedial strategy and agreed with the
regulator prior to works beginning on site;
 Construction activities will be carried out in full compliance with relevant legislation and
guidance such as the approved codes of practice published by the Health and Safety
Executive (HSE);
 A Construction Environmental Management Plan (CEMP) will be developed which will set
out procedures to protect environmental receptors and workers during the construction
phase and will include protocols to manage unforeseen ground conditions; and
 The movement of excavated earth and soils around the site will be undertaken under an
Earthworks and Materials Movement Strategy and a CL:AIRE compliant Soil Management
Plan. The CL:AIRE Definition of Waste Code of Practise (DOWCOP) requires that material
proposed for re-use should not present a risk to human health or the environment.  Imported

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soils will conform to site specific chemical quality requirements and ensure material does
not present a risk to human health or the environment.
Significant residual adverse effects are not considered likely to occur and no monitoring of likely
effects per se is proposed. Additional mitigation however includes further site investigation and
monitoring to inform the design and option selection whilst gaining a better understanding of the
ground conditions. Additionally, the movement of excavated soils around the site will be carried
out under a CL:AIRE compliant Materials Management Plan.
5.3 Water, Hydrology & Flood Risk
Chapter 7 – Water, Hydrology & Flood Risk provides an assessment of the likely effects of
the proposed development on the water environment, which includes fluvial and tidal hydrology,
flood risk, surface water drainage and water supplies. The assessment has been informed by a
Flood Risk Assessment and Hydraulic Modelling Report.
Methodology
The principal aspects considered within this assessment are:
 Flood risk and the impact on the development, including baseline hydraulic modelling;
 Foul and surface water management;
 Pollution prevention; and
 The impact of engineering activities on the water environment.
Baseline Conditions
Hydrological Context
The River Clyde forms the southern boundary of the site and is the principal watercourse in the
area, with mudflats and saltmarshes located to the west and south of the site.
The River Clyde adjacent to and downstream of the site falls within the ‘Clyde Estuary - Outer’
water body (ID: 200320) as classified under the WFD. It has been designated as a ‘Heavily
Modified Water Body’ (HMWB) on account of “physical alterations that cannot be addressed
without a significant impact on navigation and from an increased risk of subsidence or flooding”.
The water body’s current overall status (2017) is classified as ‘Moderate’ ecological potential.
In addition to the River Clyde, there are several smaller watercourses which flow through/close
to the site (which are not specifically categorised under WFD).
The Milton Burn flows from the hillside to the north of the site, through the village of Milton,
beneath the A82 and the railway line, and through the site from north to south (between the
‘GFD’ and ‘NFD’ areas (internal sub-division Zone E)). The Milton Burn is culverted beneath the
access track along the line of the former railway within the site, before discharging into the area
of salt marsh and tidal mudflats at the south-western area of the site.
The Auchentorlie Burn flows from the hillside north of the site, draining a small rural catchment
to the east of Craigunnock Quarry. Information provided by WDC confirms that the Auchentorlie
Burn does not flow through the site but flows through a culvert to the north and east of the site.
The lower reaches of this watercourse flow through the adjacent ‘Scott’s Yard’ site before
discharging to the River Clyde at Bowling Harbour.
‘West Drain’ is an unnamed watercourse which has been identified as flowing from a point
approximately 450m north west of the site, adjacent to the public cycle path. It is suggested by
a 2016 survey that the end of the channel, within the north-western area of the site, enters a
piped drainage system which flows in a southerly direction, potentially passing beneath the
railway line and into the River Clyde.
‘East Drain’ is an un-named watercourse which has been identified as flowing from the hillside
immediately to the north of the site. A 2016 survey confirmed suggests that ‘East Drain is piped
beneath the A82 and discharges into a pond area between the A82 and the railway (north of
the site). There are pipes which appear to be outfall pipes from the pond area, passing beneath
the cycle path adjacent to the railway, before appearing to pass beneath the railway, and
possibly entering the north of the site.

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Existing Drainage
Key existing drainage infrastructure relevant to the site has been established from historical
service plans (dated 1993), site walkover, topographical survey of the site undertaken in 2010
and 2014, and watercourse channel and hydraulic structures survey undertaken in 2016.
The historical services plans of the site indicate the presence of extant drainage systems, which
originate within the site, and in the case of the surface water drainage system, discharge into
the River Clyde.
An existing channel runs adjacent to the route of the former railway line within the site. The
channel begins at the western end, fed by a small drainage channel flowing from the north. At
the eastern end the channel enters a concrete section, which meanders around a ‘railway
interceptor’, before entering a culvert via a sluice gate. The 1993 service plans for the site and
the 2016 survey suggest that the culvert flows in a south easterly direction to an outfall into
Dunglass Basin.
In addition to being fed by existing drainage systems within the site, it is also possible that the
flows into the channel come from the ‘East Drain’ system to the north of the railway, via the
pipes which appear to pass beneath the railway.
The historical service plans for the site, indicate a localised surface water drainage system
shown to pass through the ‘EFD’ area from north of the site (internal sub-division Zone A) (i.e.
passing beneath the railway). The drainage system may therefore have been removed as part
of the remediation of the ‘EFD’ area or may still be in place.
There may be further extant drainage systems within the site which have not been identified
above. It should be noted that it was not confirmed whether the 1993 drainage plans were
comprehensive at the time of production, whether any of the indicated assets have been
removed, or whether further drainage assets were constructed at a later date.
A review of Scottish Water public sewer records indicates that there are no public sewers
located within the majority of the site. There is, however, a combined sewer located to the north
west of the site, which serves part of the village of Milton. The system appears to drain to a
small treatment plant and/or pumping station located outside of the western boundary, which
appears to have an outfall/overflow into the River Clyde.
Existing highways and junctions which lie within the site boundary would be expected to be
served by highway drainage systems. Survey of these systems are yet to be undertaken.
Tidal Flood Risk
In 2005 the RCFMS was prepared on behalf of Glasgow City Council. This study included the
development of an ISIS hydraulic model of the River Clyde. In order to refine understanding of
the baseline tidal flood extents within the site, the River Clyde model outputs were re-processed,
by PBA, against an updated 3D ground model for the site.
The updated modelling confirmed that the risk to the site during the 1 in 10 (10%) annual
probability tidal event is not as significant as suggested by the SEPA flood maps, with only a
small area within ‘WFA’ and ‘WFC’ (internal sub-division Zones C and D) affected by tidal
flooding in this scenario (apart from the Dunglass Basin and the River Clyde channel itself).
Significant areas within the ‘WFA’, ‘WFB’, ‘WFC’ and ‘CFD’ areas of the site (internal sub-
division Zones B-D), and a small area to the north of the former railway line in both the ‘NFD’
and ‘GFD’ areas of the site (Zone E), are located within the 1 in 200 (0.5%) annual probability
tidal flood extent. These areas are therefore within the defined ‘Functional Floodplain’
associated with the River Clyde and are considered as being at a ‘high likelihood’ of tidal
flooding.
When the projected impacts of climate change are considered, the modelled flood extents
extend towards the northern boundary of the site and indicate that the majority of the site will
be impacted by a 1 in 200 (0.5%) annual probability plus climate change tidal event, with the
exception of the ‘EFD’ area (internal sub-division Zone A), a small part of the ‘WFB’ and ‘WFC’
areas (internal sub-division Zone C and D), and areas of the site north of the railway.
It is a requirement that the projected impacts of climate change be considered in the assessment
of flood risk and the design of mitigation measures. The RCFMS included application of a +20%
climate change allowance to fluvial flows. With respect to sea level rise, the climate change

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allowance applied to the extreme tides in the RCFMS was based on the UKCIP02 (UK Climate
Impact Projections 2002) Medium-High emissions scenario to 2080, which resulted in the
application of a 300mm increase in tidal level at the downstream end of the model. Although
climate change guidance has been updated since the RCFMS was undertaken, it was agreed
with WDC and SEPA that the River Clyde model would not need be updated for the purposes
of defining the design flood levels at the site. 
The peak water level local to the site, taken from the RCFMS, for the 1 in 200 (0.5%) plus
climate change allowance is 4.84m AOD.
Fluvial Flood Risk from Milton Burn 
A new 1D-2D linked hydraulic model of the Milton Burn was constructed by PBA to assess the
baseline fluvial flood risk to the site. A +20% climate change allowance was applied to fluvial
flows in the Milton Burn as agreed with SEPA. 
The model outputs for Milton Burn indicated, when compared to the ‘tidal only’ baseline results,
that the fluvial influence results in no additional flooding to the ‘WFA’, ‘WFC’, ‘CFD’ and ‘EFD’
areas of the site (internal sub-division Zones A-D), but flooding within the ‘GFD’ and ‘NFD’ areas
(internal sub-division Zone E) begins to occur during lower order events (i.e. during the 1 in 10
(10%) annual probability event) and is more significant during the 1 in 200 (0.5%) annual
probability and the 1 in 200 (0.5%) annual probability plus climate change events. To the north
of the railway line, but predominantly contained south of the A82, significant flooding from Milton
Burn is predicted during all modelled events. 
SEPA further requested that a ‘fluvial only’ flood risk baseline be modelled, the results of which
indicated similar results to those obtained from the joint tidal and fluvial modelling discussed
above, demonstrating that fluvial flood risk from Milton Burn within the GFD’ and ‘NFD’ areas
(internal sub-division Zone E) and to the north of the railway line (as described above) remains
significant regardless of the tidal levels in the River Clyde. 
Fluvial Flood Risk from ‘East Drain’ 
Flows into the site are likely to be restricted by the capacity of the pipes passing beneath the
railway line and on this basis the risk of flooding within the site is likely to be limited. 
Due to the relative levels of the site, the railway line and the pond area, it may possible for any
water that backs up in the pond to overtop the railway line and impact upon the site in an extreme
event, however this would only be expected to affect the ‘NFD’ area of the site, where no
development is proposed, and notwithstanding the above, is unlikely to be more significant than
flooding from the River Clyde or Milton Burn. 
Fluvial Flood Risk from ‘West Drain’ 
Anecdotal information indicates that there are recorded incidences of flooding on or near the
cycle path in the north west of the site. As the catchment of ‘West Drain’ is likely to be relatively
small, this suggests there may be capacity issues with the channel and/or culverts at the
downstream end of ‘West Drain’. 
As the former underpass beneath the railway line has been infilled, there is no pathway for flood
flows associated with ‘West Drain’ to impact upon the main part of the site south of the railway,
but any flooding associated with ‘West Drain’ could impact on the north-western area of the site,
to the north of the railway. Due to the small catchment, flooding is likely to be localised. 
Fluvial Flood Risk from Auchentorlie Burn 
In correspondence included as part of the appendices, SEPA confirmed that there is no
requirement to consider Auchentorlie Burn further in the assessment of flood risk and drainage
at the site. The lower reaches pass through the adjacent ‘Scott’s Yard’ site and do not enter the
site boundary.
Pluvial Flood Risk 
SEPA online Flood Map indicates that parts of the site are considered as being at a ‘medium’
(1 in 200 (0.5%) annual probability) to ‘high’ (1 in 10 (10%) annual probability) likelihood of
surface water flooding. The SEPA online maps indicate this source of flooding is predominantly
a risk to the ‘GFD’ and ‘NFD’ areas of the site (internal sub-division Zone E) which will remain
undeveloped. Further localised areas of pluvial flood risk are indicated across other areas of the

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site which would be expected to be adequately addressed by development of the site and a
sustainable surface water management strategy.
Groundwater Flood Risk 
SEPA online Flood Map shows indicative areas where there is a likelihood of groundwater
flooding. According to the map, groundwater is unlikely to influence the duration and extent of
flooding from within the site or its immediate vicinity. However, BGS data suggests a risk of
groundwater flooding in some areas, on balance therefore, tidally influenced groundwater
flooding was determined to require consideration in the proposed mitigation measures. 
Future Baseline 
Future baseline conditions are expected to replicate the current baseline conditions, as the
completed remediation strategy is expected to restore site levels to the existing grade and will
not affect the operation of surface water drainage systems. However, some degree of increase
in tidal flooding and/or fluvial flooding may occur due to the impacts of climate change.
Proposed Mitigation/Enhancement 
A collection of embedded and further mitigation measures has been prepared to avoid, prevent
and minimise the likely significant effects on the water environment, including: 
 Raising ground floor finished floor levels of proposed buildings to 5.5mAOD or above; 
 Raising external ground levels (car parks and areas surrounding buildings) and access
roads to 4.9mAOD or above;
 Provision of walls around railway underpass to a top level of 4.9mAOD or above to the east
of the railway line;
 Provision of walls around railway underpass to a top level of 8.5mAOD or above to the west
of the railway line;
 De-silting of a section of the Milton Burn between the A82 and a point south of the railway
crossing (including beneath the structure) by a depth of approximately 200mm;
 Introducing a new flood relief culvert under the railway, to the north east of the proposed
access road underpass;
 Creation of a drainage channel along the toe of the north side of the railway embankment
to convey out-of-bank flood flows towards the relief culvert;
 Create a drainage channel along the toe of the north side of the western access road
embankment to convey flood flows towards the relief culverts beneath the road;
 Introduce three culverts under the western access road, to the west of the Milton Burn, to
allow flows to pass out into the tidal estuary;
 Introduce a culvert to facilitate the western access crossing over the Milton Burn;
 Permanent surface water drainage and SuDS to ensure sufficient treatment of surface
waters prior to discharge from the development;
 Surface water discharges to non-tidal watercourses (if required) to be attenuated to pre-
development rates;
 Extant surface water drainage systems within the site which may convey flows from areas
of the site which are to remain undeveloped or from areas outside of the site, will be retained
and/or diverted as appropriate as part of the development;
 Regular inspection and maintenance of flood mitigation infrastructure and drainage
infrastructure will be implemented to maintain the performance over the lifetime of the
development;
 Use of construction phase SuDS;
 Developing and adhering to a Construction Environmental Management Plan (CEMP)
including a Pollution Prevention Plan (PPP) and appropriate Controlled Activities
Regulations (CAR) Authorisations, which will include monitoring of the site activities to
ensure compliance; and

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 Adherence to national relevant guidance, legislation and good practice in construction
methods.
Residual Effects 
Taking account of further mitigation and enhancement measures, all likely residual construction
phase effects on flood risk and water quality can be reduced to slight/moderate or lower levels
and would therefore be considered Not Significant in the context of the EIA Regulations. 
Operational phase residual effects would also be Not Significant as any risks to water quality,
flooding, site users and portable water supply will be managed by the proposed flood mitigation
works and the proposed on-site surface water management systems including appropriate
SuDS features. 
5.4 Ecology 
Chapter 8 – Ecology provides an assessment of the likely effects of the proposed development
on sensitive ecological receptors within the site and the surrounding area. This assessment has
been undertaken in line with the Guidelines for Ecological Impact Assessment issued by the
Chartered Institute of Ecology and Environmental Management (‘the CIEEM Guidelines’)
(‘2018). In accordance with relevant statutory and policy requirements the PPiP application for
the proposed development is also accompanied by a standalone Habitats Regulations
Appraisal (HRA) – Appropriate Assessment Report.  
Baseline Conditions 
A series of surveys were undertaken to establish the ecological baseline conditions at the site
and to identify potential sensitivities at the site. The baseline ecological conditions are the site
were as follows:
 A number of statutory and non-statutory designated sites for nature conservation were
identified within 2km of the site. This included the inner Clyde SPA/ Ramsar and SSSI which
is of international/ National value;
 The proposed development site is dominated by bare ground considered to be of negligible
nature conservation value. However, the terrestrial habitat surveys within the site identified
a mosaic of the following habitats: Ephemeral/ Short Perennial, Marshy grassland (including with
scrub), standing water and swamp habitats and broad-leaved woodland. These habitats were
generally considered to be widespread and common habitats, however, the habitats of
greatest ecological value for the site were identified to be those associated with the intertidal
environment (saltmarsh and inter-tidal mudflats) which have an internationally restricted
distribution; and
 A number of protected/ notable species were identified to use the site and its surroundings.
Overwintering birds, commuting/ foraging bats and otters on site were identified as
potentially being ecologically significant at the site. In addition, the site was also identified
as potentially being important for a variety of invertebrate taxa. 
baseline study identified the following ecological features. The potential impacts of the
proposed development were assessed:
 Inner Clyde Special Protection Area (SPA), Ramsar (wintering redshank population –
qualifying feature);
 Inner Clyde SSSI (non SPA/Ramsar features) (wintering birds and saltmarsh habitats);
 On -site Habitats: Ephemeral/ Short Perennial, Marshy grassland (including with scrub),
standing water and swamp habitats and broad-leaved woodland; 
 Wintering birds in Terrestrial Habitats On Site - Non-SPA/ SSSI Species;
 Breeding Bird – On site;
 Otter;
 Invertebrates; and
 Bats (Foraging and commuting).

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Mitigation and Enhancement 
A number of mitigation measures have been incorporated into the design, construction and
operational phases of the proposed development to avoid significant adverse environmental
effects on sensitive ecological receptors. These cover the following main themes: 
 Protection of ecologically sensitive features and retained vegetation;
 Development and implementation of a Construction Environmental Management Plan, to
include measures and procedures for:
o Details of important ecological features/ habitats, how they are to be protected; 
o Appointment of an Ecological Clerk of Works (ECoW) to undertake regular
environmental monitoring of site;
o Details of update ecological surveys that may be required;
o Where further vegetation clearance is required prior to the commencement of
construction works, clearance will be conducted in the winter months where possible.
The Ecological Clerk of Works will provide input on the appropriate approach;
o Implementation of best practice mitigation measures in relation to pollution prevention
control (i.e. dust and silt control, oils, fuels/ materials storage and pollution prevention
and control);
o Implementation of an ecologically informed lighting strategy; and
o Incorporation of sensitive timing and adaptation of working methods to minimise
disturbance to wildlife.
 Detailed design of new road and drainage to have cognizance of relevant ecological
interests, in particular to allow hydrological permeability along the road. The culvert will also
require to be designed to allow free movement of otters along the Milton Burn;
 Incorporation of green buffers and corridors to provide/maintain ecological connectivity
along the waters edge, to provide separation of people and the Inner Clyde SPA/
Ramsar/SSSI and to soften the visual effects of the proposed development and screen the
sensitive ecological features associated with the Clyde from potentially disturbing activities;
 Maintenance and/or creation of conditions suitable for saltmarsh within areas south of the
new road;
 Sensitive management of Milton Burn; and
 Development and implementation of a detailed Landscape Framework.
Residual Effects 
Taking account of all proposed mitigation and enhancement measures, no residual likely
significant ecological effects (in CIEEM and EIA terms) were identified through ecological impact
assessment undertaken for the proposed development. 
It is important to note that a separate HRA has been carried out to assess likely significant
effects and any likely adverse effects on relevant European Sites, as detailed in the submitted
HRA Appropriate Assessment Report. This identifies a series of Likely Significant Effects (in
HRA terms only) on the qualifying features of the Inner Clyde SPA & Ramsar Site but concludes
that, taking account of proposed mitigation (and enhancement) measures, there would be no
adverse effects (in HRA terms) on the integrity of  these European Sites.
5.5 Traffic & Transport 
Chapter 9 – Traffic & Transport provides an assessment of the likely effects of the proposed
development on traffic, transport and access. The assessment builds upon a Transport
Assessment provided in Appendix 9.2. The Transport Assessment contains a more detailed
analysis of predicted changes in traffic flows and travel patterns resulting from the proposed
development. 
In accordance with relevant policy requirements and guidelines, the assessment identifies and
examines the sensitivity of receptors compromising he users of key links within the local road

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network surrounding the site. With the adoption of a Construction Traffic Management Plan
(CTMP) as part of a wider Construction Environmental Management Plan (CEMP), the
assessment concludes that the construction phases of the proposed development is not likely
to result in any significant effects on identified receptors. 
To identify likely operational traffic effects from the proposed development on the identified
receptors, consideration was given to the predicted percentage change in traffic flows on
selected links within the local road network. Other factors including the existing level of base
flows and whether the proposed development would have any road safety implications were
also take account of in order to determine the level and thus EIA significance of likely operational
phase effects. 
The assessment concludes that predicted that the construction and operational phases of the
proposed development are not likely to generate traffic flows of a level that would be likely to
trigger significant traffic effects within the context of the EIA Regulations. In all cases, the
assessed roads and junctions are considered likely to experience only Slight Adverse effects
from traffic generated by the proposed development. The development of on-site paths and
proposed contributions to the development of off-site paths is however likely to result in a
Moderate Beneficial effect on the local walking and cycling network, which would be significant
in the context of the EIA Regulations.
5.6 Air Quality 
Chapter 10 – Air Quality provides an assessment of the likely effects of the proposed
development on local air quality. The assessment was undertaken in accordance with guidance
from the Institute of Air Quality Management (IAQM) and national and local policy. 
The air quality effects associated with the construction and operation phases of the proposed
development have been assessed. The chapter described the existing baseline air quality close
to the proposed development and assessed the impact of the construction and operation of the
proposed development on local air quality. The construction phase impacts have been assessed
in accordance with the IAQM guidance on the assessment of dust from demolition and
construction and has found that following implementation of the embedded mitigation measures
in the form of a CEMP, which would include all mitigation measures for low risk sites as set out
within the IAQM guidance, the impact of the construction phase would not be significant. 
The impacts of traffic generated by the operational development has been predicted using
detailed dispersion modelling and in accordance with current air quality planning guidance
published by EPUK and IAQM. The assessment has considered impacts on sensitive human
receptors (residential and educational receptors) and designated ecological habitats within 250
m of the road links identified by the transport consultants (PBA) within the vicinity of the Site.
The assessment has concluded that impacts on both human and ecological receptors would be
negligible as a result of additional vehicle movements on the adjacent road network. No further
mitigation measures are therefore required beyond those embedded within the proposed
development. 
Overall, the operational air quality effects of the proposed development are judged to be not
significant within the context of the EIA Regulations. 
5.7 Noise & Vibration 
Chapter 11 – Noise & Vibration provides an assessment of the likely effects of noise and
vibration effects of the construction and operational proposed development on the sound and
vibration climate at noise sensitive receptors around the site. 
An unattended environmental sound survey was undertaken at three locations around the
proposed development site in 2016 in order to establish the existing sound climate. 
Noise impacts associated with the construction phase could impact on nearby properties.
Therefore, mitigation measures should be incorporated through the Construction Environmental
Management Plan to minimise the impacts. This should include use of best practicable
measures. With these measures in place the residual impact would be deemed as negligible. 
Traffic flows associated with the development (including cumulative traffic flows) have been
assessed to determine the impact on the existing road network and the potential increase of

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Design with community in mind   23
noise on existing receptors. The level of residual impact that development traffic is likely to have
on existing receptors is deemed to be negligible. 
With the use of suitably worded conditions and appropriate mitigation, plant noise emissions
form the proposed development are unlikely to have an impact on existing receptors and is
deemed to be negligible. 
The assessment demonstrates that with the adoption of appropriate mitigation measures, the
proposed development site is unlikely to be subject to, or result in, any significant noise or
vibration effects.
5.8 Landscape & Visual 
Chapter 12 – Landscape & Visual provides and assessment of the likely landscape and visual
effects of the proposed development. The LVIA has been carried out by experienced Chartered
Landscape Architects in accordance with appropriate industry standard guidance and in
accordance with a tried and tested methodology. It has been informed by consultation with
statutory consultees, desktop analysis and site survey. 
The site in general is a large expanse of flat reclaimed bare ground generally consisting of
demolition rubble with areas of gravel ephemeral grass, regenerated scrub and young trees.
Most of the site is degraded and Zones A, B and C is currently undergoing soil remediation.
However, Zone E is covered with a mixture of grassland, woodland and marshy grassland in
the western part with denser scrub in the eastern part. There are also groups of mature trees
and woodland within field (part of Zone F) between the North Clyde railway and the A814
Glasgow Road/A82 and along disused railway line and along the eastern boundary. There are
linear group of trees and shrubs associated with the North Clyde railway line and a belt of mature
broadleaved trees along the eastern boundary of Zone A. 
There are open views across the site to the south across the River Clyde to higher moorland
and within Zone G Dunglass Castle and the Obelisk Memorial, both listed buildings are
positioned on a rocky cliff next to the river. 
The landscape and visual embedded mitigation comprise an integrated landscape and ecology
approach, which includes the following key principles:  
Construction Phase
 The implementation of a Construction Environmental Management Plan (CEMP). Of
relevance to this assessment, the CEMP will include measures and procedures regarding
the management of construction traffic, working hours and identification of appropriate
locations for siting of compounds and stockpiles. The CEMP will also specify the use of 2
metre hoardings and perimeter mounding to screen low-level activity where it forms a
significant part of a view from an identified landscape or visual receptor; 
 The implementation of a Construction Traffic Management Plan (CTMP). Of relevance to
this assessment, the CTMP will include measures and procedures to allow for continuity of
access along local roads and the NCN7. As detailed further in Chapter 9 – Transport, a
temporary dedicated cycle crossing point and localised diversion will be installed at the north
east corner of the site during the construction of Access East. A phased approach and
localised diversions will be adopted during the construction of Access West, thereby
maintaining a continuous route for both cyclists and road users; and 
 Identification of trees, tree groups and hedges that require removal, protection for those to
be retained close to the works, and proposals for reinstatement detailed in plans.  All works
will be undertaken to British Standards.  Stockpiled soils will be protected, traffic would be
managed, and the siting and height of temporary buildings, cabins, equipment and lighting
carefully considered to minimise visual effects.
Operational Phase
 Siting - selection of a derelict brownfield former industrial site in need of redevelopment
within a wider area where the existing character is influenced by current industrial
development and where there is a tradition of industrial/commercial development
associated with the River Clyde;

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Environmental Statement Non-Technical Summary
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Design with community in mind   24
 Maximum height of proposed buildings limited to 11m to minimise visual effects (the ZTV
was calculated on the basis of this parameter);
 Design features as outlined within the submitted Design and Access Statement and
indicative Masterplan;
 Detailed design of proposed buildings and structures will be informed by massing studies,
the development of lighting, biodiversity and landscaping strategies, public consultation,
and feedback from the West Dunbartonshire Place & Design Panel. In particular:
o Sensitive lighting design to reduce light spillage and glare;
o Sensitive design of new relief drainage culverts and enhancement of Milton Burn culvert
(under new road) to blend into the wetland landscape;
o Retention of existing trees and vegetation where practicable, that is ecologically or
visually important - specifically within Zones D and E, adjacent to Dunglass Castle and
Milton Burn;
o Creation of a green buffer along the edges of Zone F (adjacent to the proposed
carriageways and junctions), including native tree and shrub planting and the provision
of wildflower meadows planting to enhance both the landscape and ecological
connectivity;
o Salt marsh planting within cleared open ‘glade’ areas south of the new road (Zone F)
adjacent to or within the Milton SSSI;
o Creation of an attractive a 15m open frontage along the river (Zone E) which allows for
pedestrian connectivity and views across the river. The planting of new native trees and
shrubs within open space to sensitively provide some screening/softening effects of the
new development and to provide/maintain ecological connectivity along the waters’
edge;
o Sensitive management of Milton Burn along the edges of Zone F (within Milton Island
SSSI), including new riparian and salt marsh planting to enhance wetland landscape;
o Creation of a naturalistic wooded setting along waterfront to Zone A to include extensive
areas of native tree and shrub planting.  The creation of attractive formal landscape
within Zones B & C around the new buildings with pockets of native planting providing
some biodiversity interest, as illustrated on the Site Masterplan 30953/3503/001 Rev C;
and
o Provision of connections to the NCN7 at both ends of the site, with section of NCN7
running continuously through the site upgraded to include improved crossing facilities
for pedestrians and cyclists on the A814 (toucan crossing) and a 3.0m shared footway.
Two toucan crossings will also be provided to the west of the site. Sustrans have been
consulted on the design of the route and agreed it is acceptable to them. 
During operation, the landscape assessment identified long term, direct, adverse effects of a
moderate level of significance upon the Inner Clyde Site of Special Scientific Interest (SSSI),
Special Protection Area (SPA) and RAMSAR and local landscape character of the site. 
Long term, adverse effects upon most landscape features and elements - district landscape
character area, the trees and vegetation within the site, pond, watercourses and wetland habitat
and sections of the PRoW, NCN Route 7 and Core Path were assessed as being minor
adverse, and therefore not significant. 
During construction the visual assessment identified temporary, direct, adverse visual effects:  
 With a moderate level of significance assessed for VP3: Colquhoun Road. This is due to
the tree removals associated with the new modification works at the new upgraded
A82/A814 junctions which would form a large part of these short-term views particularly
close to this junction;
 With a moderate level of significance assessed for VP7: Core Path at Dove Cottage.  This
is due to construction activities of the new buildings along the water frontage on the opposite
bank of the River Clyde which would be clearly perceptible;
 With a minor level of significance for most representative views including VP1, VP2, VP4,
VP5 and VP6; and

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Environmental Statement Non-Technical Summary
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Design with community in mind 25
 With a negligible level of significance for VP8 and VP9.
During operation, the visual assessment identified long term, direct, adverse effects:
 With a moderate level of significance assessed for VP7: Core Path at Dove Cottage. This
is due to distant views of the new buildings along the water frontage on the opposite bank
of the River Clyde which are perceivable from these high sensitivity receptors;
 With a minor level of significance is assessed for VP3: Colquhoun Road. This is due close
views of the upgraded A82/A814 junction and new buildings visible in the middle distance
from some elevated properties within Milton which likely to be perceivable within open and
wide views across the river;
 With a minor level of significance for most representative views including VP1, VP2, VP3,
VP4, VP5 and VP6; and
 With a negligible level of significance for VP8 and VP9.
At 15 years after planting, the landscape assessment identified long term, direct, beneficial
effects:
 With a moderate level of significance upon the Inner Clyde Site of Special Scientific
Interest (SSSI), Special Protection Area (SPA) and RAMSAR and local landscape character
of the site and Local Landscape Character of the site; and
 With a minor level of significance upon LCA 9: Green Corridors and Unit 9a: River Clyde,
Trees and vegetation within the Site, Ponds, watercourses and wetland habitat within the
Site and the Public Rights of Way and Cycle Routes within the site.
At 15 years after planting, the visual assessment identified long term, direct, beneficial effects:
 With a moderate level of significance assessed for VP7: Core Path at Dove Cottage;
 With a minor level of significance for most representative views including VP1, VP2, VP3,
VP4, VP5 and VP6; and
 With a negligible level of significance for VP8 and VP9.
5.9 Archaeology & Heritage
Chapter 13 – Archaeology & Heritage provides an assessment of the likely effects of the
proposed development upon cultural heritage assets. Specifically, it considers the effects
relating to the setting of designated heritage assets (Scheduled Monuments, Listed Buildings,
Inventory Gardens and Designated Landscapes, Inventory Battlefields and Conservation
Areas).
The chapter draws upon the results of a desk-based assessment that has gathered data from
various sources to identify potentially affected assets and characterise the archaeological
potential of the site. This desk-based work has been verified and augmented through a walkover
survey. In line with relevant guidance, the potential effects of the proposed development have
been assessed with regard to the change in the affected assets’ cultural significance.
Two Category B Listed Buildings lie within Zone G of the site: Dunglass Castle and the adjacent
Obelisk Memorial to Henry Bell. No works affecting the physical fabric of these is proposed, but
the development of the site will change their setting. The current design includes embedded
mitigation measures to preserve the setting of these and it is considered that the proposed
development will not have a significant effect in respect of the Listed Buildings. The proposed
development will not substantively affect the setting of any designated assets in the surrounding
area.
Aside from the Listed Buildings, no heritage assets have been recorded previously within the
site. The baseline study has established that the greater part of the site lay in the intertidal zone
until its reclamation in a series of phases starting in the late 18th/early 19th century. These
reclaimed areas were latterly occupied by a fuel depot. This has been demolished and a
programme of remediation has recently received planning consent. As formerly intertidal land,
the reclaimed areas have low archaeological potential. This will be further reduced by the
consented remediation works. Attached to the planning consent for the remediation works is a
condition requiring a programme of archaeological works. This will result in the recording and

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Environmental Statement Non-Technical Summary
West Dunbartonshire Council - Exxon Site development Project
Design with community in mind   26
excavation of any archaeology present in the areas of remediation ahead, rendering these areas
archaeologically sterile. Nevertheless, an area of elevated archaeological potential has been
identified at the western end of the site as a number of Roman artefacts have been recorded in
this vicinity. Ground disturbance in this area will be limited, but there is potential for previously
unrecorded archaeology to be affected. This potential will be addressed through a programme
of archaeological works that will allow for the identification and appropriate recording of any
archaeology in the construction footprint. This will offset the physical loss of such remains and
there will be no significant residual effects. 
5.10 Environmental Interactions 
Chapter 13 – Environmental Interactions builds upon the individual technical assessments
presented in Chapters 6 – 13 to provide an assessment of likely impact interactions and
synergistic effects from the construction and operation of the proposed development. 
The assessment concludes that the operational phase of the proposed development is likely to
generate a limited number of significant beneficial environmental and amenity effects, with no
significant adverse effects predicted.

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Environmental Statement Non-Technical Summary
West Dunbartonshire Council - Exxon Site development Project
Design with community in mind   27
6 Mitigation and Monitoring Requirements 
Chapter 15 of ES Volume 1 provides a consolidated schedule of all mitigation and
enhancement measures proposed to avoid significant adverse effects and enhance beneficial
effects from the construction and operation of the proposed development.  It is reproduced
within this NTS in full as the measures are reported in a summary form and in nontechnical
language. 
The schedule of mitigation is provided to assist the Council as the relevant local planning
authority and EIA competent authority to secure proposed mitigation measures and monitoring
arrangements within any planning permission granted for the proposed development. 
6.2 Proposed Mitigation Measures 
Table 6.1 below summarises all mitigation and enhancement measures committed to by the
Applicant for the construction and operational phases of the proposed development. This
includes reference to specific sections of ES Volume 1 – Main Text where the full details of
proposed mitigation and enhancement measures are set out.

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Environmental Statement: Non-Technical Summary
West Dunbartonshire Council - Exxon Site development Project
Design with community in mind 28
Table 6.1 – Summary of Proposed Mitigation Measures
Mitigation / Enhancement
Measure Type
Proposed Measures
Ground Conditions
1. Development and implementation of detailed construction phase protocols to identify and manage any unforeseen ground
conditions (contamination or ground instability).
2. Post remediation monitoring of ground gases and vapours to confirm residual gas regime. This will determine potential need
for welfare and office accommodation to be raised off the ground to mitigate ground gas ingress and/or incorporation of gas
protection measures in the permanent buildings.
3. Intrusive investigations on areas of unknown ground to inform detailed design, in particular for Access East and Access West
in Zone F and for other proposed infrastructure. Further ground investigation to be undertaken to inform road and building
design as required. As the consented voluntary remediation (Esso) does not consider use of the site as public open space,
supplementary investigation, assessment and mitigation if needed may be required in any proposed open space areas not
subject to ground level raising.
4. Testing and quality specification of imported clean materials for use in ground raising. Movement of excavated soils to be
undertaken under a CL:AIRE compliant Materials Management Plan which will incorporate importation and re-use criteria.
The CL:AIRE code of practice requires demonstration of consultation and agreement with the regulators.
5. Preparation and implementation of Earthworks and Materials Movement Strategy (Section 6.6 refers).
6. Implementation of safe and suitable piling and other ground improvement techniques as required, taking account of ground
conditions and ground stability risks.
7. Provision of Foundation Works Risk Assessment (FWRA) following confirmation of proposed foundation solution and
appointment of contractor.
8. Type of construction materials to be in-ground (potentially subjected to aggressive ground conditions) to be specified with
due consideration to the ground conditions and detailed design layout.
Design Features
9. Development in accordance with submitted planning application drawings, in particular Figure 3.1 – Parameters Plan.
10. Development and implementation of Energy Strategy for the site (Section 3.4 refers).
11. Adoption of avoidance and mitigation measures (in accordance with Mitigation Hierarchy) to avoid adverse effects on Inner
Clyde SPA, SSSI and Ramsar Site qualifying and special interests (as detailed in Sections 8.6 and 8.8). Measures also
summarised within the submitted HRA Appropriate Assessment Report.
12. Provision of connections to the NCN7 at both ends of the site, with section of NCN7 running continuously
through the site upgraded to include improved crossing facilities for pedestrians and cyclists on the A814 (toucan
crossing) and a 3.0m shared footway.
13. Two toucan crossings to be provided west of the site.
Flooding and Drainage
14. Works within the water environment to be subject to CAR Authorisation (SEPA).
15. Implementation of Flood Risk Management Strategy as per Appendix 7.2 – FRA, including:
i. Maintenance of Green Corridor along River Clyde frontage in Zone E.

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Environmental Statement: Non-Technical Summary
West Dunbartonshire Council - Exxon Site development Project
Design with community in mind 29
Mitigation / Enhancement
Measure Type
Proposed Measures
ii. Channel clearing and improvement/maintenance works to Milton Burn.
iii. Ground and finished floor levels and other flood mitigation measures as specified in Chapter 7 and
Figure 7.2 - Conceptual Flood Mitigation Strategy.
16. Surface water management strategy as specified in Chapter 7 and Figure 7.3 - Conceptual Surface Water
Management Areas.
17. Development and implementation of construction phase Flood Response Plan.
Construction Phase Pollution
Prevention Measures
Proposed Development
18. Development and implementation of Construction Environmental Management Plan (CEMP), to include measures and
procedures for:
iv. Contractor management.
v. Materials, chemicals and hazardous substances storage.
vi. Construction traffic and parking management.
vii. Dust Management Plan including relevant construction dust mitigation measures as specified in IAQM
Guidance.
viii. Matters relating to dust and silt control, oils, fuels and materials storage, pollution prevention and control,
and the protection of hydrological receptors;
ix. Deployment of suitable containment systems and suitable treatment or settlement facilities;
x. Construction Drainage Plan including use of construction phase SuDS, incorporating appropriate
treatment prior to discharge to the water environment. SuDS measures to be installed prior to the main
construction activities, including any earthworks. Any runoff from earthworks and stockpiles to be routed
through the appropriate construction SuDS measures prior to discharge to the water environment.
xi. Excavations to be left open for the minimum period required to avoid ingress of water, minimise erosion
and the need for de-watering in compliance with CAR General Binding Rule 11. Drainage or pumping
from excavations to be minimised through design. Temporary cut-off drains to be installed, if required to
prevent surface water runoff entering excavations.
xii. Access tracks to incorporate appropriate drainage measures routed to the construction SuDS measures
prior to discharge.
xiii. Regular inspection of surface water management measures and maintenance.
xiv. Clean runoff from vegetated areas or offsite to be kept clean and diverted around the construction works
to avoid mixing with sediment laden water.
xv. Oil storage in accordance with General Binding Rules (GBRs) 26, 27, and 28 Provision of spill kits and
use of drip trays for any refuelling activities.
xvi. Regular inspection and maintenance of vehicles, tanks and bunds.

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Environmental Statement: Non-Technical Summary
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Design with community in mind 30
Mitigation / Enhancement
Measure Type
Proposed Measures
19. Concrete and mortar preparation to be sited on impermeable areas at least 10m away from watercourses or surface water
drains.
20. Consideration to provision of oil separator if required.
21. Adoption of specific management measures for short-term storage and testing of any suspected contaminated material
encounter (post remediation).
22. Development and implementation of Soil Management Plan (and associated Earthworks and Materials Movement
Strategy – see above), including procedures for:
i. Areas stripped of hardstandings, earth and vegetation will be kept to a minimum at any one time.
ii. Soil loss and erosion will be minimised through careful storage, reinstatement and landscaping.
iii. Stockpiles will be placed in areas of minimal risk of slippage or erosion from drainage and will not be
located within 20m of the ‘West Drain’, Milton Burn or River Clyde.
23. Construction site management and activities to be sited and undertaken in accordance with relevant guidance within
BS5228-1:2009+A1:2014 to minimise noise and vibration effects.
24. Further quantitative noise and vibration assessments to be undertaken as required to inform detailed design at AMSC stage.
25. Regular inspection and maintenance of watercourse channels, crossings, flood mitigation assets, surface water drainage
infrastructure and SuDS features.
26. Discharge of foul effluent to Scottish Water public sewer network for conveyance and treatment by Scottish Water.
27. Details of important ecological features/ habitats, if necessary informed by update ecological surveys;
28. Details of how important ecological features/ habitats are to be protected including procedures for site clearance,
specification for buffer zones and ecological fencing.
Construction Phase Ecological
Mitigation Measures (additional
to Pollution Prevention)
29. Appointment of ECoW for the duration of construction works to undertake regular monitoring of site operations
compliance with nature conservation legislation and policy, as detailed in Chapter 8 - Ecology.
30. Above-ground vegetation clearance to be conducted in the winter months under the supervision and guidance of
the appointed ECoW.
31. Development and implementation of Otter Mitigation Strategy.
32. Nesting brid checks prior to vegetation removal.
33. Appropriate timing and phasing of noisy construction activities and installation of visual screens and noise barriers to avoid or
minimise disturbance to the over wintering redshank and common tern breeding colony and passage/ wintering birds.
34. Retained trees on site and those present along the site boundary to be protected through the establishment of appropriate
buffer zones during construction in line with BS 5837:2012.
35. Implementation of an ecologically informed lighting strategy.
Construction Phase Other
Mitigation Measures
Proposed Development

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Environmental Statement: Non-Technical Summary
West Dunbartonshire Council - Exxon Site development Project
Design with community in mind 31
Mitigation / Enhancement
Measure Type
Proposed Measures
36. Construction activities to be carried out in full compliance with appropriate health and safety legislation, guidance
documents and approved codes of practice published by the Health and Safety Executive (HSE).
37. Adoption of safe working practices and use of appropriate personal protective equipment (PPE) in accordance
with appropriate RAMS
38. Development and implementation of Construction Traffic Management Plan (CTMP), to include:
i. Construction traffic routing, site access/deliveries, parking, contractor management, parking, fuels and
materials storage, standard dust and noise suppression techniques, and standard pollution prevention
and control techniques.
ii. Staff parking and plant/materials storage to be accommodated on suitable land within the site.
iii. Measures and procedures to allow for continuity of access along local roads and the NCN7 during
construction, as detailed in Chapter 9.
Landscape, Ecology and
Heritage Operational Mitigation
and Enhancement Measures
39. Incorporation of green buffers and retention and protection of existing vegetation as reflected on Figures 3.1 –
Parameters Plan and 3.3 - Indicative Masterplan.
40. Development and implementation of detailed Landscape Framework as detailed in Chapters 8 – Ecology and
12 - Landscape and Visual Impacts. This includes measures to underpin the detailed design, construction and
operation of the proposed development.
41. Sensitive management and enhancement of Milton Burn along the edges of Zone F.
42. Identification of trees, tree groups and hedges that require removal, protection for those to be retained close to the works,
and proposals for reinstatement
43. Maximum height of proposed buildings limited to 11m to minimise visual effects.
44. Design features as outlined on Figure 3.3 - Indicative Masterplan.
45. Detailed design of proposed buildings and structures to be informed by massing studies, the development of lighting,
biodiversity and landscaping strategies, public consultation, and feedback from the West Dunbartonshire Place & Design
Panel – as detailed in Chapter 8 – Ecology and Chapter 12 - Landscape and Visual Impacts.
46. Development and roads to be set back from listed Dunglass Castle and Obelisk Monument by 15m Green Corridor with tree
planting (Zones E and F).
47. Programme of archaeological works in Zone F prior to constriction – refer to Chapter 13 – Archaeology and Heritage.
Operational Phase Other
Mitigation Measures
48. Provision of a 15m wide area of open space along the bank of the Clyde (Zone E) and around the Dunglass
Castle and Obelisk Monument (Zone G), with landscape planting as illustrated on Figure 3.3 – Indicative
Masterplan.
49. Development and implementation of Landscaping Framework, to include appropriate habitat enhancement and features to
enhance the site for invertebrates.
50. Development and implementation of a Travel Plan to promote sustainable travel choices by staff and visitors.

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Design with community in mind   32
6.3 Management Plans 
As highlighted in bold within Table 15.1 above, many of the proposed mitigation and enhancement
measures will be developed and implemented through a suite of management plans and method
statements:
Design and Construction Phase
 Construction Drainage Plan;
 Landscape Framework;
 Otter Mitigation Strategy;
 Construction Environmental Management Plan (CEMP);
 Soil Management Plan;
 Earthworks and Materials Movement Strategy;
 Construction Traffic Management Plan (CTMP);
 Construction Flood Response Plan
Operational Phase
 Energy Strategy; and, 
 Travel Plan. 
In accordance with the EIA Regulations, it is expected that conditions may be attached to any planning
permission granted for the proposed development requiring these plans and statements to be submitted
by the Applicant, approved by WDC thereafter implemented during the construction and operational
phases of the proposed development as appropriate. 
To allow for a potential need to vary the individual measures or procedures detailed in these
management plans and statements after their approval (for example, to account for development
phasing or to address potential unforeseen changes in site conditions or environmental sensitivities
during the construction process), a suitable worded variation clause should be included in all relevant
planning conditions. Subject to written consent from WDC, this would enable the above management
plans to be varied after their initial approval and thereafter for the revised management plans to be
implemented.  
6.4 Proposed Monitoring Arrangements 
For the reasons detailed in Subsection X.10 of the technical assessments presented in Chapters 6 –
13, no monitoring is considered to be proportionate or required specifically in relation to the likely
residual effects of the proposed development.

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Environmental Statement: Non-Technical Summary
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Design with community in mind   33
Appendix A  Key EIA Figures
 Figure 2.1 – Site Location Plan
 Figure 2.2 – Cumulative Developments Plan
 Figure 3.1 – Parameters Plan
 Figure 3.2 – Internal Subdivisions Plan.
 Figure 3.3 – Indicative Masterplan

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OTHER LAND AT ESSO
OIL TERMINAL
Checked
Drawing Issue Status
Date of 1st Issue
Drawing Number
Designed
Revision
DrawnMark Revision ChkdDate
File Location: j:\30953 wdc exxon site access study\cad\dwgs\30953_4504_001 - site location plan.dwg
UTILITIES NOTE: The position of any existing public or private sewers, utility services, plant or apparatus shown on this
drawing is believed to be correct, but no warranty to this is expressed or implied.  Other such plant or apparatus may also
be present but not shown.  The Contractor is therefore advised to undertake their own investigation where the presence
of any existing sewers, services, plant or apparatus may affect their operations.
SCALING NOTE:  Do not scale this drawing - any errors or omissions shall be reported to Stantec without delay.
© Crown copyright and database rights          . Unauthorised reproduction
infringes Crown copyright and may lead to prosecution or civil proceedings.
Ordnance Survey
user name: ashwood, gareth
Approved
Appd
Drawn
GLASGOW
Tel:  0141 352 2360
stantec.com/uk
&RS\ULJKW UeVeUYeG
The copyrights to all designs and drawings are the property of Stantec.
Reproduction or use for any purpose other than that
authorised by Stantec is forbidden.
EXXON SITE REDEVELOPMENT PROJECT
FIGURE 2.1
SITE LOCATION PLAN
FOR PLANNING PURPOSES ONLY
30953/4504/001 D
20.02.19
1:6000
DMcL CS
DMcD DMcD
A Revised site boundary 28.02.19 CS DMcL DMcD
B Revised site boundary 02.04.19 CS DMcL DMcD
C Revised Exxon owned land boundary 11.09.19 davco DS DMcD
100020790
2020
Client
A3 Scale
D Revised site boundary 22.04.20 GJA DMcL/DS MJ

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DC16/175
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DC16/262
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DC17/041
RIVER CLYDE EXXON SITE
DUMBARTON
A82
M8A8
DC19/162
DC19/163
Checked
Drawing Issue Status
Date of 1st Issue
Drawing Number
Designed
Revision
DrawnMark Revision ChkdDate
File Location: j:\30953 wdc exxon site access study\cad\dwgs\30953_4504_003 - cumulative developments plan.dwg
UTILITIES NOTE: The position of any existing public or private sewers, utility services, plant or apparatus shown on this
drawing is believed to be correct, but no warranty to this is expressed or implied.  Other such plant or apparatus may also
be present but not shown.  The Contractor is therefore advised to undertake their own investigation where the presence
of any existing sewers, services, plant or apparatus may affect their operations.
SCALING NOTE:  Do not scale this drawing - any errors or omissions shall be reported to Stantec without delay.
© Crown copyright and database rights          . Unauthorised reproduction
infringes Crown copyright and may lead to prosecution or civil proceedings.
Ordnance Survey
user name: ashwood, gareth
Approved
Appd
Drawn
GLASGOW
Tel:  0141 352 2360
stantec.com/uk
&RS\ULJKW UeVeUYeG
The copyrights to all designs and drawings are the property of Stantec.
Reproduction or use for any purpose other than that
authorised by Stantec is forbidden.
EXXON SITE REDEVELOPMENT PROJECT
FIGURE 2.2
CUMULATIVE DEVELOPMENTS PLAN
FOR PLANNING PURPOSES ONLY
30953/4504/003 B
18.03.19
1:20000
DMcL CS
DMcD DMcD
A Revised site boundary  12.09.19 davco DS DMcD
B Revised site boundary & additional note 22.04.20 GJADMcL/DS MJ
100020790
2019
Client
A3 Scale
KEYKEY
SITE BOUNDARY
PLANNING APPLICATION
REFERENCES
Contains Ordnance Survey data © Crown copyright and database right 2020

Page 166

A
A
F
B
B
C
D
E
E
F
F
F
E
E
G
KEY
A = CLASS 2 & 5
B = CLASS 4
KEY
C = CLASS 6
D = LANDSCAPING
E = OPEN SPACE &
F = TRANSPORT &
DRAINAGE
G = DUNGLASS CASTLE
GREEN CORRIDOR
SITE BOUNDARY
OTHER LAND AT ESSO
OIL TERMINAL
Checked
Drawing Issue Status
Date of 1st Issue
Drawing Number
Designed
Revision
DrawnMark Revision ChkdDate
File Location: j:\30953 wdc exxon site access study\cad\dwgs\30953_4504_002 - ppip parameters plan.dwg
UTILITIES NOTE: The position of any existing public or private sewers, utility services, plant or apparatus shown on this
drawing is believed to be correct, but no warranty to this is expressed or implied.  Other such plant or apparatus may also
be present but not shown.  The Contractor is therefore advised to undertake their own investigation where the presence
of any existing sewers, services, plant or apparatus may affect their operations.
SCALING NOTE:  Do not scale this drawing - any errors or omissions shall be reported to Stantec without delay.
© Crown copyright and database rights          . Unauthorised reproduction
infringes Crown copyright and may lead to prosecution or civil proceedings.
Ordnance Survey
user name: ashwood, gareth
Approved
Appd
Drawn
GLASGOW
Tel:  0141 352 2360
stantec.com/uk
&RS\ULJKW UeVeUYeG
The copyrights to all designs and drawings are the property of Stantec.
Reproduction or use for any purpose other than that
authorised by Stantec is forbidden.
EXXON SITE REDEVELOPMENT PROJECT
FIGURE 3.1
PPIP PARAMETER PLAN
FOR PLANNING PURPOSES ONLY
30953/4504/002 E
20.02.19
1:6000
DMcL CS
DMcD DMcD
A Revised site boundary 28.02.19 CS DMcL DMcD
B Revised site boundary 02.04.19 CS DMcL DMcD
C Revised parameters 11.04.19 CS DMcL DMcD
100020790
2020
Client
A3 Scale
D Revised Exxon owned land boundary 11.09.19 davco DS DMcD
E Revised site boundary 22.04.20 GJA DMcL/DS MJ

Page 167

B
o
t
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R
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Bottom of Rockface
Bottom of Rockface
Bedrock
Bedrock
Bedrock
R
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M
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R
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M
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a
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W
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Top of Rockface
Concrete
Concrete
Concrete
Tarmac
Tarmac
Tarmac
Tarmac
Tarmac
Tarmac
Gravel
Gravel
D
r
a
i
n
D
r
a
i
n
D
r
a
i
n
D
r
a
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B
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R
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f
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Bedrock
Bedrock
Bedrock
Monument
Grass
Grass
Grass
Grass
Gate
Concrete
C
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Chain Link Security Fence
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l
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Bushes
Bushes
Bushes
Bushes
Bushes
Bushes
Bushes
RIVER CLYDE
RIVER CLYDE
Sump
Concrete
I
n
d
i
c
i
t
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W
a
l
l
Boulders
Site Cabin
Site Cabin
Site Cabin
W/C
B
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F
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M
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F
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Metal Fence
M
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F
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c
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M
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F
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c
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M
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B
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Remains of Building
Disused Car Park
Thick Brambles
Thick Brambles
Deciduous Trees
Deciduous Trees
Deciduous Trees
Deciduous Trees
Deciduous Trees
Deciduous Trees
Deciduous Trees
Deciduous Trees
Deciduous Trees
Deciduous Trees
Deciduous Trees
Bushes
Conc.
Grass
Grass
Conc.
Conc.
Tarmac
Disused Car Park
Grass
Grass
A
c
c
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R
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A
c
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Concrete
Tarmac
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Collapse
I
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Cables
Inv: 6.26, Dia: 150mm
Inv: 6.15, Dia: 150mm
T
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f
B
a
n
k
Bottom of Bank
B
o
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m
o
f
B
a
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C
h
a
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n
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Chainlink Fence
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Dense Scrub
Dense Scrub
Woodland
Woodland
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Deciduous Trees
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B
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Deciduous Trees
Deciduous Trees
Deciduous Trees
Concrete Pad
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Anchor
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BASIN
Fender
Fender
Fender
Fender
Fender
RIVER CLYDE
E 242,500
E 243,000
E 243,500
E 244,000
LOCH LMND A82LOCH LMND A82
H
'
B
R
G
H
LOCH
LMND A82LOCH LMND A82
H
'
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A
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LOCH LMND A82
H
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LOCH LMND A814
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B
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E
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B
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B
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B
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B
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B
a
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D
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D
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B
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B
a
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B
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B
a
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T
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f
B
a
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T
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B
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MAST
B
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(
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Rock
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Thick Brambles
Thick Brambles
M
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F
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M
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a
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F
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c
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M
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a
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F
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c
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Tarmac
Deciduous Trees
Deciduous Trees
Deciduous Trees
Soil Pile
A
c
c
e
s
s
R
d
A
c
c
e
s
s
R
d
Thick Brambles
Thick Brambles
I
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d
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S
l
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O
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l
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I
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S
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O
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y
Switch
357B
Breather
O
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g
e
P
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p
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S
i
g
n
a
l
S
p
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d
S
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C
a
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T
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o
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C
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B
i
n
A
W
S
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P
W
S
D
i
s
u
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d
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A
b
a
n
d
o
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d
S
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d
i
n
g
s
S
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g
n
a
l
L
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c
Speed Sign
Access Platform
Access Platform
H
a
n
d
R
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i
l
Access Gate
AWS
A
W
S
S
i
g
n
a
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S
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n
a
l
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F
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B
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T
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D
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b
a
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E
a
s
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S
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a
t
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L
u
b
r
i
c
a
t
o
r
s
B
l
a
c
k
B
o
n
d
B
l
a
c
k
B
o
n
d
Cable
Cable
C
a
b
l
e
T
r
o
u
g
h
C
a
b
l
e
T
r
o
u
g
h
C
a
b
l
e
T
r
o
u
g
h
C
a
b
l
e
T
r
o
u
g
h
M
i
l
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P
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s
t
L
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c
Y
D
6
1
3
R
Y
D
6
1
2
R
A
A
F
B
B
C
D
E
E
F
F
F
E
E
G
Heritage Area 0.46ha
Westfield C
(WFC)
5.67ha
Westfield A
(WFA)
3.14ha
Northfield
(NFD)
6.59ha
Greenfield
(GFD)
7.79ha
Milton Island
SSSI
16.50ha
Foreshore
area
5.39ha
Centrefield
(CFD)
4.04ha
Eastfield
(EFD)
5.53ha
Westfield B
(WFB)
6.74ha
Truck Maintenance
Yard
(TMC)
1.45ha
Garden
(GDN)
0.16ha
INTERNAL SUB-DIVISION
PPiP ZONING AREAS
A = CLASS 2 & 5
B = CLASS 4
C = CLASS 6
D = LANDSCAPING
E = OPEN SPACE &
F = TRANSPORT &
DRAINAGE
G = DUNGLASS CASTLE
GREEN CORRIDOR
SITE BOUNDARY
OTHER LAND AT ESSO
OIL TERMINAL
Checked
Drawing Issue Status
Date of 1st Issue
Drawing Number
Designed
Revision
DrawnMark Revision ChkdDate
File Location: j:\30953 wdc exxon site access study\cad\dwgs\wip\30953_3503_003.dwg
UTILITIES NOTE: The position of any existing public or private sewers, utility services, plant or apparatus shown on this
drawing is believed to be correct, but no warranty to this is expressed or implied.  Other such plant or apparatus may also
be present but not shown.  The Contractor is therefore advised to undertake their own investigation where the presence
of any existing sewers, services, plant or apparatus may affect their operations.
SCALING NOTE:  Do not scale this drawing - any errors or omissions shall be reported to Stantec without delay.
© Crown copyright and database rights          . Unauthorised reproduction
infringes Crown copyright and may lead to prosecution or civil proceedings.
Ordnance Survey
user name: ashwood, gareth
Approved
Appd
Drawn
GLASGOW
Tel:  0141 352 2360
stantec.com/uk
&RS\ULJKW UeVeUYeG
The copyrights to all designs and drawings are the property of Stantec.
Reproduction or use for any purpose other than that
authorised by Stantec is forbidden.
EXXON SITE DEVELOPMENT PROJECT
SITE MASTERPLAN WITH ESSO
FIGURE 3.2
INTERNAL SUB-DIVISIONS
FOR PLANNING PURPOSES ONLY
30953/3503/003 D
08.03.2018
1:5000 @ A3
DMcL CS
DS DMcD
A Site boundary revised. PPiP Zones added 28.02.19 CS DMcL DMcD
B Site boundary revised 08.04.19 CS DMcL DMcD
C Revised Exxon owned land boundary 12.09.19 davco DS DMcD
100020790
2020
Client
A3 Scale
D Revised boundary and note 22.04.20 GJA DMcL/DS DMcD

Page 168

Full Business Case for Exxon Site Development Project
West Dunbartonshire Council – Glasgow City Region City Deal 
West Dunbartonshire Council – Glasgow City Region City Deal – Full Business Case 
Appendix D  Risk Register

Page 169

Project Title:
Member Authority:
Project Location:
Project Sponsor:
Date updated:
Risk Ref  Date Identified Status
Primary
Risk Category
Risk Title Risk Description
Strategic 
objectives Risk Owner
Responsible 
Officer
Inherent 
Im
pact
Inherent 
Probability
Inherent Risk 
Score
Inherent Rank
Risk 
Treatm
ent 
Approach Controls and Mitigating Action
Resid. Im
pact
Resid. 
Probability
Resid. Risk 
Score
Resid. Rank
Date 
Reviewed
M
ovem
ent in 
period
Planned Next 
Steps and 
Future Action 
Required
WDC035 25/08/2021 Open
Financial  Inflation Due to Delays the cost of inflation takes the 
project over budget
A
WDC – Project 
Management 
4 5 20 Very High
Value engineering process completed and identified 
£2.26M cost savings, while maintaining the scope and 
functionality as outlined and agreed in the OBC.  
Monitoring and management of the project delivery plan, 
uplifting the budget or rescoping of project parameters if 
necessary. Depends on Western Underpass construction 
timescale some delay might be unavoidable. 
4 4 16 Very High 13/06/2023 ↔
WDC042 15/03/2022 Open
Contractual  Exxon Site  access   No access before site remediation is fully 
complete which could delay construction of 
the Western underpass and potentially other 
elements of the project. C
WDC/Exxon
5 4 20 Very High
Site remediation is closely monitored and it is still on 
target for an end of 2023 site handover, however the 
work is strongly weather dependent.
4 4 16 Very High 13/06/2023 ↔
WDC032 08/03/2021 Open
Financial  Land acquisition Acquisition of 3rd party land by Council 
C
WDC – Project 
Management 
5 4 20 Very High
Ongoing discussions with individual landowners. Time 
bound offers or worst case proceed with CPO. Asset team 
provide regular updates to Project Board on progress.  4 3 12 High 13/06/2023 ↓
WDC032 08/03/2021 Open
PHYSICAL / ASSETS Land acquisition Land acquisition of Exxon land and 3rd party 
land concludes without subsequent funding 
agreed from City Deal
C
WDC – Project 
Management 
4 3 12 High
Meet all City Deal PMO parameters for achieving funding. 
Complete and submit FBC to PMO by June 2023. If 
funding refused WDC need to look into alternative 
funding, potentially extract work package for LUF 
application. 
4 3 12 High 13/06/2023 ↔
WDC037 25/08/2021 Open
PHYSICAL / ASSETS Dunglass Castle Dunglass Castle ‐ Listed Structure will 
become a WDC asset. Budget does not exist 
within Capital Project Plan to redevelop this 
asset.
D
WDC – PM
3 5 15 Very High
Condition/Structural survey has been carried out and the 
extent of work required identified. Planning and Asset 
Management to discuss  future uses and funding.  
Consider alternative funding sources i.e. Heritage Lottery 
Fund. Discussions with Scottish Heritage is ongoing 
regarding the future  conservation and funding 
opportunities. 
3 4 12 High 13/06/2023 ↔
WDC041 14/03/2022 Open
Financial  Land access Land access agreement to 3rd party land by 
Council  C
WDC/Landowner
s 5 4 20 Very High
Agreements reached in principle with all landowners.  
Legal agreements are progressing, but slowly. 4 3 12 High 13/06/2023 ↔
WDC021 10/10/2018 Open
Contractual  Programme slippage Programme slippage incurs additional 
project costs A
WDC
4 4 16 Very High
Continual monitoring and reviewing of project phasing, 
risk register and budget. 3 4 12 High 13/06/2023 ↔
WDC001 01/07/2016 Open
FINANCIAL Benefit realisation of 
site
Alternative sites are deemed more attractive 
for development reducing the attractiveness 
of former Exxon site A
WDC – Economic 
Impact (Gillian 
McNamara) 4 3 12 High
Option appraisal has identified capacity for and  
attractiveness of former Exxon site as other local 
development sites are expected to be fully developed 
over next 10 years
3 3 9 Medium 13/06/2023 ↔
WDC014 43383 Open REGULATORY / LEGAL Technical approvals
Necessary statutory approvals for 
development cannot be gained or are 
delayed
C
WDC – Legal (PM 
/ Stantec)
4 3 12 High
We are working very closely with our Planning Service 
and all relevant statutory bodies to enable timely 
approvals. Regular reporting of progress within the 
Council and funders are ongoing. Regulatory Services 
representatives are on Project Board.
3 3 9 Medium 13/06/2023 ↔
WDC022 10/10/2018 Open
Environment  Flood Risk Fluvial and coastal flooding identified 
through SEPA plans.  Potential to limit 
development area and/or increase enabling 
costs
C
WDC – 
Environment
4 4 16 Very High
Flood Risk Assessment considered and mitigation strategy 
completed to maximise development area. Value 
engineering process reduced hard engineering mitigation 
options, currently under  consultation  with SEPA. 
3 3 9 Medium 13/06/2023 ↔
WDC023 10/10/2018 Open
Environment  Environmental 
constraints
Environmental constraints (e.g. SSSI, 
RAMSAR, Ornithology, SPA) critically limits 
the extent of and type of development and 
potentially challenges compound locations 
for temporary work capacity of the site for 
development 
C
WDC – 
Environment PM
4 3 12 High
The environmental mitigation measures  taken into 
account of the Masterplan process.  Progress project in 
line with planning conditions as set out in PPIP approval.
3 3 9 Medium 13/06/2023 ↔
WDC026 10/10/2018 Open
Contractual  Multiple contractors 
working on site
Different contractors require to be on site at 
the same time to ensure the programme is 
maintained C
WDC
4 3 12 High
Early engagement with all potential parties to coordinate 
respective work programmes for construction and 
remediation staging.  Ensure contracts reflect the needs 
of Exxon/WDC working on the site at the same time.
3 3 9 Medium 13/06/2023
WDC045 22/06/2022 Open
Contractual  Final Business Case Final Business Case Submission delay or not 
approved C
WDC
5 4 20 Very High
Change request submission to allow FBC preparation 
approved by City Deal Cabinet on the 8 November 2022. 
New FBC submission is June 2023.
3 3 9 Medium 13/06/2023 ↔
WDC025 10/10/2018 Open
Contractual  Contractor 
procurement
Procurement of contractors delays the 
project
C
WDC/Balfour 
Beatty plc
3 4 12 High
WDC selected Balfour Beatty Plc  under the SCAPE 
Framework and the contract agreement for Pre 
construction phase is now concluded.   New resources 
are allocated for the  enabling and construction contract 
phase.
3 3 9 Medium 13/06/2023 ↔
WDC048 30/03/2023 Open
Regulatory / Legal  Eastern overbridge 
deck replacement 
possession time
Separate possession time required by 
Network Rail to progress with deck 
replacement
C
WDC/NR
4 3 12 High
The possession time to be progressed once the 
construction programme is agreed with WDC.  3 3 9 Medium 13/06/2023 New
WDC49 30/03/2023 Open
Environment  Land acquisition with 
invasive species
Invasive species to be managed by the 
council (long term commitment with 
financial implication and could potentially 
affect construction). 
C
WDC
4 3 12 High
Carrying out surveys and establish  ongoing maintenance 
schedule to manage issue.  3 3 9 Medium 13/06/2023 New
WDC010 25/08/2017 Open
PHYSICAL / ASSETS Delay of remediation Delay to remediation of contaminated land 
that impacts on the Councils delivery time 
frame. 
C
Exxon
4 5 20 Very High
The Remediation of the Eastern field is completed which 
enable access to the site and allow partial site take over if 
construction programme requires. There are 
contingencies build into the remediation process by 
Exxon  to accelerate progress. The remediation progress 
is closely monitored and currently it is on target for 
completion for December 2023.
3 4 12 High 13/06/2023 ↔
WDC50 30/03/2023 Open
People / Societal Management of people 
and material to 
construction site
Creating congestions on A82 and A814 and 
create public frustrations C
WDC
4 3 12 High
Contractor is exploring the option to bring some material 
via the River Clyde. The traffic plan will be submitted to 
Planning.
3 3 9 Medium 13/06/2023 New
WDC019 10/10/2018 Open
PROFESSIONAL Delay of approvals Council delays decisions on approvals of 
Business Cases as project progresses. C
WDC
5 3 15 Very High
The Project Board ensures that the Final Business Case 
process is clearly defined and implications of time delays 
on the project are clearly articulated in reports to Council. 4 2 8 Medium 13/06/2023 ↔
WDC008 25/08/2017 Open
FINANCIAL Insufficient funding Insufficient funding due to complexity of 
site. 
C
WDC – Project 
Management
3 3 9 Medium
 
Value engineering through design process to optimise 
development. Build development in phases and / or seek 
additional, alternative funding sources i.e. Low Carbon 
fund, Natural Heritage fund etc. Potential income through 
sale of development sites not yet factored into Business 
Case. City Deal Committed £27M and Council have 
committed £6.05M
3 2 6 Medium 13/06/2023 ↔
WDC018 10/10/2018 Open
Physical / Assets  Infill material Difficulty obtaining the required volume of 
material to create the raised development 
platforms
C
WDC
4 3 12 High
Early identification of potential supplies of suitable  
materials or phase the raising of platforms aligned with 
developing out of plots, or pass cost of raised platform to 
final development customer. Value Engineering has 
optimised proposed ground levels to reduce quantity of 
infill material. 
2 3 6 Medium 13/06/2023 ↔
WDC044 22/06/2022 Open
Physical / Assets  Access to Western 
Underpass construction 
Access to Western Underpass construction 
via Eastern overbridge 
C
NR/WDC/Esso
5 4 20 Very High
Project Board decided to cancel December 2023 
possession date to avoid significant challenges with the 
personnel access and material delivery  via the Eastern 
Overbridge. The access agreement with Esso would only 
be agreed if a new haul road was constructed before the 
construction start (June 2023) for the western Underpass 
traffic, which was not feasible given the short timescale.  
New possession date is requested for December 2024.
2 2 4 Low 13/06/2023 ↓
WDC047 30/03/2023 Open
Contractual  Western Underpass  Western Underpass construction contract 
signed but not able to be delivered C
WDC
5 5 25 Very High
Project Board decided to cancel December 2023 
possession date to avoid significant challenges with this 
issue. 
2 2 4 Low 13/06/2023 ↓
WDC007 25/08/2017 Open FINANCIAL Insufficient resources Insufficient availability of resources for 
project delivery. C
WDC – Project 
Management 
3 3 9 Medium
Dedicated Project Manager (Patricia Rowley) appointed 
within WDC.  Scape framework chosen by project board 
with Design and Build being the desired contractor 
appointment route.
2 2 4 Low 13/06/2023 ↔
WDC017 10/10/2018 Open
People / Societal Delay to programme 
due to Approvals
Delay to programme due to number of 
Governance levels ‐ Planning, Board, Council, 
PMO, City Deal Cabinet C
WDC – Project 
Management  3 2 6 Medium
The Exxon Project Board is overseeing the internal 
approval processes and we are closely working with City 
Deal PMO to meet required deadlines. Project 
progressing final business case June 2023.
2 2 4 Low 13/06/2023 ↔
WDC031 13/11/2019 Open
REGULATORY / LEGAL Contaminated land 
liabilities
Excessive liabilities associated with 
contaminated land.
C
WDC – Legal (Alan 
Douglas)
3 3 9 Medium
Remediation responsibilities are confirmed as Exxon`s 
responsibility up to point of land transfer to Council. This 
will be approved by Regulators ( WDC & SEPA).  Council`s 
own development proposals will require localised 
remediation strategy through the planning process. 
2 2 4 Low 13/06/2023 ↔
Bowling, Dumbarton
Gail MacFarlane
Jun‐23
Glasgow City Region City Deal PROJECT RISK REGISTER
Exxon Mobile 
West Dunbartonshire Council

Page 170

WDC042 14/03/2022 Open
PHYSICAL / ASSETS Unidentified structures Unidentified structures may cause issues 
during and after construction
C
WDC
4 4 16 Very High
The area that ESSO are remediating will be mapped and 
addressed, the area out with remediation has to be 
further investigated to reduce risk. The updated 
obstruction drawings are regularly shared with Balfour 
Beatty. 
2 2 4 Low 13/06/2023 ↔
WDC003 01/07/2016 Open
FINANCIAL Site fails to deliver GVA 
forecast
Site fails to deliver the desired levels of 
economic activity and GVA forecast  
A
WDC – Economic 
Impact (Gillian 
McNamara) 2 2 4 Low
Economic appraisal will be undertaken as detailed plans 
are developed to ensure that proposals will deliver target 
outturns. Early commercial marketing of opportunity will 
be undertaken. 
2 1 2 Low 13/06/2023 ↔
WDC009 25/08/2017 Open
PHYSICAL / ASSETS Infrastructure capacity Insufficient infrastructure capacity to enable 
desired quantum of development C
WDC – Road & 
Infrastructure ( 
Roads) / 
2 2 4 Low
Plan infrastructure maximisation strategies into 
development  2 1 2 Low 13/06/2023 ↔
WDC024 10/10/2018 Open
Contractual  Sales of  Exxon Mobile 
site to other parties 
Sale of site by Exxon to other parties rather 
than West Dunbartonshire Council C
WDC – Legal (Alan 
Douglas / Kim 
McCallum) / 
Exxon
4 1 4 Low
Missives have now been agreed with Exxon. Sale by 
Exxon to other parties could only occur following a 
breach of those missives which is exceedingly unlikely 
and could be resisted by the Council.
2 1 2 Low 13/06/2023 ↔
WDC038 25/08/2021 Open
PHYSICAL / ASSETS High Voltage cable 
removal
High Voltage Electrical Supply ‐ To be 
removed post remediation works with 
appropriate notices served to Scottish Power C
WDC – Esso
2 2 4 Low
Raise as an action with Exxon at the appropriate point in 
time. 2 1 2 Low 13/06/2023 ↔
CLOSED RISKS 
WDC 11 25/08/2017 Closed Environment  Quay Walls require upgrading C Exxon 3 5 15 Very High Remedial works implemented to address identified 
physical defects. 1 1 1 Low 10/10/2018 Closed
WDC012 25/08/2017 Closed People / Societal Council elections in May 2017 returns an 
administration less supportive of City Deal. A WDC 3 3 9 Medium Ensure all members are kept fully informed of the 
benefits of the project and progress. 1 1 1 Low 10/10/2018 Closed
WDC013 26/08/2017 Closed
Financial  Land value Land value unknown so impact on 
negotiations with Exxon and impact on 
distribution of project budget C
WDC ‐ Capital 
Investment Team 
(Victor Francisco 
Suarez)
4 4 16 Very High
Terms and conditions agreed
1 1 1 Low 10/10/2018 Closed
WDC027 10/10/2018 Closed
Environment  Remediation strategy is 
not approved 
Exxon remediation strategy not approved by 
regulators C
Exxon
5 2 10 High
Exxon remediation team ensure remediation meets 
project and regulatory requirements. 1 1 1 Low Closed
WDC028 10/10/2018 Closed Physical / Assets  Building Footprints Building footprints are not achievable within 
identified platforms A Exxon 2 3 6 Medium Masterplan addressed the reformed platforms to create 
sufficient area 1 1 1 Low 13.11.2019 Closed
WDC 029 10/10/2018 Closed
Environment  Residual liabilities Residual liabilities associated with transfer of 
ownership from Exxon
C
Exxon
4 2 8 Medium
Exxon will undertake a programme of remediation works 
and a Technical Due Diligence has been undertaken and 
will continue to be updated to ensure liabilities are clearly 
dealt with in terms of land ownership transfer and future 
work programme
1 1 1 Low Closed
WDC004 01/07/2016 Close
Contractual  Land acquisition Third party parcels of land required for 
development cannot be acquired on 
acceptable terms including NR. Discussions 
with NR Property team ongoing.
C
WDC – Legal (Alan 
Douglas / Kim 
McCallum and 
Michelle Lynn 
Assets )
5 4 20 Very High
This risk is not relevant as there is no need to purchase 
land front Network Rail. 
1 1 1 Low 15/03/2022 Closed
WDC005 01/07/2016 Closed Financial  Land value Land value unknown so impact on  C WDC – Project  4 4 16 Very High Terms and conditions agreed 1 1 1 Low 15/03/2022 Closed
WDC006 02/07/2016 Closed Contractual  Exxon Site transfer  Delay to or unacceptable terms for transfer  C WDC – Legal (Alan  5 4 20 Very High Terms and conditions agreed 1 1 1 Low 15/03/2022 Closed
WDC16 10/10/2018 Close PROFESSIONAL Technical approvals Agreement on technical approach with key  C WDC ‐ Strategic  0 This risk is considered in WDC08 1 1 1 Low 15/03/2022 Closed
WDC030 13/11/2019 Closed
PROFESSIONAL Eastern overbridge 
strengthening
Network Rail require eastern access 
overbridge to be adopted by West 
Dunbartonshire Council but bridge may not 
meet required standards for adoption. 
Eastern Bridge currently owned by Exxon, 
requires to be procured by WDC, surveys 
undertaken , and re‐strengthened as 
required.
B
WDC – Road & 
Infrastructure ( 
Raymond Walsh)
0
Bridge strengthened to allow sufficient strength during 
site remediation.  Replacement of bridge is agreed for 
long term access to site.
1 1 1 Low 15/03/2022 Closed
WDC039 25/08/2021 Closed
PHYSICAL / ASSETS Eastern overbridge 
strengthening
Baillie Bridge over Railway line ‐ WDC PR to 
be made aware of its presence as it’s a 
reputational risk to WDC but an operational 
one to Exxon
B
WDC – Robin 
Abram 0
Bridge strengthened to allow sufficient strength during 
site remediation.  Replacement of bridge is agreed for 
long term access to site. 1 1 1 Low 15/03/2022 Closed
WDC040 10/03/2022 Closed
Contractual  Contract agreement 
between NR & WDC
Contract to be agreed and finalised with 
Network Rail on western underpass. This 
agreement affecting NR`s ability to appoint 
suitable subcontractors to design and 
construct the underpass and it is directly 
affecting our D&B programme. Possession 
time cannot be finalise for the Western 
Underpass construction without the finalised 
B
WDC/NR
5 4 20 Very High
Raise issue to A Douglas, & Exxon Board
1 1 1 Low 22/06/2022 Closed
WDC020 10/10/2018 Closed
Physical / Assets  Underpass regulatory 
approval
Regulatory approval for the overbridge or 
the underpass; provision of underpass 
design; and possessions for construction of 
the underpass are delayed by Network Rail
C
NR/ WDC
5 4 20 Very High
Once the contract will be signed between NR& WDC, the 
responsibility of complying with the regulations and 
gaining the approval will be with NR`s subcontractors.  4 3 12 High 22/06/2022 Closed
WDC043 13/06/2022 Closed Contractual  SCAPE Framework 
Agreement
Framework Agreement expire on the 31 Jan 
2023 A WDC ‐ Legal& 
Procurement AT/AD 5 5 25 Very High power to approve the Contract  before 31 Jan 2023  4 3 12 High 22/06/2022 Closed
WDC034 25/08/2021 Open
PROFESSIONAL Eastern Bridge Eastern Bridge demolish and rebuild new 
bridge. Demolition and rebuilding 
practicalities and cost difficulties. 
C
WDC – Road & 
Infrastructure 
(Roads)
5 4 20 Very High
Value engineering identified an opportunity to move 
away from full bridge replacement to a simple deck 
replacement, 
1 1 1 Low 22/06/2022 Closed
WDC036 25/08/2021 Open
Financial  Affect of Brexit & Covid Material cost increases and delay brought on 
by Brexit and COVID on the supply chain 
pressure on manufacture and delivery. A
WDC – Project 
Management  4 5 20 Very High
Covid epidemic is now routinely managed in construction 
sites and until a new national lockdown not considered 
relevant. The cost increases because of Brexit is now not 
a new factor. 
1 1 1 Low 22/06/2022 Closed
WDC015 10/10/2018 Open
PROFESSIONAL Unexpected site 
condition
Detailed design / site investigations reveal 
conditions that will significantly increase 
costs or affect project delivery C
WDC – Site 
Evaluation PM
4 3 12 High
During the outline design phase a number of site 
investigation work has been completed. Now moved onto 
the detailed design and necessary site investigations are 
programmed into the activities and will be incorporated 
into the programme and necessary submissions for 
approvals. 
3 3 9 Medium 10/10/2022 Closed
WDC002 01/07/2016 Open FINANCIAL Not achieve target GVA
City Deal does not achieve target GVA levels 
throughout GCR with associated financial 
impact.
C
City Deal Board
2 3 6 Medium
Work closely with other City Deal partners to deliver 
projects successfully. Concern over extent of office 
supply proposed.
2 2 4 Low 13/06/2023 ↔
WDC046 24/08/2022 Closed
Contractual  Insufficient time to 
complete design work 
due to delayed contract 
award
There will be insufficient time to complete 
the design & WDC Planning to consider it and
discharge conditions. This could cause 
considerable delays to project, FBC approval 
etc.
C
WDC – Esso
5 5 25 Very High
Project Board to oversee design progress and ensure it is 
meeting expected milestones in the agreed programme. 
3 3 9 Medium 13/06/2023 ↓
List of Risk Categories for drop down menu
Objectives & Projects  Threat to achieving Programme / Project objectives
Contractual  Ineffective use or management of contracts leads to increased costs.
Environment  Environmental incidents; water, air, hazardous chemical, and other pollution.
Financial  Financial risks in terms of internal systems, planning, funding etc.
Health & Safety  Health and safety incidents that harm employees / public
Information Technology  Failure of IT systems, cyber attack.
People / Societal Threats to/from society, groups, public.
Physical / Assets  Damage to organisation property / assets
Political  Adverse actions by changes in local and national  governments
Professional  Lack or loss of qualified employees
Regulatory / Legal  Changing laws / regulations, liabilities, and commercial disputes
Reputation  Negative publicity regarding organisations business practices, whether true or not
Schedule / Timescales  Threats to timelines and agreed critical paths
5 Ts
Take the opportunity
Tolerate
Treat
Transfer
Terminate
Movement in period
↔↑↓New
Closed
Score
1
2
3
4
5

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West Dunbartonshire Council – Glasgow City Region City Deal – Full Business Case 
Appendix E  Benefits Realisation Profile

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Full Business Case for Exxon Site Development Project
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West Dunbartonshire Council – Glasgow City Region City Deal – Full Business Case 
Description of
Benefit
Quantity of
outputs to be
achieved
during project
life cycle
Date when
outputs to be
achieved /
realised in
full
Outputs to
be achieved
by May 2019
(Gateway 1)
Outputs to
be achieved
by May 2024
(Gateway 2)
Outputs to
be achieved
by May 2029
(Gateway 3)
Outputs to
be achieved
by May 2035
(Gateway 4) Assumptions/Comments
Infrastructure
Benefits             
Vacant and
derelict land
brought back into
commercial use
(hectares)
19.10 By 2026 0 19.10 19.10 19.10
In determining benefits, it is assumed
that infrastructure works will start on
site in 2023 with work completed in
2026 and plots available for
development and occupation from then. 
Land remediated
(hectares) 19.10
Over a 25-
year period 0 19.10 19.10 19.10
Remediation of contaminated land to
be complete prior to site acquisition by
WDC.
Distribution/manuf
acturing(sqm) –
Total GEA 
34,900 Over a 25-
year period
0 6,000 25,233 34,900 34,900 sqm post 2035
Office space
(sqm) – Total
GEA
9,612 Over a 25-
year period
0 1,752 9,612 9,612 9,612 sqm post 2035
Public realm new
(m2) 20,000 Over a 25-
year period 0 0 20,000 20,000 New public realm space will be created
by the project
Transport       
Public road
created (m) 1,945 2024  1,945 1,945 1,945 Construction of new spine road through
the site to open it up to development.
Public road
enhanced (m) 1,320 2024  1,320 1,320 1,320
Construction of enhanced junctions and
improved sections of carriageway on
A82 and A814.
Cycle route
enhanced (m) 475 2024  475 475 475 Realignment of NCN7 cycle route to
maintain continuity and enhance safety.
Employment
Benefits        
Total Net Direct
Construction Jobs                         935 
Over a 25-
year period 0 0 710 935
935 net direct construction jobs post
2035

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West Dunbartonshire Council – Glasgow City Region City Deal 
West Dunbartonshire Council – Glasgow City Region City Deal – Full Business Case 
Description of
Benefit
Quantity of
outputs to be
achieved
during project
life cycle
Date when
outputs to be
achieved /
realised in
full
Outputs to
be achieved
by May 2019
(Gateway 1)
Outputs to
be achieved
by May 2024
(Gateway 2)
Outputs to
be achieved
by May 2029
(Gateway 3)
Outputs to
be achieved
by May 2035
(Gateway 4) Assumptions/Comments
created (i.e. direct
jobs) at City
Region level 
Total Net Direct
Operational Jobs
at City Region
level  970 
Over a 25-
year period 0 0                     
180  970  970 net direct jobs post 2035
Total Net
Additional Gross
Value Added
(GVA) at City
Region level (£m)   0 £0.00 £60.80 £226.50
£523m GVA post 2035 
Environmental
Benefits       
Greenspace
enhanced or
protected
(hectares)
27.13 2024 0 27.13 27.13 27.13
The western half of the site is
designated as greenbelt and as part of
the green network in the LDP. It is
assumed this land will be enhanced to
improve its amenity prior to
development commencing on site.
Land
decontaminated
(hectares)
19.10 2019 0 19.10 19.10 19.10
Remediation of contaminated land
expected to be complete prior to site
acquisition by WDC.
Area of land
protected from
flood (hectares)
24.77 2024 0 24.77 24.77 24.77
The whole site has been identified as
potentially susceptible to flooding. It is
assumed that flood protection
measures will be put in place as part of
the implementation of the project
Financial
Benefits

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Full Business Case for Exxon Site Development Project
West Dunbartonshire Council – Glasgow City Region City Deal 
West Dunbartonshire Council – Glasgow City Region City Deal – Full Business Case 
Description of
Benefit
Quantity of
outputs to be
achieved
during project
life cycle
Date when
outputs to be
achieved /
realised in
full
Outputs to
be achieved
by May 2019
(Gateway 1)
Outputs to
be achieved
by May 2024
(Gateway 2)
Outputs to
be achieved
by May 2029
(Gateway 3)
Outputs to
be achieved
by May 2035
(Gateway 4) Assumptions/Comments
Leverage -
Private sector
income secured /
levered
(Discounted) (£m)                        £43.8 
Over a 25-
year period - - £27.90 £43.80
£43.8 leveraged private sector
investment post 2035
Disbenefits
Disbenefit Description Options
Disruption to residents
and businesses during
construction
This is likely to be a temporary dis-benefit and will be managed with careful stakeholder engagement prior to and
during the construction period.  This will be complemented by detailed construction management plans (a
requirement of contractors), a Communications Plan and direct engagement to raise awareness and pick up
issues for future learning  
Option 1 
Option 4 
Option 5 
Loss of public space to
development
A loss of public spaces may occur in some instances as areas of the site begin to be developed. Intervention
options mitigate this through increased space for pedestrians and cyclists and by affording more direct access
to enhanced areas of public space on the waterfront.
Option 1
Option 4 
Option 5 
Traffic disruption:
Conflict between motor
vehicles (public and
private) and pedestrians
and cyclists.  
A Communications Plan will ensure all parties are aware of plans and project objectives.  Design will also be
based on evidence i.e. traffic modelling therefore removal of vehicle traffic should be manageable in traffic
management terms.  Programming of works to avoid issues around works in close proximity, and utilisation of
traffic management specialists within the design team. 
Option 1 
Option 4 
Option 5

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Full Business Case for Exxon Site Development Project
West Dunbartonshire Council – Glasgow City Region City Deal 
West Dunbartonshire Council – Glasgow City Region City Deal – Full Business Case 
Disbenefit Description Options
Increased freight
movement along the
A82
Despite enhanced infrastructure surrounding and servicing the site, freight traffic as a result of distribution
occupiers on the site, will inevitably increase. An increase in this particular type of traffic, brings associated
traffic accident risks.
Option 1 
Option 4 
Option 5

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West Dunbartonshire Council – Glasgow City Region City Deal 
West Dunbartonshire Council – Glasgow City Region City Deal – Full Business Case 
Appendix F  Additionality 
Leakage Displacement Multiplier  
the Council City Region Scotland the Council City Region Scotland the Council City Region Scotland
Retail 15% 5% 0% 15% 35% 50% 1.12 1.20 1.25
Leisure 15% 5% 0% 30% 40% 50% 1.15 1.24 1.30
Food and Drink 15% 5% 0% 15% 25% 50% 1.15 1.25 1.31
Hotel 15% 5% 0% 25% 33% 50% 1.11 1.18 1.23
R & D 20% 10% 0% 25% 33% 40% 1.17 1.28 1.35
Business         
High value
sectors 30% 15% 5% 20% 35% 50%
1.28 1.47 1.59
Medium Value
Sectors 25% 15% 5% 20% 35% 50%
1.32 1.54 1.67
Low Value
Sectors 25% 15% 5% 20% 35% 50%
1.19 1.32 1.40
Industry         
High value
sectors 15% 15% 1% 20% 35% 50%
1.38 1.63 1.78
Medium Value
Sectors 10% 5% 0% 20% 35% 50%
1.53 1.88 2.10
Low Value
Sectors 10% 5% 0% 20% 35% 50%
1.18 1.30 1.37
Additionality factors have been selected based on the level of activity, employment and number of businesses present in each market in each area.
Multipliers have been derived for each industry from the Scottish Government Type II Multipliers. The City Region multiplier equates to 80% of the
Scottish and the Council multipliers equate to 60% of the City Regions. 
Note, multipliers used across key development sites (business and industry medium value) have increased by 12% and 24% respectively.
This has increased the number of expected net jobs.

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West Dunbartonshire Council – Glasgow City Region City Deal – Full Business Case
Appendix G  Development Plot & Option Timelines
The following assumptions have been used in the Impact Model to convert the Gross External Area
(GEA) of each development site associated with the project into Gross Internal Area (GIA) and Net
Internal Area (NIA). The value for the GEA of each class is 100% as the building sizes are known.
Use Class NIA GIA GEA
Class 1 Shops 95% 85% 100%
Class 2 Financial and Professional Services 95% 85% 100%
Class 3 Food & Drink 95% 85% 100%
Class 4 Business 95% 85% 100%
Class 5 General Industry 100% 90% 100%
Class 6 Distribution 100% 100% 100%
Class 7 Hotels 95% 85% 100%
Class 8 Residential Institutions 100% 100% 100%
Class 9 Residential 100% 100% 100%
Class 10 Non-residential Institutions 95% 90% 100%
Class 11 Assembly & Leisure 95% 90% 100%
The development timeline of each option – is reported separately.

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West Dunbartonshire Council – Glasgow City Region City Deal – Full Business Case
Appendix H  Equalities Impact Assessment

Page 179

AssessmentNo 737 Owner rrea
Resource
Regeneration,
Environment
and Growth
Service/Establishment Regeneration
 
First Name Surname Job title
Head Officer Patricia Rowley Exxon Site Development
(include job titles/organisation)
Members
Ricardo Rea - Performance and Strategy Officer Sharron Worthington - WDC Roads
Project Lead Matty Loxton - Stantec Design Lead Patricia Rowley - WDC Capital Projects
Manager
 
(Please note: the word 'policy' is used as shorthand for stategy policy function or
financial decision)
Policy Title Exxon Development Project, Detailed Design and Final Business Case Submission stage
of the City Deal Funding
 
The aim, objective,purpose and intended out come of policy
To provide transport infrastructure on the Exxon site to stimulate economic growth to
and encourage business development and job creation and unlock the wider greenspace
associated to the former Esso Oil Terminal to the local community of Milton and
Bowling.
 
 
Service/Partners/Stakeholders/service users involved in the development
and/or implementation of policy.
Internal Council departments, statutory stakeholders, utility providers, local community,
current landowners affected.
Does the proposals involve the procurement of any goods or
services? Yes
If yes please confirm that you have contacted our procurement
services to discuss your requirements. Yes
SCREENING
You must indicate if there is any relevance to the four areas
Duty to eliminate discrimination (E), advance equal opportunities
(A) or foster good relations (F) Yes
Relevance to Human Rights (HR) No
Relevance to Health Impacts (H) Yes
Relevance to Social Economic Impacts (SE) Yes
Who will be affected by this policy?
People living in West Dunbartonshire, people seeking employment in West Dunbartonshire, people
travel through West Dunbartonshire by road or by bicycle, businesses in West Dunbartonshire and West
Dunbartonshire Council staff.
Who will be/has been involved in the consultation process?
Internal Council Departments, statutory stakeholders, utility providers, local community, current
landowners affected.
Please outline any particular need/barriers which equality groups may have in relation to this
policy list evidence you are using to support this and whether there is any negative impact on
particular groups.
 
Needs Evidence Impact
Age As part of the
Planning Permission
PPIP_DC20/088
There is good
Outdoor space for
the local community

Page 180

in Principle (PPIP)
there is a
requirement for
further landscape
and path
development on the
wider Exxon site,
however the scope
for this is outhwith
of the City Deal
Funding provision.
Public spaces need
to be safe and
accessible for all
peopleThere are
concerns about
loeliness and social
exclusion of some
older people in
Scotland
evidence that
intergenerational
contact and
interculture contact
can be of great
benefit to both older
and younger people
members of all ages.
Older people and
younger children
will be better able to
access the area due
to improved Road
safety and better
transport links.
Cross Cutting
WD Local Transport
Strategy, Sustainable
transport policy
Longer term
improved A82 route
will particularly
benefit groups who
rely more on public
transport.
The project is
improving resilience
to the A82 and
improve cycle and
walking provision
through the site.
Disability
The council has a
duty in terms of
accessibility for
disabled people.
The design is being
developed in line
with current best
practice to meet the
needs of all users,
following ‘Design
Manual for Roads
and Bridges’
(DMRB), published
by The Stationery
Office (TSO) and
‘National Roads
Development Guide’
2017, (NRDG),
published by the
Society for Chief
Officers of Transport
in Scotland (SCOTS).
The primary design
standard for all cycle
infrastructure will
be ‘Cycling by
Design’, 2021,
published by
Transport Scotland.
For pedestrian
infrastructure, the
A more accessible
public space Better
transport links,
more wheel chair
friendly, more
friendly to people
with other physical
impairments, more
accessible for those
with visual
impairments.
Reduced noise levels
from slower traffic
are of benefit to all
but may be of
particular help to
people with some
mental health
conditions

Page 181

primary design
standard will be the
‘National Roads
Development Guide’
2015, (NRDG),
published by the
Society for Chief
Officers of Transport
in Scotland (SCOTS).
For sections along
the A82 to be
adopted by
‘Transport Scotland
Roads for All: Good
Practice Guide for
Roads’, 2013 will be
followed.
Social & Economic
Impact
During the
construction the
contractors will
provide social value
benefit to the local
area (proportionate
to their contract
value).
Social value added to
contracts. The
transport
infrastructure
projects unlock the
site economical
potential.
School engagements,
job creation and
upskilling, local
foodbank support
from involved
contractors during
site development.
Increasing to the
resilience of the A82
at this section.
Sex
Gender Reassign
Health
Everyone should
have as much
opportunity as
possible to access
inclusive public
spaces.
WEST
DUNBARTONSHIRE
COUNCIL Strategic
Plan 2022 -2027
More Accessible
public spaces can
contribute towards
better physical and
mental health, and
reduce social
exclusion(Tackling
social isolation and
loneliness and
building stronger
social connections)
Benefits are clearly
realisable in terms of
increased and safer
physical activity e.g.,
walking, cycling and
a generally more
active travel
Human Rights
As discussed in
'disability' and 'age'
section above
As discussed in
'disability' and 'age'
section above
As discussed in
'disability' and 'age'
section above
Marriage & Civil
Partnership
Pregnancy &
Maternity
Race
Religion and Belief

Page 182

Sexual Orientation
Actions
Policy has a negative impact on an equality group,but is still to be implemented, please provide
justification for this.
no
Will the impact of the policy be monitored and reported on an ongoing bases?
West Dunbartonshire Council reports to the Glasgow City Region Cabinet on a regular basis.
Q7 What is you recommendation for this policy?
Intoduce
Please provide a meaningful summary of how you have reached the recommendation
EIA 737: The Impact assessment work carried out during the development of this proposal has identified
a range of positive impacts, especially for the local community of all ages and abilities by creating green
spaces. The transport infrastructure development is also unlocking future potential of the Exxon site to
stimulate economic growth to and encourage business development and job creation.

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West Dunbartonshire Council – Glasgow City Region City Deal – Full Business Case
Appendix I  Project Programme

Page 184

Activity ID Activity Name Original
Duration
Early Start Early Finish
Exxon Bowling Precon Rev0 26th May 2023Exxon Bowling Precon Rev0 26th May 2023 758 28-Feb-23 24-Apr-26
KEY DATESKEY DATES 758 28-Feb-23 24-Apr-26
Contract DatesContract Dates 701 30-May-23 24-Apr-26
Scape Project ProcurementScape Project Procurement 79 30-May-23 20-Sep-23
SC-PR-10040 BB Submit Pre-construction Proposals 0 30-May-23*
SC-PR-10050* BB Update Pre-construction Proposals With Developing Design 40 30-May-23 24-Jul-23
SC-PR-10060 Submit Final Pre-construction Proposals 0 25-Jul-23
SC-PR-10070 WDC Initial Review, Prepare Committee Report & Pre-Agenda Minutes 5 30-May-23 05-Jun-23
SC-PR-10080 WDC Submit Report for Committee Meeting & Pre-Agenda Minutes 0 06-Jun-23
SC-PR-10090 Anticipated Planning Approval 0 14-Jun-23*
SC-PR-10100 WDC Committee Meeting / Cabinet Approval 0 28-Jun-23*
SC-PR-10110 WDC Finalise Business Case Report for City Deal 12 30-May-23 14-Jun-23
SC-PR-10120 WDC Submit Final Business Case to City Deal 0 15-Jun-23
SC-PR-10130 City Deal Review & Approvals of Business Case 37 15-Jun-23 04-Aug-23
SC-PR-10140 City Deal Approval 0 07-Aug-23
SC-PR-10150 WDC / BB Finalise Terms of Delivery Agreement 30 07-Aug-23 19-Sep-23
SC-PR-10160 Latest Date for Approval of Planning Application (20th Sep 2023) 0 20-Sep-23*
SC-PR-10170 Signed Delivery Agreement 0 20-Sep-23
Contract Start DatesContract Start Dates 28 20-Sep-23 30-Oct-23
CSD-10000 CS CS Contract Start Date Contract  Award 0 20-Sep-23
CSD-10010 Minimum Main Works Mobilisation Period 28 20-Sep-23 27-Oct-23
CSD-10020 Earliest Start Date TBC 0 30-Oct-23
CSD-10030 Planned Start Date TBC 0 30-Oct-23
Contract Completion DatesContract Completion Dates 30 05-Mar-26 24-Apr-26
CCD-10000 PC Planned Substantial Completion 0 05-Mar-26
CCD-10010 Contractor's Terminal Float 30 05-Mar-26 24-Apr-26
CCD-10020 PC Planned Contract Completion 0 24-Apr-26
CCD-10030-CD CD Specified Contract Completion Date (TBC) 0 24-Apr-26
CCD-10040 Complete Soft Landscaping Works (Seasonal) TBC 0 24-Apr-26
Access DatesAccess Dates 514 28-Feb-23 13-Apr-25
Access to Areas Outwith PlotAccess to Areas Outwith Plot 0 30-Oct-23 30-Oct-23
AD-10000 Access to West Junction (A82 to Railway) 0 30-Oct-23
AD-10010 Access to East Junction (A82 to Railway) 0 30-Oct-23
Shared Plot AccessShared Plot Access 0 30-Oct-23 30-Oct-23
AD-20010 Shared Plot  Access Across Existing Eastern Overbridge Permitted 0 30-Oct-23
Exxon Plot HandoverExxon Plot Handover 12 22-Dec-23 23-Jan-24
AD-20020 Plot Remediation Complete (Access to Eastern Overbridge Available) 0 22-Dec-23*
AD-20022 Prep for Removal of Bailey Bridge - OTHERS 5 22-Dec-23 11-Jan-24
AD-20023 ASSUMED Exxon Planned Demobilisation Complete 0 12-Jan-24*
AD-20024 ROTR Removal of Bailey Bridge - OTHERS 2 12-Jan-24 15-Jan-24
AD-20026 Dismantle & Remove Bailey Bridge From Site - OTHERS 5 16-Jan-24 22-Jan-24
AD-20028 Existing Eastern Overbridge Handed Back to BB 0 23-Jan-24
AD-20040 ASSUMED EXXON / WDC Land Agreement & Plot Access In Place 0 23-Jan-24
AD-20050 ASSUMED PERMITTED Plot  Access Across Existing Eastern Overbridge 0 23-Jan-24
Access ArrangementsAccess Arrangements 215 28-Feb-23 23-Jan-24
AD-70000 Shared Use of Existing East Overbridge 85 30-Oct-23 22-Jan-24
AD-70005 BB Exclusive Use of Existing East Overbridge 0 23-Jan-24 23-Jan-24
AD-70010 Use of New Western Underbridge With Temporary Haul Route 0 28-Feb-23 28-Feb-23
AD-70030 Use of New Eastern Overbridge Deck With Temporary Surface 0 28-Feb-23 28-Feb-23
AD-70040 Use of New Western Underbridge on Finished Carriageway 0 28-Feb-23 28-Feb-23
AD-70050 Use of New Eastern Overbridge on Finished Carriageway 0 28-Feb-23 28-Feb-23
Eastern OverbridgeEastern Overbridge 1 11-Apr-25 13-Apr-25
AD-50000 Earliest Date for Eastern Overbridge Demolition 1 11-Apr-25 11-Apr-25
AD-50010 Eastern Overbridge e for Demolition - TO BE CONFIRMED 3 11-Apr-25 13-Apr-25
Western Overbridge - Standalone - Assumed Story ProgrammeWestern Overbridge - Standalone - Assumed Story Programme 224 12-Mar-24 17-Feb-25
AD-60000 Western Overbridge South Side / Haul Road Handed Over to Railbridge Contractor - ASSUMED BY EXXON / WDC N/A0 12-Mar-24
AD-60010 Western Overbridge Establish / Enable / Construct Bridge / Prep for Install 130 03-Jun-24* 03-Dec-24
AD-60020 Western Overbridge North Side  / PUs Handed over to Railbridge Contractor - BY BB 0 01-Oct-24
May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecJan
2023 2024 2025 2026 2027
Exxon Bowling Precon Rev0 26th May 2023
KEY DATES
Contract Dates
Scape Project Procurement
SC-PR-10040 BB Submit Pre-construction Proposals
SC-PR-10050* BB Update Pre-construction Proposals With Developing Design
SC-PR-10060 Submit Final Pre-construction Proposals
SC-PR-10070 WDC Initial Review, Prepare Committee Report & Pre-Agenda Minutes
SC-PR-10080 WDC Submit Report for Committee Meeting & Pre-Agenda Minutes
SC-PR-10090 Anticipated Planning Approval
SC-PR-10100 WDC Committee Meeting / Cabinet Approval
SC-PR-10110 WDC Finalise Business Case Report for City Deal
SC-PR-10120 WDC Submit Final Business Case to City Deal
SC-PR-10130 City Deal Review & Approvals of Business Case
SC-PR-10140 City Deal Approval
SC-PR-10150 WDC / BB Finalise Terms of Delivery Agreement
SC-PR-10160 Latest Date for Approval of Planning Application (20th Sep 2023)
SC-PR-10170 Signed Delivery Agreement
Contract Start Dates
CSD-10000 CS CS Contract Start Date Contract  Award
CSD-10010 Minimum Main Works Mobilisation Period
CSD-10020 Earliest Start Date TBC
CSD-10030 Planned Start Date TBC
Contract Completion Dates
CCD-10000 PC Planned Substantial Completion
CCD-10010 Contractor's Terminal Float
CCD-10020 PC Planned Contract Completion
CCD-10030-CD CD Specified Contract Completion Date (TBC)
CCD-10040 Complete Soft Landscaping Works (Seasonal) TBC
Access Dates
Access to Areas Outwith Plot
AD-10000 Access to West Junction (A82 to Railway)
AD-10010 Access to East Junction (A82 to Railway)
Shared Plot Access
AD-20010 Shared Plot  Access Across Existing Eastern Overbridge Permitted
Exxon Plot Handover
AD-20020 Plot Remediation Complete (Access to Eastern Overbridge Available)
AD-20022 Prep for Removal of Bailey Bridge - OTHERS
AD-20023 ASSUMED Exxon Planned Demobilisation Complete
AD-20024 ROTR Removal of Bailey Bridge - OTHERS
AD-20026 Dismantle & Remove Bailey Bridge From Site - OTHERS
AD-20028 Existing Eastern Overbridge Handed Back to BB
AD-20040 ASSUMED EXXON / WDC Land Agreement & Plot Access In Place
AD-20050 ASSUMED PERMITTED Plot  Access Across Existing Eastern Overbridge
Access Arrangements
AD-70000 Shared Use of Existing East Overbridge, Shared Use of Existing East Overbridge
AD-70005 BB Exclusive Use of Existing East Overbridge, BB Exclusive Use of Existing East Overbridge
Use of New Western Underbridge With Temporary Haul Route, Use of New Western Underbridge With Temporary Haul Route
Use of New Eastern Overbridge Deck With Temporary Surface, Use of New Eastern Overbridge Deck With Temporary Surface
Use of New Western Underbridge on Finished Carriageway, Use of New Western Underbridge on Finished Carriageway
Use of New Eastern Overbridge on Finished Carriageway, Use of New Eastern Overbridge on Finished Carriageway
Eastern Overbridge
AD-50000 Earliest Date for Eastern Overbridge Demolition
AD-50010 Eastern Overbridge e for Demolition - TO BE CONFIRMED
Western Overbridge - Standalone - Assumed Story Programme
AD-60000 Western Overbridge South Side / Haul Road Handed Over to Railbridge Contractor - ASSUMED BY EXXON / WDC N/A
AD-60010 Western Overbridge Establish / Enable / Construct Bridge / Prep for Install
AD-60020 Western Overbridge North Side  / PUs Handed over to Railbridge Contractor - BY BB
WEST DUNBARTONSHIRE COUNCIL
EXXON SITE DEVELOPMENT PROJECT
Date Revision Checked Approved
26-May-23 Precon Rev 0 NJD NJD
Remaining Level of Effort
Actual Work
Remaining Work
Critical Remaining Work
Milestone
Summary
Preconstruction Programme
S20029/PC/01 Rev 0
Page 1 of 2

Page 185

Activity ID Activity Name Original
Duration
Early Start Early Finish
AD-60030 Establish / Enable / North Side / Prep for Install 5 20-Nov-24 26-Nov-24
AD-60040 Western Overbridge Blockade for Railbridge Installation Xmas 2024 5 20-Dec-24* 24-Dec-24
AD-60060 Western Overbridge North Side Finishes / Reinstatement 5 06-Jan-25 10-Jan-25
AD-60065 Western Overbridge North Side Handed Back to BB 0 13-Jan-25
AD-60066 Western Overbridge South Side Main Line Finishes / Reinstatement 5 13-Jan-25 17-Jan-25
AD-60067 Western Overbridge South Side Main Line Handed Back to BB 0 20-Jan-25
AD-60070 Western Overbridge South Side Laydown / Compound / Reinstatement & Demobilisation 20 20-Jan-25 14-Feb-25
AD-60090 Western Overbridge South Side Laydown / Compound Handed Over to BB 0 17-Feb-25
Contractor Key MilestonesContractor Key Milestones 592 01-Nov-23 24-Apr-26
ML01, 02, 03 A82 West JunctionML01, 02, 03 A82 West Junction 548 01-Nov-23 13-Feb-26
KM-ML01-10000 ML01 Proposed Commencement of A82 West Junction 0 01-Nov-23
KM-ML01-10010 ML01 Planned Completion of  of A82 West Junction 0 13-Feb-26
ML04 Spine Road Centre-West (Ch 470-1300)ML04 Spine Road Centre-West (Ch 470-1300) 476 23-Jan-24 13-Jan-26
KM-ML04-10000 ML04 Proposed Commencement of Spine Road Centre-West 0 23-Jan-24
KM-ML04-10010 ML04 Planned Completion of Spine Road Centre-West 0 13-Jan-26
ML05 Spine Road Centre-East (Ch 1300-1830)ML05 Spine Road Centre-East (Ch 1300-1830) 418 10-May-24 30-Jan-26
KM-ML05-10000 ML05 Proposed Commencement of Spine Road Centre-East 0 10-May-24
KM-ML05-10010 ML05 Planned Completion of Spine Road Centre-East 0 30-Jan-26
ML06 East Plot Access Link Road (Ch 30-370)ML06 East Plot Access Link Road (Ch 30-370) 140 25-Oct-24 04-Jun-25
KM-ML06-10000 ML06 Proposed Commencement of East Plot  Access Road 0 25-Oct-24
KM-ML06-10010 ML06 Planned Completion East Plot  Access Road 0 04-Jun-25
ML07 East Spine Access From A814 (Ch 0-120)ML07 East Spine Access From A814 (Ch 0-120) 488 13-Feb-24 19-Feb-26
KM-ML07-10000 ML07 Proposed Commencement of East Spine Access 0 13-Feb-24
KM-ML07-10010 ML07 Planned Completion of East Spine Access 0 19-Feb-26
ML08 East Access Tie-in to A814ML08 East Access Tie-in to A814 457 13-Feb-24 07-Jan-26
KM-ML08-10000 ML08 Proposed Commencement of East  Access 0 13-Feb-24
KM-ML08-10010 ML08 Planned Completion of East  Access 0 07-Jan-26
ML09 A82 East Dunglass R'boutML09 A82 East Dunglass R'bout 440 18-Jan-24 05-Nov-25
KM-ML09-10000 ML09 Proposed Commencement of A82 Dunglass R'bout & A814 E/B Widening 0 18-Jan-24
KM-ML09-10010 ML09 Planned Completion of A82 Dunglass R'bout & A814 E/B Widening 0 05-Nov-25
PL01 Bulk Fills to Plots OPTIONPL01 Bulk Fills to Plots OPTION 265 13-Dec-24 29-Jan-26
KM-PL01-10020 PL01 Proposed Commencement of Plot Bulk Fills 0 13-Dec-24
KM-PL01-10030 Pl01 Planned Completion of Plot Bulk Fills 0 29-Jan-26
DM01 Demolition of Existing Eastern OverbridgeDM01 Demolition of Existing Eastern Overbridge 37 20-Mar-25 20-May-25
KM-DM01-10000 DM01 Proposed Commencement of Existing Eastern Overbridge 0 20-Mar-25
KM-DM01-10010 DM01 Planned Completion of Demolition of Existing Eastern Overbridge 0 20-May-25
ST01 Eastern Overbridge Excluding FinishesST01 Eastern Overbridge Excluding Finishes 146 20-May-25 15-Dec-25
KM-ST01-10000 ST01 Proposed Commencement of Replacement Eastern Overbridge 0 20-May-25
KM-ST01-10001 ST01 Open Eastern Access Bridge / Spine to Construction Traffic 0 15-Dec-25
DemobilisationDemobilisation 10 19-Feb-26 05-Mar-26
KM-DM01-10020 Proposed Commencement of Demobilisation & Reinstatement 0 19-Feb-26*
KM-DM01-10030 Planned Completion of Demobilisation & Reinstatement 0 05-Mar-26
SL01 Soft Landscaping (Seasonal)SL01 Soft Landscaping (Seasonal) 44 13-Feb-26 24-Apr-26
KM-SL-10000 Proposed Commencement of Soft Landscaping (Seasonal) 0 13-Feb-26
KM-SL-10010 Planned Completion of Soft Landscaping Works (Seasonal) 0 24-Apr-26
May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecJan
2023 2024 2025 2026 2027
AD-60030 Establish / Enable / North Side / Prep for Install
AD-60040 Western Overbridge Blockade for Railbridge Installation Xmas 2024
AD-60060 Western Overbridge North Side Finishes / Reinstatement
AD-60065 Western Overbridge North Side Handed Back to BB
AD-60066 Western Overbridge South Side Main Line Finishes / Reinstatement
AD-60067 Western Overbridge South Side Main Line Handed Back to BB
AD-60070 Western Overbridge South Side Laydown / Compound / Reinstatement & Demobilisation
AD-60090 Western Overbridge South Side Laydown / Compound Handed Over to BB
Contractor Key Milestones
ML01, 02, 03 A82 West Junction
KM-ML01-10000 ML01 Proposed Commencement of A82 West Junction
KM-ML01-10010 ML01 Planned Completion of  of A82 West Junction
ML04 Spine Road Centre-West (Ch 470-1300)
KM-ML04-10000 ML04 Proposed Commencement of Spine Road Centre-West
KM-ML04-10010 ML04 Planned Completion of Spine Road Centre-West
ML05 Spine Road Centre-East (Ch 1300-1830)
KM-ML05-10000 ML05 Proposed Commencement of Spine Road Centre-East
KM-ML05-10010 ML05 Planned Completion of Spine Road Centre-East
ML06 East Plot Access Link Road (Ch 30-370)
KM-ML06-10000 ML06 Proposed Commencement of East Plot  Access Road
KM-ML06-10010 ML06 Planned Completion East Plot  Access Road
ML07 East Spine Access From A814 (Ch 0-120)
KM-ML07-10000 ML07 Proposed Commencement of East Spine Access
KM-ML07-10010 ML07 Planned Completion of East Spine Access
ML08 East Access Tie-in to A814
KM-ML08-10000 ML08 Proposed Commencement of East  Access
KM-ML08-10010 ML08 Planned Completion of East  Access
ML09 A82 East Dunglass R'bout
KM-ML09-10000 ML09 Proposed Commencement of A82 Dunglass R'bout & A814 E/B Widening
KM-ML09-10010 ML09 Planned Completion of A82 Dunglass R'bout & A814 E/B Widening
PL01 Bulk Fills to Plots OPTION
KM-PL01-10020 PL01 Proposed Commencement of Plot Bulk Fills
KM-PL01-10030 Pl01 Planned Completion of Plot Bulk Fills
DM01 Demolition of Existing Eastern Overbridge
KM-DM01-10000 DM01 Proposed Commencement of Existing Eastern Overbridge
KM-DM01-10010 DM01 Planned Completion of Demolition of Existing Eastern Overbridge
ST01 Eastern Overbridge Excluding Finishes
KM-ST01-10000 ST01 Proposed Commencement of Replacement Eastern Overbridge
KM-ST01-10001 ST01 Open Eastern Access Bridge / Spine to Construction Traffic
Demobilisation
KM-DM01-10020 Proposed Commencement of Demobilisation & Reinstatement
KM-DM01-10030 Planned Completion of Demobilisation & Reinstatement
SL01 Soft Landscaping (Seasonal)
KM-SL-10000 Proposed Commencement of Soft Landscaping (Seasonal)
KM-SL-10010 Planned Completion of Soft Landscaping Works (Seasonal)
WEST DUNBARTONSHIRE COUNCIL
EXXON SITE DEVELOPMENT PROJECT
Date Revision Checked Approved
26-May-23 Precon Rev 0 NJD NJD
Remaining Level of Effort
Actual Work
Remaining Work
Critical Remaining Work
Milestone
Summary
Preconstruction Programme
S20029/PC/01 Rev 0
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