Economic development strategy - London Borough of Hillingdon

A prosperous borough 

Hillingdon’s strategy for a sustainable 

economy 2005-2015 

www.hillingdon.gov.uk

Published by: 

Photographs by Graham Mullett, Simon Kreitem 

Hillingdon Council, 

Civic Centre, 

High Street, 

Uxbridge, 

UB8 1UW 

June 2005. 

HILLINGDON’S ECONOMIC STRATEGY FOR A SUSTAINABLE ECONOMY 2005-2015 - A PROSPEROUS BOROUGH

Contents 

Foreword 

Hillingdon’s economy, our aspirations and 

objectives 

Transport and Heathrow 

Education, employment and the knowledge 

economy 

Equalities 

Hillingdon for business and the Hillingdon brand 

Housing, environment and quality of life 

Appendices 

Appendix 1 - Partners involved in developing the 

strategy 

Appendix 2 - Linkages with regional and subregional 

strategies 

Appendix 3 - Community Strategy targets for a 

prosperous borough 2005-2015 


FOREWORD 

Foreword 

We live in a dynamically 

changing environment. The 

region, and in particular the 

sub-region, is evolving as a 

high quality, highly skilled, 

low-intensity, knowledge 

economy. 

The purpose of Hillingdon’s 

Strategy for a Sustainable 

Economy is to ensure that 

the borough of Hillingdon 

keeps abreast of economic 

changes and that our landuse 

strategies, workforce, businesses, public sector 

infrastructure and educational establishments are aware 

and prepared to meet the challenges ahead. 

Hillingdon has a number of strategic advantages. These 

include: the working age population which is broad, we 

are strategically well located and we have a quality of 

environment and diversity of housing to sustain a 

diverse workforce. There are also a large number of 

high-value companies in the borough which themselves 

sustain smaller businesses in the supply chain. 

There are, however, significant challenges before us. For 

instance, the London Plan suggests that the Hayes/West 

Drayton/Southall/Stockley area should deliver 35,000 

new jobs and 5,800 new homes by 2016. The current 

level of academic attainment in our schools and the 

weak skill sets of the adult work force need intensive 

investment to ensure that local people can benefit from 

the growing opportunity and prosperity of the region. 

We believe that thriving regions, cities, towns, villages 

and neighbourhoods are fundamental to quality of life. 

Also that strong economies with quality employment 

opportunities, good access to services and attractive 

and safe surroundings are vital for their sustainability. 

Therefore for an economy to be sustainable we must 

strive for a better quality of life for everyone, now and 

for generations to come. Although the idea is simple, 

the task is substantial. This strategy is the first step in 

achieving a sustainable economy within our borough. 

The aim is to identify the themes, co-ordinate policies 

and bring together key partners to promote an 

integrated approach to the development of our 

economy, environment and society. Building sustainable 

communities is about improvements to the places 

where people live and work, and improving the 

prosperity and overall environment for businesses, 

communities and individuals. This encompasses: 

• strengthening our local economy, including the 

skills of our local workforce. 

• promoting better health, housing and access to 

services and recreation. 

• improving local surroundings - revitalising town 

centres, tackling degraded urban environments, 

and ensuring that development respects the 

character of our borough. 

• reducing crime and the fear of crime and making it 

easier for people to get involved in their 

communities. 

Achieving sustainable development in the London 

Borough of Hillingdon therefore involves attaining the 

correct balance between economic development, social 

improvement and environmental protection. Our 

approach to economic development will ensure that 

there is a gradual movement towards sustainable 

development and a continuous improvement in overall 

quality of life for both our businesses and local 

communities. 

The Cabinet of Hillingdon Council and Hillingdon’s 

Local Strategic Partnership have both formally adopted 

Hillingdon’s Strategy for a Sustainable Economy. 

Councillor Jonathan Bianco 

Cabinet Member: Finance, Regeneration 

& Corporate Services 

1 HILLINGDON’S ECONOMIC STRATEGY FOR A SUSTAINABLE ECONOMY 2005-2015 - A PROSPEROUS BOROUGH

Hillingdon’s 

economy, our 

aspirations and 

objectives

HILLINGDON’S ECONOMY, OUR ASPIRATIONS AND OBJECTIVES 

Hillingdon’s economy, our aspirations 

and objectives 

Hillingdon as an economic entity 

Over the past 12 months key public documents have 

emerged including the London Development 

Agency’s (LDA’s) Economic Development Strategy, 

and the West London Economic Development 

Strategy (WLEDS). In addition, the Government has 

launched its new initiative, the Local Authority 

Business Growth Incentives (LABGI), giving local 

authorities a financial incentive to maximise 

economic growth in their boroughs. These 

developments will influence the economic context 

in which local economies operate, and have 

therefore prompted a range of partner agencies to 

come together to share a vision for the economy of 

Hillingdon and to develop a strategy and action 

plan to realise the vision. 

No sector alone, whether public, private or 

voluntary, has the power to drive, influence and 

shape the economy in its broadest sense i.e. 

incorporating the housing market, transportation, 

employment, land use, etc. It is therefore felt that a 

shared sense of ownership is vital not just for the 

writing of the strategy but in driving through its 

aims and objectives. To this end 17 partner agencies 

(see Appendix 1 for details) attended a series of 

seven meetings over a period of two months to 

comment on the analysis of Hillingdon’s strengths, 

weaknesses, opportunities and threats, and the 

statistical analysis of the economy, to create the 

vision and influence the shape of the Strategy for a 

Sustainable Economy in Hillingdon. 

This document draws together the work of the 

partners and recommends a series of economic 

actions to capitalise on opportunities, develop 

strategic leadership, promote partnership working 

and realise the strategy’s vision. The recommended 

actions will be used to direct the annual Delivery 

Action Plan. 

Strategic links 

The strategy has been developed in the knowledge 

that the borough’s economic vision will continue to 

be tempered and influenced by wider external 

factors, for many of which there is limited local 

power to influence or change but whose impact on 

this borough would be huge e.g. Heathrow Third 

Runway, Cross Rail, the Olympics etc. In developing a 

united vision for the future of the borough, it is 

hoped that local concerns can be more clearly 

articulated and action taken to capitalise on 

emerging opportunities. 

In light of regional and sub-regional strategies with a 

direct influence on economic activity, in particular the 

Sub-Regional Development Framework and the West 

London Economic Development Strategy, it has been 

vital for the strategy to be developed in partnership 

with sub-regional strategic organisations. To this end 

the strategy complements other regional, subregional 

and local strategies including the Hillingdon 

Local Development Framework and Hillingdon's 

Community Strategy. Key targets from these 

strategies are attached as Appendix 2. In moving to 

implement the strategic recommendations, it will be 

advantageous to work in partnership with 

neighbouring boroughs to tackle issues holistically 

and maximise resources available. 

Future partnership action 

Hillingdon’s Local Strategic Partnership, known as 

the Hillingdon Partners, aims to use its authority 

and strategic influence to facilitate partnership 

working. This approach will enable greater focus in 

the use of resources and create an infrastructure 

that will achieve a sustainable, inclusive and 

economically prosperous borough. 

The range of partners engaged in this process has 

been extensive and given the opportunity presented 

by their diversity and commitment, it is intended 



that they become constituted as the Economically 

Prosperous Theme Group of Hillingdon Partners 

with responsibility for driving the Delivery Action 

Plan and realising the vision. 

Time frame 

This strategy sets the vision for a sustainable economy 

for the next five to ten years. The accompanying 

Delivery Action Plan will be the tool by which the 

Hillingdon Partners Theme Group can plan and 

measure performance. The Delivery Action Plan will 

complement this strategy, turning aspirations into 

meaningful projects and actions by detailing targets 

for the following two to three years. 

Aspirations for the local economy 

The partnership identified the following aspirations, 

which have underpinned the development of this 

strategy and its objectives: 

Economic development – The borough will strive for 

economic growth and thriving businesses that trade 

within and outside the borough, without which 

current economic development activity is 

unsustainable. Businesses earning income from 

outside Hillingdon create employment opportunities 

for local people thereby adding net value to the 

local economy and as such these businesses should 

be encouraged/supported by this strategy. 

Inclusion – Hillingdon should capitalise on the 

strength of the local economy and the predicted 

future shortfall in both the quantity and quality of 

employees, as the catalyst to removing barriers to 

economic inclusion and to addressing the needs of 

adults in low-skill/low paid employment, disaffected 

young people and those far removed from the 

labour market. 

Sustainability – There is a need to encourage and 

support participants in the Hillingdon economy to 

think global and act local; improving the 

environment, conserving natural resources including 

air quality, and distributing the benefits of 

development equitably. 

Resources – Understand the importance of good 

resources that enable businesses to operate 

efficiently and competitively. Explore opportunities 

and partnership ventures to optimise 

natural/financial resources, generate economies of 

scale and add-value to existing practices. 

Resources include: 

• skilled workforce. 

• entrepreneurial flair. 

• land. 

• transport infrastructure. 

• environmental quality (technical and amenity). 

Strategic influence – Hillingdon Partners should 

advocate a balance between land uses in the 

borough, to create a borough where people want 

to work, live and participate in recreation. 

Recognise that the route to achieving this will 

include active involvement in regional and subregional 

partnerships. 

Partnership – Hillingdon needs to work to integrate 

local employers in realising the strategic vision 

through quality communication and collaborative 

working. Recognise the important role which 

partners within the voluntary and community sector 

play both in the local and sub-regional economy 

and in improving the quality of people’s lives. 

HILLINGDON’S ECONOMIC STRATEGY FOR A SUSTAINABLE ECONOMY 2005-2015 - A PROSPEROUS BOROUGH 

4


Well-being – Bring greater co-ordination to 

fragmented action to address economic and social 

inclusion. Work to mitigate the negative impacts of 

the economy on quality of life and the environment. 

Support services – Recognise the importance of 

efficient and competitive services to support 

business activities and the local population. These 

services may be public e.g. transportation, health 

services, or private, e.g. local car repair garages, 

hairdressers, printers, etc. 

Objectives for a sustainable 

Hillingdon economy 

To deliver the economic vision, this strategy focuses 

on seven objectives, which encapsulate the priority 

concerns and aims. This strategy aims to complement 

the work of both the London Development Agency 

(LDA) and the West London Alliance (WLA) who have 

set the vision and framework for economic 

regeneration for London and the sub-region. The 

degree to which we have attempted to follow their 

strategic lead is detailed in Appendix 3. Although the 

process of developing Hillingdon’s strategy began by 

borrowing heavily from the structure of the West 

London Economic Development Strategy (WLEDS), 

partners found that at a local level, this artificially 

compartmentalised issues and did not reflect the 

complex nature of the challenges nor the holistic 

approach needed to address them. 

Tempering the local emphasis of this work is the 

reality that integrated action is needed to balance 

the demands of sub-regional development in terms of 

the growth of the population, jobs and business 

across public sector bodies. Hillingdon ought to 

actively engage in inter-borough working to realise 

common goals for social economic and environmental 

cohesion and sustainability. Resources to realise 

regeneration aspirations are likely to be distributed 

at a sub-regional/regional level, it is therefore vital to 

participate in inter-borough, regional and subregional 

partnerships to deliver this strategy. 


Key economic opportunity areas 

© Crown Copyright. All rights reserved. 

London Borough of Hillingdon 100019283 2005 

Wards 

Borough boundary 

Heathrow Airport


Key areas for cross-borough action: 

• Creating movement and real choice in social 

housing through extending choice-based lettings 

in West London. 

• Action to equip local people with the skills to 

meet the needs and opportunities in business 

growth sectors, particularly in the following 

industries: creative, tourism, ICT and construction. 

• Co-ordinate transport strategies and lobby 

together for investment that brings real choice in 

travel options to local people. 

• Ensure co-ordination between the London Plan, 

Sub Regional Development Framework and the 

Local Development Framework to establish an 

effective tool by which to manage future 

development. 

• Work with employers and representative bodies 

such as West London Business to promote and 

facilitate innovation and best practice in 

workforce development. 

• Develop the West London agenda for 

environmental protection and social inclusion. 

• Support business engagement in corporate social 

responsibility, for the benefit of the wider 

community. 

The strategic objectives of Hillingdon’s strategy 

for a sustainable economy 

1. Pursue opportunities to promote balanced 

and sustainable economic development in 

Hillingdon. 

2. Enhance and maintain Hillingdon’s 

competitive position as a location to live, 

work and to do business. 

3. Develop initiatives to maximise the unique 

advantages of Hillingdon’s strategic location 

which encompasses Heathrow Airport, rail 

and road connections, Brunel University, 

Hillingdon Hospital, etc. 

4. Enable Hillingdon people to realise their full 

potential through education and training. 

5. Maximise opportunities for local employment 

and career progression for Hillingdon 

residents. 

6. Maximise opportunities that are offered by 

the diversity of the borough’s population. 

7. Engage employers in work to address 

community needs including crime and antisocial 

behaviour, academic underachievement, 

social exclusion, etc. 

8. Co-ordinate action to manage growth 

opportunities and reflect current needs in the 

Hayes/West Drayton corridor. 

9. Support excellence in public services 

particularly in areas such as schooling, health 

facilities, open spaces and recreation 

facilities. 


Transport and 

Heathrow

TRANSPORT AND HEATHROW 

Transport issues 

Hillingdon is a transport hub transected by three 

motorways and the Great Western Railway; the 

borough is also home to two busy airports and 

three tube lines. Strategically Hillingdon is the 

‘Gateway to the London/the West’. 

Despite the abundance of public transport routes 

through and to the borough, Hillingdon has the 

highest proportion of car ownership per head of 

population within London. All major public 

transport routes are radial. The majority of 

commuting from Hillingdon is undertaken by car 

with 59.7% of work journeys by borough residents 

made by car, the highest figure of any London 

borough. Non-borough residents hold 66% of jobs 

in Hillingdon, many of these commuters are likely to 

travel into the borough by car on a daily basis. 

Hillingdon is also perceived to be far enough out of 

London to be a good stopping point for people 

wanting to do business in central London without 

the hassle of commuting in or entering the central 

London congestion charging zone. Blockage on any 

one of the borough’s arterial routes causes gridlock 

on the other parallel arteries. Such circumstances 

are not unusual and raise questions about the longterm 

sustainability of the borough’s transportation 

network. 

The high level of commuting in and out of the 

borough causes considerable congestion, road 

safety concerns, air pollution and environmental 

degradation. Businesses frequently cite congestion 

and car parking restrictions as a major disadvantage 

of doing business in Hillingdon. Deliveries to 

businesses are particularly affected by congestion. 

There is a high number of warehousing, storage 

and logistics businesses in the borough, many of 

which are linked to Heathrow Airport and represent 

the largest business sector in the borough, 

providing employment to 32.2% of Hillingdon 

residents (Annual Business Inquiry 2002). The 

amount of freight on Hillingdon roads is set to 

grow largely as a result of trends in supermarket 

business and EU directives on HGV driving hours. 

Freight businesses need logistics parks, distribution 

centres and free-flowing traffic to function 

effectively. West London Freight Quality Partnership 

is currently investigating the issues around freight 

movement in West London. 

To optimise the function and efficiency of public 

transport and thereby encourage people out of 

their own cars, transport interchanges need to be 

effective and fully integrated. Hillingdon needs to 

develop a vision for effective modal interchanges 

and campaign to drive the vision through to 

implementation. The borough also has an ambitious 

programme to implement a green travel plan, 

which aims to reduce congestion on the roads and 

promote alternative means of travel. It is clear 

however, that given projections on the rising levels 

of car ownership and rising numbers of commuters 

into central London, more creative thought is 

needed to avoid spiralling pollution, environmental 

degradation, stress and dissatisfaction. Tempering 

ambitions for creative solutions to our transport 

problems is the recognition, echoed by the Mayor’s 

transport strategy, that for outer London boroughs 

such as Hillingdon, the car will remain the main 

mode of transport in the future and this must be 

reflected in future transport strategies. 

Easy access to affordable car parking is of vital 

importance to businesses in the borough. Fifty four 

percent of customers to Uxbridge town centre are 

from outside the borough and the smaller, 

neighbourhood shopping centres rely heavily on 

passing trade. It is clear that any growth in 

commercial floor space in Uxbridge town centre will 

increase pressure on current car parking provision 

and the road infrastructure. Other town centres 

pursue transport policies that are deliberately 

‘unfriendly’ to cars, but in most circumstance such 


To Watford 

Rickmansworth 

Moor Park 

Northwood 

Northwood Hills 

To Amersham 

Pinner 

Denham 

Ruislip 

West Ruislip 

Ickenham 

Hillingdon 

Uxbridge 

Eastcote 

Ruislip Manor 

Rayners Lane 

Ruislip Gardens 

South Ruislip 

North Harrow 

Northolt 

West Harrow 

South Harrow 

Northolt Park 

Greenford 

To London 

To Slough 

West Drayton 

Hayes & Harlington 

Southall 

To London 

Heathrow 5 

Hounslow West 

Heathrow Tube 123 

Hatton Cross 

Heathrow Express 123 

Heathrow Express 4 Heathrow Tube 4 



Hillingdon Strategy for a Sustainable Economy 

Motorways Transportation 

A-Roads 

B-Roads 

Minor Roads 

Transportation in Hillingdon 

Proposed Tram Alignment 

Proposed Crossrail Alignment 



Main Line 

Central 

stations 

Picadilly / Metropolitan 

Picadilly 

Metropolitan 

Metropolitain / Main Line 

Borough boundary


policies are complemented by services such as park 

and ride or integrated transport networks with 

effective coverage of residential areas with fast, 

efficient and affordable bus services. Hillingdon 

would have difficulties meeting the land 

requirements of a park and ride scheme; 

furthermore the development of new bus routes are 

frequently met with opposition from residents, 

who, although happy to see improved network 

coverage, do not want to see new routes and bus 

stops outside their homes. 

Heathrow Airport uses its commercial capabilities to 

develop its own bus network at the airport. BAA are 

currently working to promote improvements to the 

efficiency and effectiveness of the existing bus and 

coach network through marketing, improvements 

to interchanges, the provision of high quality and 

high frequency links with identified key local and 

regional transport interchanges and complementing 

local and regional transport strategies. This work is 

based around three principles: 

1. Quality – A holistic journey approach, exceed 

customers expectations, provide seamless, 

integrated journeys. 

2. Sustainability – minimise environmental impacts 

(air quality, reduce private single occupancy car 

use). 

3. Commercial vitality – Profitable public transport 

services meeting customers’ and airport’s 

demands. 

This network is extending out from the airport to 

create routes to work, to childcare facilities and to 

training facilities throughout the sub-region. There 

may be opportunities for other companies to 

participate in such schemes to overcome transport 

problems that impact on their business, for example 

utilising finance generated by a Business 

Improvement District to sponsorship of a park and 

ride facility. 

Along with the rest of West London, Hillingdon 

suffers from a lack of orbital road and public 

transport routes. The economic and social exclusion 

experienced by communities predominantly 

clustered in the south of the borough is 

compounded by their remoteness from public 

transport facilities and thus poor access to amenities 

and facilities. Furthermore, as the south of the 

borough has the largest concentration of 

employment opportunities, improving accessibility 

and permeability of the borough is of major 

importance in efforts to tackle exclusion. These 

problems are particularly acute for those who are 

less than fully mobile, particularly in terms of their 

access to essential public services such as health 

care. 

Future major transport infrastructure projects 

include the West London Tram and Cross Rail. The 

tram should ideally service Hayes station and in 

doing so doing link with the new Heathrow 

stopping service. Such a development would create 

an effective transport hub. There are concerns 

however that the Cross Rail development will not 

really improve the transport options for local 

people, but will only serve to enable commuters 

from outside London to reach central London more 

quickly. There are other transport infrastructure 

projects that would more effectively address the 

transport needs of the borough. These are outlined 

in the action points overleaf. 

Better integration of transport strategies at both a 

local and sub-regional level would ensure 

customers’ needs are at the forefront of planning so 

that services, charges, regulations etc can be 

compatible or complementary. 



Transport: Action 

Arrange expert facilitators to lead a multiagency 

group in appraising the future of 

transport, congestion and car parking in 

Hillingdon and the impact of transport on 

business. Possible areas for action include: 

• Individualised travel planning for new 

residential developments. 

• Auditable quantified travel plans for new 

businesses. 

• Infrastructure for cleaner vehicle technology 

(e.g. electric car charging points etc). 

• Rethink the location and availability of car 

parking. 

• Section 106 funding (see footnote) to support 

major public transport improvements. 

o activate existing freight tracks between 

Reading and Hayes for passenger traffic. 

Work also needs undertaking to create business 

and public sector involvement in: 

• Support for the implementation of the green 

travel plan. 

• Integrating cycling, walking etc into transport 

hubs. 

Footnote 

Planning obligations or ‘Section 106 agreements’ are legal 

agreements negotiated by the local planning authority with the 

developer (or landowner) of a proposed development. They 

identify the specific local facilities, services or improvements 

necessary to make the development acceptable in planning 

terms. Where it is not possible to provide such facilities on-site, 

Section 106 agreements can specify that developers make 

financial contributions, or ‘commuted sums’, to the local 

authority to enable it to provide the required facilities/services 

outside the site. 

• Campaign for integration of north/south 

public transport routes and to create modal 

transport interchanges: 

o the West London Tram to stop at Hayes 

station. 

o the Central Line to be extended from 

South Ruislip to Uxbridge town centre, 

which would improve commuting options 

and better integrate this part of the 

borough with the rest of West London. 

o Uxbridge town centre transport 

interchange – improvements are needed 

to improve the train, bus and taxi 

interchange in Uxbridge town centre, 

making the process of transferring from 

one to the other easier and a pleasant 

experience for travellers. 


12


Heathrow 

There are approximately 350 companies based at 

London Heathrow, the majority of these directly 

support airport related business. Through the 

procurement of goods and services Heathrow airport 

has considerable strategic influence on the local 

business community, affecting the location, type, 

size and nature of local businesses and thereby local 

employment opportunities. In employment terms, 

Heathrow generates £5 billion per annum in wages, 

sustaining 270,000 jobs in the UK alone. 

Heathrow is a major economic influence on the 

borough, the sub-region and the country as a whole. 

The impact on the borough is both positive and 

negative. Better collaboration with BAA will help 

businesses and the public sector capitalise on its positive 

impacts and work to mitigate some of the negative 

effects. Areas for greater collaboration include: 

• Work to mitigate the environmental impact of 

the airport – e.g. a detailed specification for 

excellence in architectural design and energy 

efficient building, needs to be developed for all 

development south of M4. 

• In circumstances where there would be 

advantages for the wider Hillingdon economy, 

explore whether all airport dependent business is 

best located on the airport site, or whether it 

may be beneficial to move office-based 

employment off the airport site to utilise empty 

office accommodation within the borough and 

provide local, accessible employment for 

borough residents. From this, businesses such as 

logistic parks and freight could be located more 

closely to their supply sources. This may prompt 

greater supply-chain opportunities to open-up to 

local businesses, particularly small and medium 

enterprises, creating local employment 

opportunities and presenting opportunities for 

the on-going regeneration of Hayes and the 

West Drayton corridor. These opportunities 

however, must be balanced by concerns 

regarding the environmental impact of 

Heathrow Airport. 

• Hillingdon could do better at embracing the 

unique opportunity presented by Heathrow 

Airport and exploit its international links, for 

example foreign students, business tourists etc, 

many of whom stay in the borough, but few will 

be aware of the local and sub-regional attributes 

and spend time and money in the borough itself. 

In recognition of the huge significance that 

Heathrow airport has on the London and UK 

economy, airport related businesses are working 

collaboratively with Brunel University to explore the 

potential for creating a University of Aviation 

Business (UAB), which would confirm Heathrow’s 

status as a knowledge-rich and high-value business. 

The UAB would create synergy between Heathrow 

airport and the University with its proud 

engineering history and in so doing complement 

the objectives of West Focus by creating stronger 

links between industry and education. The UAB, 

although conceptual and virtual, could lead to more 

cost effective and high quality mechanisms for 

addressing specialised human resources and skills 

development requirements, as well as knowledge 

transfer between higher education institutes and 

industry. The project could also have a range of 

wider economic, social and environmental benefits. 



Heathrow: Action 

In the interest of harnessing the potential of the 

airport for the benefit of the borough in terms 

of education, training, environmental 

protection, tourism, land use and business 

supply chains, it is suggested that work is 

undertaken in partnership with BAA and its 

supply chains to plan action for the 

development of each of the following areas: 

• Meet the buyer – continue to build the 

capacity of local businesses to compete for 

and deliver Heathrow work contracts. Use 

this model to demonstrate best practice and 

cascade practices to other businesses in the 

borough and the public sector (particularly 

the council and Primary Care Trust). 

• Complement work underway to map 

Heathrow initiatives in recent years, 

identifying what went well and what did not, 

in an attempt to action plan for the future 

and to add value where appropriate. 

• University of Aviation Business - The UAB has 

the potential to become a flagship initiative 

for Hillingdon and further work needs to be 

done to ensure the borough’s involvement 

and support in order to maximise benefit for 

local residents. Greater collaboration with a 

range of agencies including Uxbridge College 

and secondary schools would add value to 

the project and create borough-wide 

stakeholders in this project. 


14

Education, 

employment and 

the knowledge 

economy

EDUCATION, EMPLOYMENT AND THE KNOWLEDGE ECONOMY 

Strategic priorities 

Attainment and employment issues 

14-19 Education 

The availability of an educated and highly skilled 

workforce is at the heart of the knowledge 

economy. Equally skill deficiencies are at the root of 

the deprivation suffered by many people. Therefore 

addressing local skills deficiencies is the key to 

preserving the future viability of the local economy 

and the prosperity of local communities. 

Table 1 illustrates that academic attainment in 

Hillingdon schools is below the London average and 

significantly below the outer London average. In 

the academic year 2003/4 1,527 16-year-old pupils 

left school without attaining level 2 (equivalent to 5 

GCSE passes at grade C or above) and 25% of these 

failed to attain level 1 (pre GCSE). The trend is 

generally better in schools in the north of the 

borough than those in the south, see table 2. In 

addition to this, participation in post-16 education 

and training in Hillingdon is generally low and 

Hillingdon has the highest proportion of young 

people in the NEET category (Not in Employment, 

Education and Training) than any other West 

London borough. 

% Attained 

100% 

80% 

60% 

40% 

20% 

0% 

Table 1: GCSE results in 2003 

5+A*-C 5+A*-G 1+A*-G 

Grades A* - G 


West London 

London 

Urgent action is required to address falling 

education attainment and the high number of NEET 

youths. A possible course of action is to broaden out 

the learning experience in partnership with 

businesses, to create more vocational education 

Wards 

Table 2: Population aged 16-24 with level 1 or no 

qualifications 

Botwell 

Townfield 

Pinkwell 

West Drayton 

Yeading 

Yiewsley 

Heathrow Villages 

Barnhill 

East Hillingdon 

Charville 

Brunel 

Uxbridge North 

Uxbridge South 

South Ruislip 

Cavendish 

East Ruislip 


Manor 

West Ruislip 

Northwood 

Harefield 

0 200 400 600 800 

Population 

opportunities. Such initiatives could include preemployment 

schemes, where 16-19 year old 

students work with employers, building their skills 

and the employer’s confidence in ‘the product’. 

Involving businesses in work-based training will 

increase the range and flexibility of employment or 

training provision. Whilst vocational studies 

represent only a small proportion of demand for 

education, it is viewed that this form of education is 

beneficial for those who have been disadvantaged 

from formal education. Therefore there is enormous 

potential for schools to develop vocational studies 

whilst continuing to provide academic courses. 

Post-19 Education 

Academic underachievement is not just an issue for 

the current generation of school leavers, as low 

skilled workers currently dominate Hillingdon’s 

workforce. It is estimated that 43% of the 

borough’s working aged people have no more than 

level 1 education. Table 3 illustrates the difference 

in the qualifications of those aged 25-39 years 

throughout the borough, table 3 shows that those 

with lowest qualifications are concentration in the 

south of the borough. 


16


Wards 

Table 3 Population aged 25-39 with level 1 

or no qualification 

Yeading 

Botwell 

Pinkwell 

Yiewsley 

West Drayton 

Townfield 

Barnhill 

Charville 

East Hillingdon 

South Ruislip 

Heathrow 

Brunel 

Manor 

Uxbridge South 

Cavendish 

Uxbridge North 

West Ruislip 


Harefield 

East Ruislip 

Northwood 

Ickenham 

0 200 400 600 800 1000 1200 1400 1600 

Population 

The LDA’s Framework for Regional Employment and 

Skills Action (FRESA) predicts that by 2010, 46% of 

jobs in the region are likely to demand skills at NVQ 

level 4 or above. There is a real threat that 

employment opportunities in the expanding 

knowledge economy will pass by local workers if 

their skill levels are not developed. In addition, 

should there be a downturn in the economy, those 

with the weakest skills set would find themselves 

most disadvantaged in the labour market. Table 4 

illustrates the difference in attainment between the 

top-performing northern wards and southern wards 

performing worst. The difference in attainment is 

indicative of the life prospects of those in different 

parts of the borough, as it may be argued that 

future earnings potential, job opportunities, 

geographic mobility and quality of life are to some 

extent underpinned by academic attainment. 

Table 4: Difference in numbers with level 1 

or no qualifications in 5 worst and 5 best 

performoing wards 

Table 5 highlights that Hillingdon’s residents are 

proportionally less employed as managers and senior 

officers, and in professional, associate and technical 

positions. Residents are better represented in 

administrative, secretarial, skilled trades, especially 

in metal and electrical trades, personal services, sales 

and customer services, process plant and machine 

operations and elementary occupations. 

% of residents 

employed 

20 

15 

10 

5 

0 

Managers 

and Senior 

Officers 

Professional 

Occupations 

Occupation 

Associate 

Professional 

and Technical 

Admin and 

Secretarial 



Table 6 illustrates that Hillingdon residents are more 

skilled at lower attainment levels and less at higher 

education compared to the rest of London. Industry 

trends predict an expanding knowledge economy, 

growth in the number and range of services 

provided by call centres and further location of low 

skilled jobs in remote locations. These factors may 

be seen to narrow the employment prospects of the 

preponderance of low skilled residents in 

Hillingdon. 

% of working 

age residents 

35 

30 

25 

20 

15 

10 

5 

0 

Table 5: Residents by occupation, 2001 

Table 6: Highest qualifications of working age 

population 

No 

qualifications 

Level 1 Level 2 Level 3 Level 4/5 Qualifications/ 

level 

unknown 



No. of population with 

level 1 or no 

qualifications (%) 

20 

15 

10 

5 

0 

16-24 25-39 40-49 50-64 

Age Groups 

Best 

performing 

wards 

Worst 

performing 

wards 

Qualifications 



Specific skill deficiencies in the West London 

economy identified by the LDA are: 

• English for speakers of other languages (ESOL). 

• Basic literacy/numeracy skills. 

• Computing and technical skills. 

It is thought that a likely contributing factor to poor 

academic attainment is the large supply of relatively 

well-paid entry-level employment opportunities for 

school leavers in Hillingdon, particularly related to 

Heathrow Airport. Realising the limited 

opportunities of low-skilled employment, many 

adults seek to return to studies aged over 19. 

However funding for training for those aged 19 and 

over is limited and these adults often have 

complications that make retraining/studying difficult 

e.g. existing jobs, childcare, mortgage, financial 

commitments, limited free-time etc. Compounding 

this problem are the training packages offered by 

employers, these are generally not accredited and 

trainees can therefore not take their achievements 

to other employers and build on the skills attained. 

High demand in West London for 14-19 education, 

together with the targeting of funds towards some 

priority groups and sectors, has resulted in limited 

resources for education and training for those aged 

19 and over. In Hillingdon, Uxbridge College has 

recorded strong recruitment amongst adult learners 

on both vocational and academic courses, however 

education establishments generally face difficulties 

in making the funding stack-up for adult learners. 

Greater flexibility in funding streams is needed to 

overcome this problem. 

Employment 

Hillingdon has a working age population of 

approximately 175,600. With approximately 168,000 

people employed in Hillingdon, there are close to as 

many jobs as there are residents in the borough. 

Proportion of working age population claiming 

unemployment benefit 

Hillingdon average 2.3% 

West London average 2.73% 

London average 3.5% 

Source Aug. 2004 Nomis Socio-economic claimant 

counts (Job Seekers Allowance) 

The number of residents claiming unemployment 

benefit reflects the relative buoyancy of the local 

labour market, yet the low average percentage of 

claimant masks wards in the borough where pockets 

of unemployment are above the London average 

i.e. Barnhill (3.6%), Botwell (3.4%), Pinkwell (3.8%), 

Townfield (3.8%), West Drayton (3.8%) and Yeading 

(3.8%). Within these wards certain communities - 

particularly black and minority ethnic communities - 

are represented in higher numbers. Table 7 

highlights the imbalance in age and gender in 

unemployment trends in five key wards in the south 

of the borough, where young men under 24 years 

of age experience disproportionate levels of 

unemployment. 


18


12.00 

10.00 

Table 7: Percentage unemployed by age and gender 

% unemployed 

8.00 

6.00 

4.00 

2.00 

16-24 

25-64 

Source: Census 2001 

0.00 

Ward 

Male 

Female 

Male 

Female 

Male 

Female 

Male 

Female 

Barnhill Botwell Townfield West 

Drayton 

Male 

Female 

Yeading 

Statistics show that even where unemployment is 

not high, many communities in the south of the 

borough have income levels that are 

disproportionately lower than those elsewhere in 

Hillingdon, illustrating the preponderance of lowskilled 

and low-paid employment. 

Employers are inheriting significant skills 

deficiencies in school leavers (particularly for entry 

level jobs). There is predicted to be a significant 

shortfall in both quantity and potential quality of 

employees in the future. The challenge is to engage 

those employers without active workforce 

development and vocational training packages, to 

ensure that they can access training of the right 

type and quality. There is an opportunity to work 

with employers to optimise provision of quality, 

accredited in-house training programmes and to 

maximise opportunities for adult learners to 

participate in training provided for those under 19 

years. 

Training is generally not driven by the needs of 

individuals and business and is consequently slow to 

respond to changing business requirements. The 

culture of competition between training providers 

(driven by funding rules) is felt to be unhealthy and 

unhelpful. There is a clear need to create real 

collaboration and partnership between training 

providers and to better utilise training resources. 

Most training agencies are currently running at 

capacity and therefore must gear-up to meet future 

demand to increase the skills of the emerging 

workforce. 

Key growth industries are identified by the LDA as: 

• Creative 

• Information, Communication, Technology 

• Tourism 

• Construction 



In conclusion Hillingdon is experiencing a structural 

problem that threatens to upset economic and social 

balance in the borough. Urgent action is required 

to address the following inter-generational cycle: 

narrowing 

aspirations 

low education 

attainment 

limited 

employment 

prospects 

Attainment and employment: Action 

Key priorities for targeted action over the next 

two years are as follows: 

• Address skills deficiencies of those aged 19 

years and over. 

• Raise the aspirations of school-aged pupils. 

• Identify exactly what is failing in schools in 

the south of the borough. 

• Nurture active partnerships between local 

businesses, local schools and parents and use 

this to develop broader curriculum support 

for 14 –19 year olds. 

• Encourage employers to nurture and recruit 

home grown talent. Key local employers such 

as the council, Primary Care Trust, BAA and 

Stockley Park should lead such an initiative. 

• A better dialogue between local businesses 

to nurture supply chains, and build on the 

success for BAA’s ‘Meet the Buyer’ events by 

integrating public sector contracting 

opportunities and inviting other key local 

businesses such as those located on Stockley 

Park, BA, Xerox etc. 

• Deliver more work-based training programmes 

and work experience placements. 

• Pilot a programme with hotel and 

construction industries to identify future skills 

needs and work in partnership to create a 

direct link between the aspirations, training 

and employment opportunities of local 

people so that they can participate in the 

growing prosperity of the sub-region. 

• Schools, trainers, the college and LSC need to 

work collaboratively in Hillingdon to deliver a 

sizeable increase in the range and volume of 

vocational skills training opportunities for 

14–19 year olds. 

• Work in partnership to deliver the actions 

detailed in the 14–19 Strategy to address the 

falling number of residents with Level 4/5 

qualifications and above. 

• Develop a dialogue with businesses with a 

view to comprehensively engage employers 

in work force development. Need to create 

jobs with progression paths, attach ‘learning 

entitlements’ to jobs, invest in customer 

service skills (as the significant jobs growth 

will be in customer-facing jobs) and develop 

employee-grooming programmes in key 

industries. This may also help improve the 

image of jobs in fields such as catering and 

retail. 


20


Brunel University 

Brunel University is a centre of excellence with 

significant potential for drawing business to the 

area, especially engineering and high tech 

businesses, which will be attracted by the source of 

quality graduates. The recent increase in the 

number of undergraduates coming to Brunel from 

West London highlights opportunity for high-tech 

engineering businesses, as the sub-region will 

increasingly offer a resident, quality graduate 

market from which to recruit. Despite the 

opportunity for business growth presented by 

Brunel University, the borough’s growth in high tech 

services and manufacturing has fallen behind the 

rest of London. It is thought that Hillingdon’s 

limited supply of high tech business start-up units 

may be the cause of this under achievement. This 

represents a lost opportunity to develop new 

businesses and keep graduates in the sub region. 

The role of Brunel University as a driver of 

innovation, change, growth and an asset to 

borough residents and businesses needs to be fully 

recognised and promoted. Brunel has the power to 

influence and not just respond to the labour 

market. For example: 

1. West Focus – This is a government backed, fiveyear 

programme involving seven higher 

education institutions in West London. The 

initiative seeks to ensure that the economic and 

social potential of this combined knowledge base 

is realised through full engagement with local 

businesses and the local community. West Focus 

will aim to tackle fragmented enterprise support 

and with Brunel as a leading force in its 

development, represents a valuable opportunity 

for local enterprise. 

2. Key Workers - Brunel’s training of key workers 

including physiotherapists, teachers, social 

workers, youth workers, occupational therapists 

etc is a significant and growing proportion of the 

University’s undergraduate population. The 

University reports that despite abundant local 

employment opportunities, few graduates 

currently live or work in Hillingdon. This 

situation represents a wasted opportunity 

particularly for the borough’s public services. 

3. Science Park - A problem that hampers 

homegrown entrepreneurs is the quality and cost 

of business start-up accommodation. Brunel’s 

own science park has successfully nurtured 

graduate entrepreneurs and now has the 

financial backing to extend provision of hightech 

services and manufacturing business start-up 

units within the sub-region. Brunel has 

experience and a proven track record in growing 

innovative businesses many of which have 

become strong, successful companies employing 

highly skilled, well-paid employees. With the 

trend in undergraduates attending university in 

the area where their parents live, an extended 

science park is an opportunity to build a dynamic 

sub-region where residents are nurtured, then 

educated and supported to maximise their full 

potential while remaining residents. 

Brunel University: Action 

Brunel should be seen as integral to the 

development of the Hillingdon ‘brand’. The 

borough should recognise the strong reputation 

of the university for excellence in the fields of 

bio-technology and bio-engineering, sports, multimedia 

technology, etc. Brunel is a major draw for 

students, businesses and academics, and presents 

an opportunity to generate a dynamic knowledge 



economy that extends beyond the university and 

into the borough’s schools and colleges. Key 

actions include: 

• West Focus - Hillingdon should fully embrace 

the opportunity presented by West Focus and 

actively communicate its aims and integrate 

its objectives into other programmes. 

Hillingdon Business Forum may be a potential 

vehicle for engaging the wider business 

community in the initiative. 

• In an attempt to reverse the current trend in 

key worker graduates moving away for work 

and housing, the following initiatives could 

be explored: 

o provide quality (paid) work placements for 

undergraduates. 

o build relationships between employers and 

undergraduates. 

o provide financial incentives to graduates, 

particularly in hard to recruit to posts such 

as maths and science teachers, for example 

‘golden handcuffs’. 

o work collaboratively with colleagues in 

housing to develop a partnership 

approach to key worker housing. 

• Science Park – focusing on bio-engineering 

and environmental engineering. Every 

support needs to be given to Brunel to 

identify and secure a site to expand the 

existing science park. The location of this 

science park could bring wider regeneration 

benefits to areas within the borough 

suffering economic and social exclusion. The 

legacy of this commitment is likely to be felt 

for many years to come as young people 

become inspired and then engaged in highly 

skilled, highly paid, local employment. 

• The University for Aviation concept unites 

Hillingdon’s strategic advantage of proximity 

to the world’s busiest airport and the 

university with its proud engineering 

background. Further collaboration to engage 

a range of agencies including Uxbridge 

College, would support the creation of a 

flagship initiative for the borough. 

• There is scope to explore how successful and 

experienced institutions such as Brunel 

University and Uxbridge College can 

contribute to addressing falling standards in 

our schools. Opportunities such as mentoring, 

student exchanges, role modelling, etc, will 

be among the areas explored. 


22

Equalities

EQUALITIES 

Equalities issues 

The proportion of black and minority ethnic (BME) 

Hillingdon residents in 1991 was 12.3%; in 2001 this 

figure was 21% (Census 1991 & 2001). The 2001 

Census for the first time divided the White category 

into White British, White Irish, White Other, whereas 

the 1991 Census simply had White as an ethnic group. 

If the total white Irish, white other and non-white 

ethnic population continues to increase as it has over 

the last decade it is projected that the total ethnic 

population could increase to over 40% by 2011. 

Statistics record very different levels of attainment 

throughout school by students from BME 

backgrounds. Students of Chinese and mixed race 

Asian/white origin perform particularly well 

throughout their school careers. However students 

of other ethnic origins perform consistently poorly 

from key stage 1 through to GCSE. This prompts 

concerns about a distinctive, emerging underclass of 

under-achieving, disaffected, disengaged young 

people, who are predominantly male and live 

mainly in the south of the borough. Exemplifying 

this problem is the Botwell ward, where 25% of 

young men, mostly of white British origin aged 19 – 

25 are unemployed. 

Within the BME population there are large 

variations in employment rates. For example, across 

London in 2001 20.5% of Bangladeshi people active 

in the labour market were unemployed and 17.6% 

of people in the Black Other group. In contrast, 

Indian workers had unemployment levels of 5.9%, 

which are fairly close to those for White groups. The 

unemployment rate for young people from BME 

groups averaged 21.6% - more than twice as high as 

the rate for white groups (9.5%). Again 

unemployment rates are very high for young Black 

workers; within this group 29.8% of Black 

Caribbean, Black African and Black Other residents 

who were economically active were unemployed. 

Unemployment rates are generally higher for men 

(7.6%) than for women (5.8%) and this is generally 

true across the BME population too. 

In Hillingdon, there are 1,700 disabled individuals 

between the ages of 18 and 65 who are in receipt 

of Disability Living Allowance but not Severe 

Disability Allowance (source: Nomis 20th April 

2005). A number of these individuals may have the 

potential to secure employment. Further work is 

required to identify their specific needs and 

aspirations, to realise their employment potential. 

Equalities: Action 

The actions detailed below should be seen as a 

sub-set of work on Attainment and Employment. 

• Co-ordinated action is required across a 

range of agencies and community groups to 

harness the potential and the energy of the 

growing BME population, in the interest of 

social justice and community cohesion. 

• It is imperative that partner organisations 

responsible for skills training and employment 

within the borough pool statistical data to 

ensure effective targeting of resources. To 

further community cohesion statistical analysis 

should encompass age, gender, disability and 

faith as well as ethnic origin. 

• Action to address inequalities needs to be 

referenced to current and projected shortages 

in the labour market and skill levels. 

• Work is underway to target needs of those 

far removed from the labour market under 

the auspices of the Hayes, Heston, Southall 

programme. The challenge is to develop 

effective programmes that will continue to 

secure financial support to ensure 

sustainability in the medium term. 


24

Hillingdon for 

business and the 

Hillingdon brand

HILLINGDON FOR BUSINESS AND THE HILLINGDON BRAND 

Business activity 

Industry trends 

The transport, storage and communication 

industries employed 32.2% of the borough’s 

workforce in 2002, having increased 24.5% between 

1991-2002. Of these almost 70% were employed in 

air transport. However with over 70,000 people 

employed on the airport site alone, this represents 

only 11.5% of the airport’s employment needs, 

emphasising the importance of Heathrow as an 

employer to both the local and regional economy. 

The number of people employed in the construction 

industry in Hillingdon increased by 42.9% between 

1991-2002, reflecting the borough’s proximity to 

major construction projects including Terminal 5, 

Paddington Basin, Wembley Stadium, M25 

widening, etc. As the Mayor of London proposes 

60,000 additional new homes in London, with many 

of these in outer London, the outlook for the 

construction industry looks promising in the 

medium term. 

Local businesses have cited their inability to recruit 

skilled staff and managers as a significant 

impediment to economic growth in Hillingdon. 

Sectors that have particular recruitment problems 

include: hotels and restaurants; public 

administration, defence, and social security; 

wholesale and retail trade, repair etc; real estate, 

renting and business activities. The hospitality and 

retail industries have a high demand for people 

with entry-level skills. Local employers claim 

Heathrow Airport and its associated hospitality and 

retail infrastructure, impact on the local jobs market 

and artificially inflate wages. 

Small and medium sized enterprises 

Although Hillingdon has a reasonable supply of 

small business space for both offices and factories, 

as Table 8 illustrates, there is a lower than average 

start-up rate of small and medium sized enterprises 

(SME) in the borough. Problems that hamper 

homegrown entrepreneurs are the quality and cost 

of the available accommodation. SME 

accommodation is frequently expensive and the 

lease terms are inflexible and require a large 

financial commitment up-front such as six months 

deposit. In addition, much of the accommodation is 

unsuitable particularly for specialist high-tech 

services and manufacturing. It is reputedly difficult 

for businesses to start-up and to grow in Hillingdon. 

Table 8: VAT registrations per 1000 VAT registered firms 

40.0 

20.0 

0.0 

-20.0 

-40.0 

-60.0 

-80.0 

-100.0 

VAT registration 

per 1000 



Agriculture/Fishing 

Energy/Water 

Manufacturing 

Construction 

Retail 

Hospitality 

Type of firm 

Transport and 

Communications 

Finance 

Real Estate 

Public Sector 


26


Office accommodation 

Hillingdon, in common with West London, currently 

has an over-supply of office accommodation and 

there looks to be no sign of this changing in the 

short term. Compounding the office vacancy 

problem is the high number of outstanding office 

planning permissions that are not being 

implemented while the office market remains flat. 

Reports suggest that once over-supply in the market 

has been absorbed, Hillingdon’s office market is 

likely to pick-up. However headquarters have 

become smaller as companies out-source and 

downsize, and companies can now afford to locate 

their small, specialist workforce in prestige, mixeduse 

developments. Therefore even if the market 

does pick up, the Hillingdon office market may be ill 

equipped to respond to the changing nature of 

demand. 

Stockley Park 

The Stockley Park business park is a major source of 

employment opportunities in the borough. Stockley 

Park’s excellent communication links, car parking 

provision and high quality environment have made 

it a high-value, prestige business park for over 10 

years. The Park accommodates the headquarters of 

key businesses including BT, GlaxoSmithKlein, Apple 

Computers UK, Centrica, Hasbro UK, Marks & 

Spencer and Matsushita Electric Europe. The skilled 

workforce it attracts are commonly mobile 

professionals able to take advantage of the efficient 

road infrastructure that services Stockley Park. It is 

estimated that the majority of staff working at 

Stockley Park commute into and out of the borough 

on a daily basis. 

There is a concern about the current vacancy rate at 

Stockley (Source: The Golden Triangle Report – 

Spring 2005 by Rogers Chapman Research for West 

London Business). This reflects general malaise in 

the West London office market and it may continue 

to suffer in the future from the shift towards small, 

prestige office development in mixed-use 

environments. The availability of land at Stockley 

Park for future phases of commercial development, 

may provide the opportunity to re-think the 

business park structure and explore mixed-use 

development. In so doing, it may be possible to 

optimise the creation of local employment. 

Town centres 

Uxbridge has evolved from a historic market town 

located on a strategic trade route, adjoining the 

boundary with South Buckinghamshire. Following a 

period of decline in the 1980s, Uxbridge has now 

successfully reinvented itself as a thriving 

metropolitan centre. It has a vibrant commercial 

and retail focus and first class local educational 

opportunities at Brunel University and Uxbridge 

College. The town centre is the focus of Hillingdon’s 

local government and public services. 

The town benefits from excellent transport links 

with the M40 and M25 motorways in close 

proximity. Public transport includes a comprehensive 

bus network and Metropolitan and Piccadilly 

services on the London Underground. Heathrow 

Airport is 20 minutes away. Over 3,000 parking 

spaces are available for car bound visitors. 

More than 500 businesses occupy a compact core 

business area of Uxbridge town centre area, in an 

area roughly 1km by 0.5km. A significant number of 

offices are UK and European headquarters. A retail 

space of over 1 million square feet accommodates 

national multiples in two covered shopping centres 

as well as independents in the high street and 

adjacent roads. Retail spending in 2004 was tenth 

highest in Greater London, with 54% derived from 

people living outside London. Town centre 

management statistics show that, on average, 20- 

25,000 people come into Uxbridge daily. 

When one considers the substantial residential and 

student population within one kilometre of 

Uxbridge town centre, the entertainment, leisure 

and cultural offer in the town is limited. It currently 



comprises a ten-screen cinema, three gyms, one 

nightclub and thirteen bars, many of which offer 

food in the daytime. There are approximately 25 

eateries, with about a dozen restaurants trading in 

the evening. Like many towns, post 8pm when the 

working population has dispersed, the Uxbridge 

evening economy is dominated by younger people 

and focused on alcohol. This acts as a powerful 

disincentive for older persons and it is felt that 

wider leisure and cultural opportunities would 

benefit the town. 

Hayes shopping centre is situated in the south of 

the borough and is the closest shopping centre for 

many of the bough’s most excluded communities. 

The quality of the Hayes shopping environment is 

poor and the range of shops is limited, possibly 

reflecting the modest spending power of the 

residential population. A number of major capital 

investments are planned for Hayes and these 

present an opportunity from which to plan for 

renewed vitality for Hayes town centre. Investment 

projects include: 

• The Heathrow Connect rail service that will be 

operating via Hayes Town Centre from 2005 

could be the long awaited catalyst for the 

regeneration of Hayes. 

• Health facilities need to be integrated within the 

overarching plan for sustainable improvement. 

• Comprehensive leisure facilities at Botwell Green. 

• The redevelopment of Hayes Goods Yard, which 

could help build a residential profile and 

catchment area with a spending profile that 

would attract better quality retail outlets. 

Land use 

There is growing pressure for sites designated for 

industrial and business use to be re-designated for 

higher value uses including residential development. 

With the shortage of affordable housing, the 

Government is looking to utilise former industrial 

sites for residential purposes. In the London Plan, 

the Mayor of London has a target of 45,000 new 

homes to be built in the ‘Western Wedge’ of 

London by 2016. West London stands to lose 41 

hectares of industrial and business land during the 

period up to 2016, primarily for housing/mixed use 

schemes. Hillingdon is challenged with ensuring 

that opportunities for employment within the 

borough are optimised in order to avoid becoming 

a ‘dormitory’ for commuters. There are concerns 

that becoming a suburban dormitory would lead to 

greater environmental degradation (associated with 

rising levels of commuting), pressure on local 

amenities and facilities, fragmented communities, a 

limited range of local employment opportunities 

and consequently a narrowing of the image/identity 

for the borough. 

It is hoped that Hillingdon’s forthcoming Local 

Development Framework (LDF) will incorporate the 

aspiration to optimise opportunities for 

employment within the borough. The LDF will, 

through public consultation, establish the borough’s 

spatial land use framework, replacing the Unitary 

Development Plan. The LDF will incorporate a 

review of all brown field sites in the borough and 

their designated uses. 

Mixed-use developments and live/work units are 

seen as a way of creating a balance between 

industrial and residential land uses. Quality design, 

early consultation and quality local management 

are seen as the essential ingredients to make such 

schemes successful. Brunel University is experienced 

in both developing and managing such schemes and 


28


would be a key participant in any emerging local 

policy guidelines. 

High quality design and innovation in energy 

efficiency as detailed in BREEM (Building Research 

Establishment Environmental Assessment Method) 

and CABE (Commission for Architecture and the 

Built Environment) should be sought from all new 

developments and formalised as a requirement in 

the Local Development Framework. Where business 

activity is known to have a distinctive, detrimental 

impact on the environment, e.g. airport business, 

road freight etc, excellence in terms of energy 

efficiency, noise and air pollution should be sought. 

Supporting business: Action 

This strategy aims to develop action and influence 

strategies that will nurture and promote business 

activities that add value to the local and regional 

economy, while ensuring that the local workforce 

is equipped with the skills and has access to the 

emerging employment opportunities. 

• The Local Development Framework will be a 

key vehicle for nurturing industrial 

specialisms, which could be a catalyst for the 

growth of new supply chains. 

• In the procurement of goods and services, 

work can be undertaken to explore 

opportunities for public sector bodies and 

companies to commit to local procurement, 

thereby strengthening and supporting local 

small and medium sized enterprises and the 

not-for-profit sector. 

• The LDA’s work on Supporting Enterprise 

pioneered ring-fencing business rents to 

support clusters of small emerging 

enterprises, removing the disincentive of 

inflexible lease terms and costly deposits. 

This work should be explored with local 

property owners to see if its principles could 

be piloted in long-term vacant office 

accommodation in the borough. 

• To support the vitality of town centres and to 

initiate the regeneration of some of the more 

marginal centres (specifically Yiewsley and 

Hayes), a review should be carried out on 

brown field land in close proximity to town 

centres. Diversifying land use in these areas 

will introduce a different profile of shopping 

centre consumer and in doing so underpin 

the commercial viability of these areas. 

• Hillingdon needs to develop a strategic view 

about the relationship between and future of 

the boroughs town centres, neighbourhood 

shopping centres and out of town retail parks, 

in the context of what is located outside the 

borough boundary. A strategy for the future 

of our town centres will incorporate views 

about community and environmental impact, 

changes to our retail centres and plan action 

to support an area through change. 

• In collaboration with town centre partners, a 

brief should be developed for a modal 

transport interchange in Uxbridge town centre. 

• A key aspiration of this strategy is the 

development of a Hayes Town Centre Action 

Plan, exploring the following issues and 

opportunities: 

o Training centre – linked to Heathrow 

Training Centre. Hayes Town Centre could 

be the catalyst for joining-up skills, 

business needs and trainers. Opportunity 

for major public sector relocation from decentralisation 

of Government 

departments. 



o Image – a possible way to improve the 

image of Hayes Town Centre would be to 

improve the current range and quality of 

retail outlets. This may involve attracting 

multiples, developing niche markets 

and/or using Compulsory Purchase Orders 

(CPO) powers to assemble improved retail 

sites. A retail study would support the 

Hayes Town Centre Action Plan and 

support the area’s broader regeneration. 

o Capital investment taking place in and 

around Hayes Town Centre presents an 

opportunity to manage growth and create 

a sustainable community and 

environment. 

o London Gate – large office population 

could sustain a lunchtime and evening 

economy. 

o Options associated with CPO action could 

be explored with LDA/English Partnerships. 

• Conference centre – explore more and 

improved hotel and conferencing facilities. It 

is generally felt that a first-class 

conference/exhibition facility would be a 

great asset for the borough. However, there 

are problems with the environmental impact 

of high-trip generating developments – 

hotels and conference centres - in the 

Heathrow area. Furthermore, hotels and 

conference centres would not be able to 

compete with residential and commercial 

land values. Such a facility would need to be 

part of a mixed-use development and/or 

include a hefty public sector subsidy. Further 

exploration of the market for such a facility is 

required. 

The Hillingdon brand 

Hillingdon has a very local flavour, with many 

people having lived here all their lives. As such 

promoting the borough’s image and commercial 

‘offer’ has in the past not been a priority. In looking 

forward and driving a vision for the economic future 

of the borough in a climate of increased competition 

and external pressures, there is a growing need to 

develop and promote the Hillingdon ‘offer’. A 

contemporary vision of the borough is required and 

this should be marketed to residents, those working 

in the borough and those living outside the 

borough, and the business community. 

Hotel accommodation, catering and conference 

facilities clustered around Heathrow Airport comprise 

the largest tourism sector in the region. More could 

be done to encourage business tourists to spend time 

and money in Hillingdon and the sub-region. Work 

undertaken in partnership with neighbouring 

boroughs, the LDA and hotels themselves will 

promote regional attractions to business tourists. 

Developing the tourism market may entail 

investment in facilities that will attract visitors and 

tourists to spend time and money in the borough. 

The borough offers a diversity of opportunity that 

few other boroughs in the region can boast, such as 

excellent communications, a pioneering knowledge 

economy, quality shopping facilities, an accessible 

and highly regarded natural environment and 

through this, a quality life/work balance. 

Developing a stronger sense of the brand and using 

it to promote the borough is an important 

foundation for the creation of a sustainable 

economic future. 


30


Development of the brand would reflect the 

interests of the different target audience: 

• Residents – to develop and reinforce the image 

of a borough where people can live, work and 

play in safety and health. 

• All employers seeking to attract and retain good 

quality staff. 

• Customers of the borough’s shopping centres, 

particularly Uxbridge Town Centre where 54% of 

customers come from out of the borough. 

• Business tourists – to encourage them to bring 

some of their spending power to Hillingdon 

shops and businesses. 

• University students and their visiting friends and 

families. 

• Businesses, who although initially attracted by 

advantages of location, would become 

participants in a dynamic vision for the future of 

the borough. 

The Hillingdon brand will closely link with the LDA’s 

work on tourism development at a regional and 

sub-regional level. 


Housing, 

environment and 

quality of life

HOUSING, ENVIRONMENT AND QUALITY OF LIFE 

Housing, environment and quality of life 

A key objective of the strategy is to address 

residents’ ’well being’ and to look at the economic 

impact on quality of life and the environment. 

Quality of life 

Deprivation (as measured at a regional level) is limited 

in Hillingdon, contained within the Townfield, Yeading 

and West Drayton wards. However it is the relative 

differences in health, wealth, opportunities and quality 

of life between the best and worst electoral wards that 

are the greatest threat to social cohesion in the 

borough. For example there are gross inequalities in 

health, with an eight-year difference in life expectancy 

between the borough’s best and worst wards and a 

nearly three-fold difference in the rates of low birth 

weights. It is relative rather than absolute deprivation 

and people’s perception of how well off they are in 

comparison to others, which is a key influence on 

health, quality of life and ultimately social cohesion. If 

the widening gap between the better and worst off is 

not challenged in Hillingdon, there is a danger of rising 

racial tensions and a diminishing quality of life for all. 

Homes 

An adequate supply of housing is crucial to meet the 

growth in household formation and to accommodate 

the workforce for a growing economy. Within this, it 

is important to promote mixed and balanced 

communities to redress the trend towards social 

polarisation, whereby many households are squeezed 

out of inner London by the high cost of housing and 

either travelling long distances to work or leaving 

London altogether. Hillingdon house prices are on 

average 86% of London prices and this differential is 

larger for terraced houses (75.2%) and 

flats/maisonettes (63.0%). 

Almost 17% of Hillingdon’s housing stock is social 

rented housing, provided by the council and 

registered social landlords (census 2001). The need 

for social housing is often only a household’s 

presenting problem, as low skills, low aspirations, 

unemployment, language barriers, etc are at the 

core of their inability to secure a job and thereby 

housing on the open market. Past developments of 

large-scale social housing have created large 

concentrations of worklessness. The Social Housing 

Policy as detailed in the LDF together with a choicebased 

lettings programme will help to prevent 

further large-scale concentrations of economic 

exclusion, however co-ordinated action is required 

to address the economic exclusion of many of 

Hillingdon’s social housing residents. 

Environmental 

Air quality standards based on nitrogen dioxide 

(NO2) concentrations are extensively breached 

especially in the following locations: Heathrow, M4, 

M40, A316, and industrial areas in the south of the 

borough. Poor air quality is linked to a range of 

respiratory complaints including asthma and thus 

compounds the economic deprivation of residents in 

the south of the borough. 

In contrast to this, Hillingdon’s environmental 

attributes include a canal, lido, marina, ancient 

woodland, sites of special scientific interest, country 

park and numerous parks and woodland areas. The 

natural environment contributes to biodiversity, 

diversity in landscape and has a positive effect on 

people’s health and perceptions of quality of life. 

Hillingdon’s diverse environment presents an 

opportunity to enhance the borough’s image, range 

of leisure pursuits and promotional opportunities. 

The image and environment of an area together with 

access to good public services such as schools and 

health care services are fundamental to sustaining a 

thriving borough where people want to live and 

work, and businesses want to locate and grow. 


HOUSING, ENVIRONMENT AND QUALITY OF LIFE 

Improving quality of life: Action 

Area Profiles, being pioneered by the Audit 

Commission, will attempt to assess the level of 

well being within a community. It is anticipated 

that this will be implemented in all local 

authorities over the next few years. This 

development in Audit Commission assessment 

validates and gives emphasis to the integration 

of quality of life issues within this strategy. 

• The desire to erode the difference between 

the best and worst-off wards - by improving 

the worst wards - is central to this strategy 

and will underpin most of the activity 

generated through the Delivery Action Plan. 

• It is hoped that this strategy will engage 

employers in embracing wider values that 

support economic sustainability for example, 

healthy lifestyle, physical activity, leisure, 

culture and community cohesion. Employers 

could address these issues through conditions 

and the atmosphere created in workplaces, 

promoting and facilitating healthy life styles 

and work/life balance. The strategic action 

plan could be a vehicle for mainstreaming 

diversity and tolerance. 

• Planning for a high quality, accessible 

infrastructure in Hillingdon to ensure 

serviced, cohesive, ‘sustainable’ communities 

needs to be embedded in the LDF process. 

Infrastructure needs to include leisure 

facilities, childcare, cultural pursuits, 

transport and parking, green spaces, schools, 

health facilities etc. 

• Work in partnership to realise the borough’s 

aspirations for ‘decent homes and decent 

neighbourhoods’, and in so doing, address 

the problem of worklessness in social 

housing. 

• There needs to be investment in the 

environment, particularly in areas that attract 

visitors. 

• Where possible residential communities need 

to offer a range of sizes and affordability 

levels to ensure a mixed resident profile that 

will support a range of commercial services 

and amenities. 

Work also needs undertaking to create business 

and public sector involvement in: 

• Grow-your-own initiative to support and 

nurture local employment and local 

entrepreneurs. 

• Action to improve employees’ work/life 

balance. 

• Work in partnership to promote health 

messages and support people to participate 

in healthy activities as outlined in the London 

Health Impact Assessment. 


34

APPENDIX 1 

Partners involved in developing this strategy 

External representatives 

Ian Frost – BAA 

Joe Hardman – BAA 

John Rider – BAA 

Roz Rossington – Brixton Estates 

Ian MacKay – Brixton Estates 

Keith Robson – Brunel University 

Lesley Mortimer – Brunel University 

Brian Noble – Business Link London 

Tony Dunn – The Chimes Shopping Centre 

Peter Sale – Education Business Partnership 

Sue Stock – Education Business Partnership 

Isobel King – Groundwork 

Neil Sherman – Harlington School 

Mike Langham – Hillingdon Chamber of Commerce 

Andy Janson – Jansons 

Jashoda Pindoria – Job Centre Plus 

David Boyer – Learning & Skills Council 

Charles Shaw – Paradigm Housing 

Mick Morris – Metropolitain Police 

John Aldous – Primary Care Trust 

Shirley Goodwin – Primary Care Trust 

Maxine Johnson – Primary Care Trust 

Andrew Knight – Primary Care Trust 

Uma Purohit – Primary Care Trust 

Melanie Smith – Primary Care Trust 

Barbara Wood – Primary Care Trust 

Michael Farley – Uxbridge College 

Peter Alder – West London Business 

Hillingdon Council representatives 

Andy Codd – Transport 

Nigel Cramb – Economic Development and 

Community Partnerships 

Zaid Dowlut – Social Services 

Gerry Edwards – Corporate Property 

Angela Flux – Healthy Hillingdon 

Sally Hamblin – Economic Regeneration 

Ann Lander – Housing 

Brian Murrell – Corporate Policy 

Chandra Raval – Transportation 

Mark Silverman – Planning Policy 

Andy Stubbs – Uxbridge Initiative 

Ian Dunsford – Planning Policy 

Helena Webster – Economic Development 

Martin White – Corporate Property 

Mary Worrall – Environment 


APPENDIX 2 

Table illustrating the link between regional, 

sub-regional and local economic strategies 

London Development Agency Economic 

Development Strategy 

Ensure that London’s growth respects the need 

for social progress, environmental protection 

and conservation of scarce resources. 

Support London’s economy, both as a world 

business centre and as a balanced regional 

economy. 

West London Economic Development Strategy 

Secure a sustainable economy through the 

appropriate utilisation, including mixed use 

development, of West London’s land and property 

by promoting, managing and enhancing the quality 

of the existing stock of key strategic employment 

locations, and promoting higher standards of design 

and environmental good practice. Support the 

rejuvenation of town centres in West London as 

centres for employment, shopping and living. 

Establish a competitive economy underpinned by 

sustained and sustainable growth and value-added 

output principally through ensuring high and effective 

levels of appropriate support for both indigenous and 

foreign-owned investors. There is also the need to 

further develop knowledge-based economic activity 

through increased linkages and interaction between 

businesses and the academic community, as well as 

businesses in sub-regional economies. 

Hillingdon’s Strategy for a Sustainable Economy 

1. Pursue opportunities to promote balanced and 

sustainable economic development in Hillingdon. 

2. Enhance and maintain Hillingdon’s competitive 

position as a location to do business and to work. 

3. Develop initiatives to maximise the unique 

advantages of Hillingdon’s strategic location i.e. 

Heathrow Airport, rail and road connections, 

Brunel University, Hillingdon Hospital, etc. 

Invest in public transport infrastructure, in 

particular to support the suburban centres and 

where the main employment and housing growth 

will occur. Plan public transport to link residential 

areas and town centres in West London. 

Develop London as a city of knowledge and 

learning in order to fulfil the potential of its 

people and its businesses. 

Support London’s continuing renewal as a 

vibrant and inclusive city, acknowledging the 

diversity of London’s people as an asset. 

Increase the supply of affordable housing and 

supported housing, improve the quality of older 

housing stock and ensure the sustainability of 

housing developments. Focus on developing an 

appropriate mix of housing in terms of type, size 

reception and move-on property and ensure higher 

density build where appropriate, particularly where 

there is good access to public transport. 

Improve levels of employability and reduce the 

polarisation of the skills economy primarily by 

improving training access opportunities for 

excluded groups, improving literacy and numeracy 

skills and fostering a culture for lifelong learning 

and workforce development. 

Invest in sustainable business communities, and 

encourage businesses to play a greater role in the 

management, maintenance and improvement of their 

environmental management systems. Ensure high 

quality design of future housing and employment site 

developments. Improving access to quality green spaces 

and cultural resources. Quality of life issues must also 

address crime and the underlying causes of crime. 

4. Enable Hillingdon people to realise their full 

potential through education and training. 

5. Maximise opportunities for local employment 

and career progression for Hillingdon residents. 

6. Maximise opportunities offered by the diversity 

of the borough’s population. 

7. Engage employers in addressing community 

needs including crime and anti-social behaviour, 

academic underachievement, social exclusion, etc. 


36

APPENDIX 3 

Community strategy targets 

Aspirations for Hillingdon 

A place where enterprise is encouraged, businesses 

supported and new jobs created for local people. 

A thriving, self-sufficient centre for commerce. 

As home of the world’s busiest airport and one of 

London’s most successful centres for shopping, 

Hillingdon is well poised to increase its relative 

prosperity. The key for us is to ensure that this 

prosperity benefits our entire community. 

We want the next decade to bring unprecedented 

economic growth and development to the entire 

borough. We want firms up and down Hillingdon to 

benefit from the success of business hubs such as 

Heathrow Airport and Uxbridge town centre. We 

will bring local business people together to 

encourage trade within, as well as outside the 

borough. We also value the importance of the right 

vocational training for some of our young people, 

matching the skills we teach them to the needs of 

local firms; where Hillingdon’s businesses have a 

skills gap, it should be filled with local workers. 

By 2015, we will: 

• encourage new business, through initiatives such 

as the Hayes Business Incubation Unit and closer 

working with Brunel University business school. 

• encourage the Hillingdon Partners to buy services 

from local small and medium sized businesses 

where possible. 

• have ensured that Uxbridge remains one of 

London’s top 10 shopping centres. 

• operate a skills centre in Hayes to train young 

people, raise their aspirations and increase their 

chances of finding rewarding employment. 


Activity areas 1 year targets 3 year objectives 10 year sustainable 

outcomes 

Delivering a prosperous economy 

1) Establish the business/economy 

theme group of the LS P and the 

‘Strategy for a Sustainable 

Economy’ is adopted. 

(Nigel Cramb, LB Hillingdon) 

2) Establish a Hillingdon Business 

Forum with wide business 

representation. 

3) Develop a Corporate Social 

Responsibility programme which 

business signs up to. 


4) Complete Feasibility Study and 

Business Plan to release London 

Development Agency (LDA) capital 

funding for the construction of the 

Hayes Business Incubation Units. 


Strong economic growth achieved 

through the delivery of the 

Economic Strategy for the Borough 

within a sub-regional context. 

Business Forum thriving and 

providing focus for wider business 

engagement in community 

programmes as part of their 

corporate social responsibility. 

20 new businesses created as 

occupants of the Hayes Businees 

Incubation Units. 

Within 10 years the Hillingdon 

Partners will be contributing 

positively to the economic 

prosperity and vitality of the 

borough and the sustainability of 

the local economy; in particular 

working with businesses to achieve 

strong economic growth. 


APPENDIX 3 



outcomes 

Improving training and skills 

5) Develop proposals to improve the 

balance of local small and medium 

enterprises (SME) and large-scale 

contractors within LB Hillingdon’s 

procurement arrangements. 


6) In partnership with Brunel 

University and the West Focus 

Project, identify barriers and 

weaknesses affecting the long-term 

financial sustainability of 

Hillingdon’s voluntary sector. 


7) Hold 3 events during 2005/06 in 

relation to Business Planning, 

Sources of Finance and 

Procurement/Commissioning. 


8) As part of the business start up 

initiative run a programme to 

include the following: 

150 Business Information Sessions 

69 Business Advice Sessions 

31 Business Consultancies 

25 Business Start-ups 

Evaluate success with Brunel 

Business School. 


9) Maintain Uxbridge’s position as 

one of London’s top ten shopping 

centres. 

(Brian Murrell, LB Hillingdon) 

10) Firm up plans and strategy for 

improving Hayes Town Centre in 

partnership with key stakeholders. 


11) Develop a firm proposal with 

partners for creating a multifunctional 

skills centre in Hayes. 


Significantly increased numbers of 

SME’s involved in procurement. 

Council signed up to Small Business 

[SME] Friendly Concordat. 

Voluntary and community sector 

organisations better able to access 

mixed funding sources and less 

dependant on grant funding. 

Greater levels of new business 

start-ups and survival rates within 

Hillingdon in particular, minority 

ethnic businesses. 

Vibrant and sustainable town 

centres supported by effective and 

inclusive town centre partnerships. 

Demonstrable improvement and 

significant regeneration of Hayes 

Town Centre. 

Programmes in place to address 

low aspirations, low attainment 

and low skills/low pay in the 19+ 

age group and vocational training 

opportunities extended for the 

14-16 age group. 

Vocational training and the skills 

level of the workforce will have 

increased significantly, thereby 

improving the employability of 

local people. High quality jobs and 

training opportunities will be 

available for which local people, 

including ‘excluded’ groups will be 

suitably qualified. 


38

APPENDIX 3 



outcomes 

Maximising the benefits of 

Heathrow Airport 

12) Deliver employment-training 

schemes, youth enterprise 

initiatives, as part of the Hayes, 

Heston, Southall regeneration 

scheme, that produce benefits for 

local people. 


13) Contribute to Hayes, Heston 

Southall training programmes on 

the needs of ‘excluded groups,’ 

specifically (16–24 years) providing 

training for 100 young people not 

currently engaged in education or 

employment. 


14) Extend programmes to a new 

facility at Jupiter House, Hayes for 

16–19 years not in education or 

employment. 


15) Devise with key partners a pilot 

training programme for hotels and 

the construction industries to 

address their future employment 

skills requirements. 

(Peter Sale, LB Hillingdon) 

16) Expand the ‘Meet the Buyer’ 

programme to ensure local 

businesses are able to maximise 

the opportunities the programme 

offers. Evaluate the outcomes. 

(Joe Hardman, British Airports 

Authority; Nigel Cramb, LB 

Hillingdon) 

17) Work with BAA and other 

regional partners to ensure that 

BAA’s Local Labour Strategy 

delivers employment opportunities 

to local people. 


Successful delivery of Hayes, Heston, 

Southall programmes; 

LDA commitment to continue 

funding further work on 

regeneration of the sub-region. 

Work collaboratively at regional 

and sub-regional level with a range 

of partners and possible funders to 

secure investment over the medium 

term for improving skills and 

employment opportunities. 

Complete programme with hotels 

and construction industries, identify 

future skills needs and create a 

direct link between the aspirations, 

training and employment 

opportunities of local people. 

Greater involvement of local 

business and the local workforce in 

airport related business. 


APPENDIX 3 



outcomes 

18) Organise a seminar to examine 

successful local initiatives to extend 

procurement/supply chains and the 

introduction to travel plans. 

(Joe Hardman, British Airports 

Authority; Nigel Cramb, LB 

Hillingdon) 

Improving Transport 

19) Work with partners to secure a 

firm plan for the redevelopment of 

the Hayes Station site. 


Lobby Transport for London and 

Mayor’s Office for investment in 

transport infrastructure in the 

borough. Major improvements 

made to Hayes Station. Continue to 

argue the case for extension of the 

Central Line to Uxbridge and the 

benefits of linking the West London 

Tram to the Hayes Transport Hub. 

The business partnership will have 

developed strong links with local, 

regional and national transport 

bodies and providers and be able 

to promote and lobby for 

improvements to transport 

infrastructure that support a 

sustainable and growing economy 

in the borough. 


40

YOUR VIEWS AND COMMENTS 

Your views and comments 

We hope that you have found the information in 

this strategy interesting. If you’d like to tell us 

your views please contact: 

Economic Partnership Unit 

Hillingdon Civic Centre 

High Street 

Uxbridge UB8 1UW 

Telephone 01895 277345 

Fax 01895 250823 

Email: hwebster@hillingdon.gov.uk 

or visit www.hillingdon.gov.uk 

41 


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Economic development strategy - London Borough of Hillingdon

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