Chamber and committees

No date has been set for the electrification of the Maryhill railway line. However in line with the Rail Services Decarbonisation Action Plan this route will be considered by Transport Scotland, who will, in turn, provide advice to Scottish Ministers for decision.

The Decarbonisation Action Plan commits to all passenger diesel trains being replaced; the order and programme in which that is done will depend on business cases and available budgets.

The current non-executive directors of Scottish Rail Holdings (SRH) Board were appointed on an interim basis to 31 March 2023. The SRH Board non-executive appointments are non-regulated and there is no stipulation of specific appointment length detailed within the Framework Agreement, however going forward it is anticipated that terms for non-interim appointments will be for up to three years.

The standard tenure of the executive members of the SRH Board is permanent.

There is a job profile created for each individual role and this is used to assess the suitability of the candidates.

Job profiles are designed to attract the best people for the roles - high quality candidates with specialist knowledge and qualifications, where required, in relation to specific roles such as Safety and Audit and Risk. It is also important to us that candidates possess strong governance, diversity and leadership skills and a knowledge of constitutional devolution and how it affects public services in Scotland.

In 2019, the £500 million investment in bus included reallocation of roadspace on the Glasgow motorway network. The design development and business case work to support infrastructure to improve bus journey time reliability on the M8 through Glasgow and also on the M77 and M80, is currently moving towards completion.

Until this work is completed it is not possible to confirm the exact level of investment that will be required.

No office has failed to deliver towards any of the strategic objectives. The progress made towards, or challenges against, achieving strategic objectives are best understood as cumulative.

Scotland’s international network comprises a broader range of partners who support our efforts across trade, investment and diplomacy. Colleagues both in Scotland and in our international offices across Scottish Government and Scottish Development International contribute together towards trade and investment measures for international sales and jobs.

The Scottish Government’s international network of offices deliver benefits to Scotland across all five strategic objectives. This is reflected in the annual monitoring and evaluation report submitted each financial year.

Monitoring and evaluation reports outline the work undertaken by each office to progress against each strategic objective; and to contribute towards ensuring they provide value for money. As part of this, offices highlight challenges as well as outlining potential and/or planned areas for improvement. In recent years this has included factors such as the COVID-19 pandemic and the negative impact Brexit continues to have on our economy, jobs and trade.

We recognise that there are areas where improvements can be made. The Constitution, Europe, External Affairs and Culture Committee’s report into the Scottish Government’s international work, published last year, highlights the challenges in measuring the impact of diplomacy and soft power, as well as quantifying areas through metrics and performance indicators as direct and immediate benefits.

This is an area where we are committed to a continuous cycle of improvement alongside ensuring our international work is measurable, transparent and available to the public. From this year, we will publish an annual report explaining how our international offices work to promote our values, objectives and priorities across the globe.

Details of progress made against each strategic objective are as follows:

Reputation

• The recently published Nation Brands Index (NBI) 2022 survey, which scores and ranks countries against six dimensions (culture, tourism, governance, immigration and investment, exports, and people) demonstrated that Scotland has achieved its highest ever reported score, jumping to 65.3 out of 100, compared to a score of 62.6 out of 100 in 2020.
• The work of the international offices in maintaining and promoting Scotland’s image abroad via facilitating collaborations, developing networks, and hosting officials and events is a key contributor to Scotland’s overall international reputation.

Trade & Investment

• The most recent monitoring and evaluation report of the offices demonstrated that cumulatively the forecast international sales within each location country as a result of SDI support totalled approximately £972,000,000 in 2021/22.
• Another source of evidence was the EY 2022 Attractiveness Survey which demonstrated that Scotland was the most successful national or region within the UK, outside London, in attracting foreign direct investment.

Research & Innovation

• Scottish education has a worldwide reputation for excellence in teaching and research and each of the international offices undertakes work to help facilitate and develop further research and innovation opportunities abroad.
• Recent examples include funding which was secured in Germany to facilitate a bilateral research collaboration in the fields of hydrogen, life sciences and biotechnology, as well as capacity building work around the Horizon Europe programme.
• In Brussels we have also worked to ensure Scotland is able to retain a role in European organisations which facilitate research, development and innovation collaboration such our membership of the Vanguard Initiative - a network of some 30 European regions.

Scotland’s Interests in the EU and Beyond

• Protecting and promoting Scotland’s interests in the EU and beyond is a key focus of Scotland’s international network. Our network comprises offices from the Scottish Government and Scottish Enterprise (SE) through the latter’s international trade and investment delivery arm, Scottish Development International (SDI). Collectively this network supports activity by the Scottish Government, its agencies and public and private sector partners, in strategic locations outside Scotland.
• A key feature of the international offices’ activities in this domain includes the work of the GlobalScot network, a worldwide network of entrepreneurial and inspirational business leaders, dedicated to supporting Scotland’s most ambitious companies. Within the most recent measurement and evaluation report for the offices it was demonstrated that the network continues to grow.
• The GlobalScot network now comprises 1200 individuals globally, of whom 545 are in Europe (January 2023). GlobalScots can be found in 68 countries and represent all key sectors.
• Trade and investment envoys are also a central part of Scotland’s international business network. They are ministerial appointed to promote international trade and investment interests, strengthen local market knowledge in the countries and sectors they represent and provide strategic business insight and connections. There are eleven trade and investment envoys working in a non-political capacity across specific markets and/or sectors.

Actions on loss and damage can either avert, minimise or address loss and damage; meaning we can prevent climate impacts by reducing greenhouse gas emissions, reduce the severity of climate impacts through adaptative measures or remedy the harm that has been caused. The Scottish Government funding on loss and damage is focused on the latter, that is, addressing the losses and damages by remedying the harm that communities are suffering.

The Scottish Government funding is focused on addressing loss and damage because partner countries have continually stressed that this is an underfunded and underacknowledged area. But our funding also, in addition, lessens future potential impacts. For example following the devastating impacts of Storm Ana and Cyclone Gombe in Malawi, the Scottish Government’s funding has supported the training of 155 artisans in the construction of safer housing using low to medium cost materials. It is expected that, with the advanced knowledge and skill, the artisans will support community members to construct more resilient homes, better able to withstand future climate shocks.