Seòmar agus comataidhean

Simon Parsons, are there particular examples in the water industry of something being absolutely necessary?

I know that Monica Lennon wants to come in, so I will leave it.

Obviously, that legislation has had a cultural impact on the way that businesses operate.

I am interested in you addressing the question whether you think that an ecocide law would effectively encourage Scottish Government regulatory bodies to review existing legislation. I think that perhaps the assumption in this room is that Scotland’s environmental legislation is fit for purpose, but is that your view?

I am aware that, for example, the legislation for mineral permissions goes back to 1974, so there is the adoption in that case of regulations that, arguably, many communities believe are not fit for purpose in the modern world. What is your overall view of environmental legislation in Scotland? Do you think that an ecocide bill such as this one would drive reform? Is reform needed?

Shivali Fifield, do you want to come back in on that point?

I was going to ask Shivali Fifield whether she wanted to come in on any of those points, but I see that she is shaking her head.

My final question is around the cultural change in organisations and industry—I think that Jamie Whittle has already answered it, but I would like to get very brief responses from others. Do you have evidence of where the introduction of an ecocide law has driven that cultural change? Jamie, you have already used an example from previous environmental legislation in relation to vicarious liability, but I am interested in the views of other witnesses as to specific examples of where you think that culture change has happened in certain sectors. Valerie, do you want to come in?

We have looked at how other countries have introduced ecocide legislation. Are there any other lessons from, or examples of, the roll-out of such approaches that you feel that it would be relevant to highlight at this point or which you think are pertinent to Scotland?

Sue, you operate internationally, so you must have some views on that.

What is the concern, then?

I am interested in a scenario in which the bill, as it stands, is passed into law. What would change in your sector as a result and is that to do with governance or risk management?

Catherine, you represent a wide range of interests including, I imagine, big oil and gas majors such as Shell and BP with complex corporate governance structures, right through to SMEs. Let us start with the bigger companies: what are your bigger members telling you would be the impact on the culture in the board in relation to governance and risk management if the bill were to become law?

I join colleagues across the Parliament—members and staff—in mourning the loss of Sir George Reid and in celebrating his life. We send our condolences and love to Dee, Morag and the family—not forgetting the dogs, of course.

George led a remarkable life as a journalist, politician, humanitarian and academic. He was a true polymath, and he drew on his unique breadth of experience to touch the lives of so many. Every chapter of his career left a lasting legacy. He remains the only MSP to have received the Soviet medal of honour for his outstanding work with the International Committee of the Red Cross in leading the response to the Armenian earthquake in 1988.

I first met him when I was a very nervous new MSP in 2003. We had lunch. I said that I had voted for him to be my constituency MSP and that I would be voting for him again to become the Presiding Officer of this Parliament. He was so warm and generous, and he was full of useful advice, which was offered kindly—and sometimes very directly. He helped me to make sense of those early days in the Parliament, and I know that many other MSPs also benefited from his mentoring. Later, when I lost my seat at Holyrood, I valued his encouragement, which, again, drew on his personal experience of moving between so many different roles, both in and out of politics.

I recently met his colleagues at the University of Stirling, where he worked right up until the final few weeks of his life—teaching, mentoring and challenging students, while drawing on that vast experience. I learned how his work had helped them, just as he had helped me and so many others.

We remember fondly how George could hold any gathering in the palm of his hand. He had a natural and formidable power of convenership—an essential skill in that rainbow Parliament of the second session, when shenanigans were rife. We remember how he chaired a major global conference in the Parliament, opening proceedings in not just one but two African languages before addressing delegates in Gaelic and then, finally, in English—it was classic George. His wit, charisma and gravitas could lift any gathering, however small, into a major event, making people feel special and connected to one another. I remember attending dinners with international delegations that George hosted in his role as PO. They were enthralling. He would pull every thread of conversation in the room together, ensuring that no one was left behind. You had to sing for your supper, but you always left feeling part of something a wee bit special.

I have met so many staff in this building who loved working with George, in his time both as an MSP and then as Presiding Officer. Arguably, his greatest achievement in politics was steering this building—this village, as he loved to call it—to its completion. George was the right person at the right time to navigate the huge challenges of getting the building project on track and communicating that to a critical media. From the start, he brought his forensic attention to detail, demanding weekly updates of Gantt charts and critical paths, and he chivvied contractors to completion while delivering endless walk-throughs and interviews in multiple languages, explaining the challenges and progress of the project.

Colleagues remember a kind, shrewd, organised and tireless leader. We can only imagine what might have been if he had been able to take a more central role in the yes campaign for independence.

We celebrate the unique and remarkable life of Sir George Reid, a proud son of the wee county—much loved, and now much missed. [Applause.]

It is really welcome that jobs have been saved through the introduction of the furlough scheme for 26 weeks, but what assurances can the cabinet secretary give that Scottish Enterprise, which has worked with Alexander Dennis for the past 10 years, will ensure that the company has a viable future in Scotland after 26 weeks? What will Scottish Enterprise do differently compared with its work over the past 10 years? What will it do more of to ensure that there is a viable future?