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Tankerness Lane, Kirkwall; Longman House, Inverness; St Andrew’s House, Edinburgh and Cadzow Court, Hamilton are all owned under the core Scottish Government core estate.

The lease at 4 Atlantic Quay, Glasgow expired on 14 July 2024. Therefore, there are no lease costs applicable to these properties.

For the remaining properties, I refer the member to the answer to question S6W-37224 on 13 May 2025. All answers to written Parliamentary Questions are available on the Parliament's website, the search facility for which can be found at https://www.parliament.scot/chamber-and-committees/written-questions-and-answers.

On 9 April, the Minister for Business and Employment met the vice president of PetroChina and the China National Petroleum Cooperation to discuss our shared ambitions for the future of the Grangemouth refinery site. It was agreed that the Scottish Government and PetroChina will continue to explore all routes to deployment of new industrial and employment opportunities at Grangemouth.

I have asked Teresa Medhurst, Chief Executive of the Scottish Prison Service (SPS), to respond. Her response is as follows:

SPS have proactively shared the data analysis for those released early in 2024, and the full breakdown can be accessed on our website here Data, Research and Evidence | Scottish Prison Service.

The offence categories analysed were in line with the Index Offence Derivation which does not include crimes against women. Further information on recognised offence categories can be found here CellWise Data Construction - Scottish prison population statistics technical manual - gov.scot.

Details of the remuneration and pension benefits of Board members of Ferguson Marine are published annually in the Remuneration and Staff Report section of the Annual Report and Financial Statements of Ferguson Marine (Port Glasgow) Holdings Ltd, which is available from the Companies House website.

The Framework Agreement that exists between Ferguson Marine and the Scottish Government, dated September 2024, outlines the role of the Scottish Government regarding the financial arrangements of the business. The agreement is available from the website of Ferguson Marine.

The Scottish Government was not made aware of the agreement made by the former CEO of Ferguson Marine, David Tydeman, with a subcontractor that resulted in unpaid tax until it was reported to the Chair, the Board of Ferguson Marine, and the sponsor department.

The current The Chief Financial Officer David Dishon has confirmed to the Scottish Government that there are no informal pay arrangements at Ferguson Marine.

Should any pay settlements be required, Ferguson Marine have to go through the Remuneration Committee, the FMPG Board, and also Scottish Government officials for clearance.

The Scottish Government remain deeply concerned about the current financial pressures facing the social care sector. We fully recognise the anxiety and growing concerns within the social care sector in light of the increasing financial viability pressures.

These pressures have been caused by recent policy decisions made by the UK Government, including the rise in employer National Insurance Contributions, increases in salary threshold levels and adjustments to the social care visa system, all of which have direct and significant implications for the sector’s workforce and financial sustainability.

The Scottish Government has been pressing the UK Government at every opportunity to reverse these decisions, which are potentially catastrophic for the social care sector in Scotland. Despite the lack of engagement from the UK Government, Scottish Government officials have undertaken a significant programme of work to consider how to respond to the current financial viability pressures in the sector, and to understand the impact that these challenges will have. The Scottish Government initially established the eNICS Working Group in February 2025, which has since developed into the Financial Viability Response Group (FVRG).

The FVRG includes representatives from COSLA, from Health and Social Care Partnerships, SOLACE, Scottish Care, CCPS and the SSSC and it meets weekly, subject to progress.

This includes ongoing engagement with local leaders through the Collaborative Response and Assurance Group (CRAG), alongside regular monthly roundtable discussions involving Scottish Ministers, COSLA, and other key partners. In addition, we are continuing to evaluate both the immediate and longer-term impacts of these changes on care providers, service delivery, and the social care workforce.

Our shared goal is to identify, understand and manage the immediate risks effectively, while also laying the groundwork for a more resilient and sustainable social care system in Scotland. This will be an ongoing process with a number of options under consideration, and we value the collaboration and insight of all stakeholders as we navigate these complex challenges together.

While we will continue to provide as much support as possible to the sector, we are also confident in the ability of our local partners to ensure that appropriate contingency planning is being undertaken effectively and to respond to both national and local level pressures.

Local Authorities, Integration Authorities, and NHS Boards each play a key role in developing contingency plans at the local level. As Category One Responders under the Civil Contingencies Act, they undertake significant and robust planning and preparation, in order to fully respond effectively to a range of scenarios.

The Scottish Government does not hold this information.

The Scottish Government publishes data on individuals prosecuted and convicted in Scottish courts in the Criminal Proceedings in Scotland statistical bulletin. Although this data set includes information on individual charges prosecuted (e.g., those under Sexual Offences (Scotland) Act 2009 Part 4 Children) it does not allow for group-based charges to be identified.

We have been in touch with the Crown Office and Procurator Fiscal Service, who confirmed that they are unable to provide this information, as group-based crimes cannot be reliably identified from their data either.

The Scottish Government acknowledges Audit Scotland’s observation and is committed to ensuring that the governance framework for NHS Boards enables effective planning and delivery of reform. The recently published NHS Scotland Service Renewal Framework and Population Health Framework are key to supporting Boards to take a longer-term, whole-system view, with a greater focus on prevention, place-based care, and service redesign. These frameworks alongside our Operational Improvement Plan and are designed to reduce duplication, support local flexibility and strengthen alignment between national priorities and local delivery.

We continue to work closely with NHS Boards to identify and remove barriers to strategic decision-making that improves outcomes for patients and communities in Scotland.

The Scottish Government recognises the governance challenges highlighted in Audit Scotland’s NHS in Scotland: Spotlight on Governance report and is committed to a continuous improvement approach to strengthening Board effectiveness, transparency and accountability. This includes for example, a refreshed Model Framework and strengthened national oversight mechanisms.

We are also embedding the principles of the NHS Scotland Service Renewal Framework and the Population Health Framework to support more joined-up, preventative, and locally accountable decision-making. These measures aim to ensure NHS Boards are equipped to lead transformational change and deliver improved outcomes for patients and communities.