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The Scottish Government Resilience Room (SGORR) takes part in a number of exercises every year to test its response protocols and overall effectiveness, train its staff and ensure a shared understanding of roles and responsibilities with partners. These exercises range from Tier 1 exercises (organised by UK Government and simulating a UK-level response) to SGORR-internal training exercises. The number of exercises SGORR participates in varies from year to year. To date in 2025, SGORR has completed six SGORR training exercises, and is currently planning to participate in a Tier 1 exercise later this year.

The Scottish Government Resilience Room has been activated 5 times in 2020; 5 times in 2021; 11 times in 2022; 8 times in 2023; 9 times in 2024; and once in 2025 to date. Of these 39 activations, 25 were for co-ordinating the response to severe weather. The remainder of the activations cover a range of civil contingencies emergencies, such as Covid-19; the 2022 power disruption on Shetland; protests threatening to disrupt fuel supply in the summer of 2023; or the worldwide IT outage in July 2024.

The total cost of operating the Scottish Government Resilience Room as calculated below includes salary costs for the teams responsible for developing and maintaining the SGORR function including co-ordination of resilience communications; on call allowances for 24/7, 365 days a year on call cover to monitor and where required respond to incidents; overtime pay for evening and weekend working in response to incidents; and travel and subsistence payments relating to incident response. This amounts to the following for each of the past five financial years: 2020-2021: £834,819; 2021-2022: £738,458; 2022-2023: £817,262; 2023-2024: £829,416; 2024-2025 (as of 5 February 2025): £574,682.

The Scottish Government works with the SCTS in line with the Framework Document agreed between the SCTS and the Scottish Ministers.

The Scottish Courts and Tribunals Service (SCTS) is a non-ministerial office established by the Judiciary and Courts (Scotland) Act 2008. Scottish Ministers do not oversee the performance of the SCTS. The SCTS is accountable to the Scottish Parliament .

As part of the Scottish Administration, the SCTS is subject to the accountability and audit provisions of Part 2 of the Public Finance and Accountability (Scotland) Act 2000 and adherence to the guidance contained within the Scottish Public Finance manual .

As required by the 2008 Act, the SCTS prepares a draft corporate plan every 3 years for approval by Scottish Ministers. The corporate plan informs the development of a separate annual business plan with key targets and milestones, a copy of which is sent to Scottish Ministers.

In addition, the SCTS publishes an annual report of its activities together with its audited accounts after the end of each financial year. The annual report and accounts are laid before the Scottish Parliament and cover the main activities and performance against agreed objectives and targets for the previous financial year.

“Preparing Scotland” is a set of national guidance documents, currently under review, to assist stakeholders, including local authorities, in planning for, responding to and recovering from emergencies. It consists of a “Hub” which sets out the philosophy, principles and good practice for emergency response in Scotland, and “Spokes” that provide detailed guidance on specific matters. The spoke on “Responding to Emergencies” describes how resilience partnerships and SGORR activate, and how they meet, report and share information. In an emergency, and where the structures have been activated, local authorities engage with SGORR as part of a resilience partnership.

Supporting effective liaison with responders at all levels in Scotland and with the UK Government is key to the Scottish Government Resilience Room’s (SGORR’s) co-ordination of the Scottish Government response to civil contingencies emergencies. For civil contingencies emergencies with cross-border impacts, SGORR closely co-ordinates activities with the relevant UK Government response structures and other UK Government departments relevant to the response. SGORR’s role includes supporting the sharing of information as appropriate both on official and ministerial level, supporting the co-ordination of response activity with cross-border aspects, or facilitating the co-ordination of resource as required for the response.

Food Standards Scotland (FSS) advocate the UK wide reformulation programme, managed by the Office of Health Improvement and Disparities, which has voluntary targets for industry to reduce levels of sugar, salt and calories in commonly consumed foods. They regularly report on progress, with the most recent publication in 2024.

In Scotland, Scottish Government funds the Reformulation for Health Programme which is managed by Food and Drink Federation Scotland. Since 2019, the programme has support SMEs operating in Scotland to take steps to improve the nutritional content of their food, including reductions in fat, sugar and salt. Examples of the success of the programme can be found via this link. Food Standards Scotland supports the Reformulation for Health Programme, including as a Reformul8 Partner, and through provision of grant funding to support businesses to undertake reformulation.

Food Standards Scotland (FSS) advocate the UK wide reformulation programme, managed by the Office of Health Improvement and Disparities, which has voluntary targets for industry to reduce levels of sugar, salt and calories in commonly consumed foods. They regularly report on progress, with the most recent publication in 2024.

In Scotland, Scottish Government funds the Reformulation for Health Programme which is managed by Food and Drink Federation Scotland. Since 2019, the programme has support SMEs operating in Scotland to take steps to improve the nutritional content of their food, including reductions in fat, sugar and salt. Examples of the success of the programme can be found via this link. Food Standards Scotland supports the Reformulation for Health Programme, including as a Reformul8 Partner, and through provision of grant funding to support businesses to undertake reformulation.

In addition to the training provided, FSS attends and provides the Secretariat function to the Scottish Food Enforcement Liaison Group. The details of this Committee can be found here: Scottish Food Enforcement Liaison Committee (SFELC) | Food Standards Scotland. FSS attends the Local Authority Food Liaison Groups meetings and establishes working groups to discuss in greater depth areas of food law that require focus and direction. FSS supports and works in partnership with the Professional bodies representing Environmental Health and Food Safety Officers.

The measures to mitigate the impact of potential international corruption in the management of public resources in Scotland are found in the Scottish Public Finance Manual (SPFM), and within the relevant Scottish Government policies and Civil Service Code. Requirements within the SPFM cover the appropriate standards for the handling of all elements of public finances in terms of payments made, received, and in how they are documented and authorised.

The SG engages with external partners and colleagues from the UK Government Public Sector Fraud Authority, the International Public Sector Fraud Forum, Audit Scotland and the Scottish Public Sector Counter Fraud Network. This facilitates the sharing of expertise and current practice in the prevention of fraud and corruption, as well as horizon scanning on future risks, providing assurance on the management of fraud and corruption risk and the protection of public resources.

The Scottish Government has in place a Fraud Risk Management Framework and Counter Fraud Strategy, which both align to the UK government functional standard 013 - Counter Fraud, and the principles of this standard. The SG framework focuses on four areas that determine the Scottish Government’s high-level approach to fraud and corruption. These centre on the areas of:

• Governance
• Risk assessment
• Prevention and detection
• Fraud response

This framework and approach can be used to inform assessment and response to any fraud or corruption risks.