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As part of our commitment for the decarbonisation of the Scottish Government vehicle fleet, our replacement policy since 2015 has been to consider the overall environmental impact of the fleet and actively reduce the emissions produced by replacing end of life petrol and diesel vehicles with zero or ultra-low emission alternatives where possible.

The total cost of gas and electric for Core Scottish Government buildings broken down by building type is:-

Number of hospital admissions of pedestrians injured is shown in the following table. The source is SMR01, Public Health Scotland, extract: January 2025.

The Scottish Government's use of official cars aligns with its environmental and sustainability targets through a focus on reducing emissions and promoting low-carbon transportation solutions. This includes key initiatives including the transition to low-emission and zero emission vehicles.

While no formal post-legislative review has yet to be undertaken, my officials have been informally monitoring the use of Experimental Traffic Regulation Orders (ETROs) by local authorities. Given the initial low uptake of ETROs following the legislative changes made it was felt that no formal review was required at that time.

Officials have advised that the scope of a review is currently being considered and that we plan to write to all local authorities to gather their views on the ETRO procedures within the next 4 months. It should be stressed that this review is often undertaken post-legislative change and would look at the numbers of ETROs brought in under the new legislation and any common issues local authorities are facing to help inform any further legislative change in the future. The review will not impact on the operation of existing ETROs or of TROs that are subsequently made under the current legislation.

Officials have also had a number of informal discussions with a number of local authorities who were in the initial stages of considering if an ETRO was suitable for various schemes. No specific record has been made of these conversations given that they are standard discussions between Transport Scotland and local authority officials

Ensuring resilience and capacity to be able to respond effectively to adverse events, including weather, are operational matters for our emergency services.

We continue our commitment to support the Scottish Fire and Rescue Service (SFRS) to deliver the high standard of services required to keep Scotland safe. The draft budget for 2025-26 provides SFRS with an additional £18.8 million in support of front line services, which will bring the total budget to £412.1 million.

It is for the Chief Constable, working with the working with the Scottish Police Authority, to determine how to allocate its budget to meet policing priorities including how adverse events are managed. In 2025-26, the Scottish Government will increase police funding to £1.62 billion to support police capacity and capability. This includes almost £57 million in additional resource funding – an increase of 4% compared to 2024-25 published budget.

In terms of the Scottish Ambulance Service, costs involved in ensuring this resilience and capacity will be covered through the existing operational budget. In 2025-26 NHS Boards will receive record funding of £21 billion. This includes an increase to the Service of more than £88 million, which takes the Scottish Ambulance Service’s overall funding for 2025-26 to £437.2 million.

The Scottish Government uses robust contract management procedures in relation to the procurement and compliance of licensing agreements for software subscriptions, procuring through national public procurement frameworks to ensure transparency, quality and value for money. Criteria will vary depending on business needs, costs and value.

Scottish Government costs directly associated with the implementation of compulsory purchase orders cannot be disaggregated within the cost information that we hold.

All Scottish Government licensing is managed and maintained to ensure our legal and regulatory obligation under procurement arrangements are met, as well as meeting our Cyber Security commitments.

Professional memberships are funded by each Directorate - i.e. the home location of the job and the person.

Our financial systems do not hold central or aggregable data on how much each Directorate or Division spends on memberships.

In most cases this would be an element of their local learning and development budgets and not a distinct, identifiable budget component. The information requested could therefore only be obtained at disproportionate cost.