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(a)The latest available information on convictions is for the financial year 2022-23.

Number of people convicted for speeding offences on trunk roads, where main crime, in Scottish Courts, by court location (LA), 2018-19 to 2022-23.

The Scottish Government does not hold information on the number of penalties issued for drink or drug driving offences committed specifically on trunk roads. The Criminal Proceedings database does not contain this level of detail - we are unable to break down the data by 'trunk road'.

The estimated non-domestic rates revenue from energy transmission infrastructure from 2022-2023 to 2024-2025 is presented in Table 1. This includes overhead transmission lines and pylons, underground lines, and sub-stations, operating at or above 132kV. We are unable to separately estimate the amounts related to pylon infrastructure only.

There are no Scottish Government levies charged on the basis of pylon height or size. We are not aware of any other levies charged on this basis.

Table 1: Estimated non-domestic rates income from electricity transmission infrastructure

In 2015, FSS took the decision to establish the Scottish National Database (SND). as part of its strategic commitment to address recommendations of the Scudamore Expert Advisory Group, which was established by Scottish Ministers in February 2013, to review the lessons learned from the Horsemeat incident.

The report recommended that:

“The New Food Body should ensure that integrated IT systems are in place for recording data relating to official controls and other interventions at food businesses. These systems should be mandated for use by all competent authorities in Scotland”.

Following successful pilot of SND the system was rolled out across all 32 Scottish Local Authorities with completion in January 2018.

SND allows the real time collection of food law intervention data direct from the Local Authority Management Information Systems via a secure portal.

This technology allows:

• Data information can be used in a more strategic way, to enable datasets to be linked and give new insights and analysis.
• Significant reduction in the administrative burden placed on LAs in preparing and sending data to FSS.
• LAs in Scotland already have well established MIS systems and procedures, the approach was implemented without impacting on the day to day operations of their systems.
• A toolset for reporting has been introduced. This provides the means for FSS and LAs to co-create a comprehensive suite of dashboards and reports to serve across all of the enforcement community.
• The Food Law enforcement community in Scotland should be more robust and adaptable to future changes in the regulatory landscape, by having a flexible means to collect expanded datasets and a more effective means of horizon scanning.

FSS is currently working with Scottish Government Digital teams under the CivTech Programme to explore a digital system that will be open to businesses and Local Authorities to provide effective means to enhance our digital systems.

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.

I refer the member to the answer to the question S6W-34080 on 13 February 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

The Scottish Government recognises that the third sector needs stability and certainty in order to thrive and to help the Government to deliver on its policy agenda. The Programme for Government 2024 commits the Government to continuing to invest in the third sector across the Scottish Government, making improvements to grant making.

We have listened to the views of the Sector and have committed to progress Fairer Funding within the bounds of affordability. In the first instance this includes implementing a multi-year funding pilot and improving the timeliness of grant notifications. Subsequently we will go on to evaluate the impact of the Pilot and make further improvements to the grant making process, including consideration of reporting requirements and grant conditions in order to ensure grants make the greatest impact possible for beneficiaries.

Food Standards Scotland (FSS) manages talent strategically to build a high performing workplace and commitment within the People Strategy 2022 - 2026 to build a high performing workforce and foster a climate of learning. FSS has demonstrated a commitment to investing in its people through offering a diverse range of learning activities. Employees and Line Managers are encouraged to make effective use of Personal Development Planning by utilising personal learning plans. FSS offers mandatory learning for all staff across a broad range of topics including HSE, Data Protection, Inclusive Culture, Diversity and Inclusion and learning is accessed across a range of available platforms including SG Pathways, Civil Service Learning and Essential Skills. A range of inhouse learning has been developed including face to face and e-learning packages. In 2024, FSS undertook a skills audit to support in identifying skills gaps and to ensure that our staff are offered the opportunity engage in activities to enhance their own development including job shadowing, project work and to work with new colleagues to gain new experiences. Leadership and Management Development opportunities have also been offered to our staff to ensure that we develop our talent and equip managers with the right skills and experience to effectively lead and manage their teams.