Our Organisation

This section provides the following information:

  • Transport Scotland’s purpose, responsibilities and funding
  • Our customers, their needs and how we meet them
  • Our internal structure, governance, and functions
  • Our focus on road safety
  • The importance of our network, its assets, and our contracts to maintain them

Transport Scotland's Purpose

Transport Scotland’s purpose is to deliver the Scottish Government’s vision for transport. We support and advise Scottish Ministers on strategy and policy options for transport, so that Scotland can increase sustainable economic growth, with opportunities for all to flourish through the development of national transport systems.

The Scottish Government sets the overall policy framework for roads and road transport, including trunk and local roads policy, road safety policy, and bus and taxi policy. The Government also sets an investment hierarchy outlined in the Infrastructure Investment Plan.

We aim to help create an accessible Scotland, with a safe, integrated, cost effective and reliable transport network, helping to deliver a healthier, fairer, and more prosperous Scotland for communities, businesses, and visitors.

Our vision is outlined within our National Transport Strategy (NTS2), and we seek to create a more successful country with opportunities for all of Scotland to flourish through increased wellbeing, sustainable and inclusive economic growth, and equal opportunity for all. We oversee:

  • The operation and improvement of the trunk road, ferry, canal, and railway networks in Scotland
  • The provision of rail and ferry services
  • Enabling local authorities, operators and delivery partners to deliver sustainable, accessible bus services
  • The promotion of walking, cycling and wheeling
  • The decarbonisation of Scotland’s transport system
  • Securing air routes for Scotland
  • The national concessionary travel scheme
  • The provision of network traffic and travel information services

As an agency within the Scottish Government, we follow the SG In the Service of Scotland values:

  • We act with integrity
  • We are inclusive
  • We are collaborative
  • We are innovative
  • We are kind

We have a responsibility to uphold these values in everything we do. They are reflected in our approach to asset management, described in this document and in our Asset Management Policy and Strategy.

Transport Scotland's Legal Authority and Key Obligations

Transport Scotland is an executive agency of the Scottish Government and is directly accountable to Scottish Ministers. The Chief Executive is the Accountable Officer for the Agency, appointed by the Permanent Secretary to the Scottish Government. They are supported by a senior management team comprising ten Directors. Further information is available in our current Corporate Plan.

Under the Roads (Scotland) Act 1984, local roads authorities and Transport Scotland have a statutory duty to maintain and manage all roads within their jurisdiction. This includes delivering repairs and improvements.

The Transport (Scotland) Act 2019 aims to make Scotland’s transport network cleaner, smarter, and more accessible.

The Climate Change (Emissions Reduction Targets) (Scotland) Act 2024 introduced five-yearly carbon budgets and will help us on our journey to net zero by supporting a credible pathway to net zero in 2045.

How Transport Scotland is Funded

The UK Government provides funding to the Scottish Government through an annual block grant – a share of funds raised through UK-wide taxes. The block grant is added to by funds raised from taxes in Scotland, and borrowing the Scottish Government has undertaken.

Transport Scotland receives funding from the Scottish Government on an annual basis, as specified in the governmental annual Budget. The annual Budget is developed for a multi-year period in which key spending priorities are identified in a spending review.

Spending is divided between different policy areas, or ministerial portfolios, of the Government with Transport Scotland included in the Transport portfolio. Within the financial year, the Budget is subject to revision through the Autumn Budget Revision (ABR) and Spring Budget Revision (SBR) processes.

Investment scenarios specifically for roads are developed by the Roads Delivery and Operations Directorate. Examples are shown in Section 5. Together with information from other Transport Scotland Directorates, such as Rail, and Ferries and Ports, these scenarios support the Scottish Government spending review and budgets.

In the financial year 2026-2027, the Scottish Government is investing nearly £4.3 billion in Transport from a total of £67.8 billion funding allocated across all portfolios. The breakdown of the Transport portfolio’s funding is shown in Figure 1-1 below.

The safety, adaptation, maintenance and improvement of the Trunk Road Network was allocated around £1.15 billion for the financial year 2026-2027 (green segment of Figure 1-1).

The £1.15 billion sum includes £611 million for critical safety, maintenance and infrastructure, and incorporates other costs, including major project delivery and asset depreciation. A breakdown of this budget is also shown in Figure 1-1. Further information about historical and budgeted spend breakdown can be found in Section 5 Investing in our Network, and Appendix A to Appendix D. Section 2 details our asset management approach which ensures we spend taxpayers’ money to deliver value for them.

Figure 1-1: Transport Scotland Transport Budget 2026 - 2027, as described in text before
Figure 1-1: Transport Scotland Transport Budget 2026 - 2027

Our Customers

We have an extensive range of customers. These include road users, but also all those living, working in, and visiting Scotland. Our road users include pedestrians, cyclists, drivers and passengers, through to communities living close to our network, businesses that rely on and interact with our network, and ultimately the Scottish Government.

Our customers have a broad range of needs and expectations from our management of the nation’s trunk roads. For example:

  • Road users require a safe, accessible and reliable trunk road network, with reliable information to plan their journeys
  • The Scottish Government requires delivery of our committed National Transport Strategy (NTS2)
  • Neighbouring road authorities require collaboration so that we achieve joint outcomes (in such areas as safety, environmental improvements and planning)
  • The emergency services require collaboration to manage public and national safety and security
  • The public requires accountability in spending and delivery, with care for biodiversity, sustainable decision-making and reductions in carbon emissions

We recognise that the needs and preferences of our customers are varied and that they have many different demands. We have undertaken annual customer surveys for many years to understand what customers think of our service. Survey results are published on the Transport Scotland website. We use this information to inform our maintenance approaches and the information we provide to customers about our work.

Our Customer Care Strategy explains the importance of our customers to everything we do, and explains how we will deliver what customers want from us. The approach set out in the Customer Care Strategy informs our asset management planning and delivery, which incorporates customer requirements and feedback to deliver value.

Additional information about our customers’ requirements and how they are addressed in this document can be found in Appendix E.

Transport Scotland Directorates

To deliver the functions described in ‘Transport Scotland’s Purpose’l, Transport Scotland is organised into nine Directorates. These are described below:

Roads Delivery and Operations

Responsible for the safe operation and maintenance of the Scottish Trunk Road Network. This includes road safety, winter maintenance and transport planning of major events, roads and bridges design standards, climate change adaptation and asset management.

Infrastructure Projects

Responsible for design, development, procurement and construction of major trunk road improvements alongside: leading and advising on procurement and contract management matters, contributing to our ambition to become a Centre of Excellence for the delivery of major projects.

Rail

Delivering commitments on rail services, infrastructure and improvements and leading policy development.

Ferries and Ports

Promoting connectivity of our islands and remote communities through contract management, vessel and infrastructure replacement and the Islands Connectivity Plan. This Directorate also oversees Ports and Shipping.

Strategic Performance and Analysis

Responsible for the delivery of aviation, transport futures, accessible travel and smart ticketing.

Bus, Concessionary & Active Travel

Responsible for the Scottish Government’s policy relating to bus, active travel, smart and integrated ticketing.

Finance & Corporate Services

Supports the operation and governance of Transport Scotland providing core services and advice in Finance, Sponsorship, Human Resources, Learning and Development and other areas. Takes a leading role on a range of corporate governance functions.

Environment, Climate and Sustainability

This Directorate works across Government, and with our partners and stakeholders, to protect the environment, address air quality and climate change challenges and promote sustainability in the Scottish transport system.

Transport Integration and Connectivity

Responsible for the delivery of the National Transport Strategy, transport analysis and strategic transport planning.

Roads Delivery and Operations Directorate Purpose

Within Transport Scotland, the Roads Delivery and Operations Directorate is responsible for the efficient, sustainable operation and maintenance of the trunk road network. This includes responsibility for:

  • Asset management and technical standards
  • Procurement, contracts and commercial management
  • Roads policy
  • Road safety casualty reduction
  • Intelligent Transport Systems
  • Transport resilience, winter service, incident response and planning for major events
  • Roads and structures design standards

Importance of Road Safety

Managing road safety is one of the Roads Delivery and Operations Directorate’s core functions and is incorporated into our Asset Management Objectives. Transport Scotland’s vision is to have the best road safety performance in the world by 2030, and as such, a holistic ‘safe system’ approach is embedded into all our activities and those of our supply chain.

Figure 1-2: Safe System approach to road safety, as described in text before
Figure 1-2: Safe System approach to road safety

You can read more about the Scottish Government’s approach to road safety in Scotland's Road Safety Framework to 2030 document. As well as defining the 2030 target, it sets out new strategic outcomes for road safety and challenging targets for the years ahead, with a 50 per cent reduction in fatal and serious injuries and a 60 per cent reduction in child fatal and serious injuries by 2030.

As a result, this document includes references to the implementation of the framework and the safe system approach in our maintenance, improvements, and operations activities. The safe system approach is summarised in Figure 1-2 above.

Scotland's Road Network

Scottish roads are divided into two types for the purpose of management by public bodies; Trunk Roads and Local Roads. This Road Asset Management Plan relates to the Trunk Road Network. The difference between the two road types is as follows:

Trunk Roads and Local Roads in Scotland

Trunk Roads

  • Trunk roads include major 'A' roads and motorways that connect Scotland’s major cities, towns, airports, and ports.
  • They enable the movement of people, goods, and services across the country.
  • Operation, maintenance, and improvement of trunk roads is the responsibility of Scottish Ministers, via Transport Scotland and its supply chain.

Local Roads

  • Local roads serve more regional traffic within towns, cities, and rural areas. They connect residential areas, local businesses, and smaller communities.
  • They include 'A' class roads that are not trunk roads, 'B' and 'C' class roads and unclassified roads. They range from multi-lane dual carriageways to single lane rural roads.
  • They are the responsibility of local authorities such as councils

The Trunk Road Network is shown on the map in Figure 1-3 below. The map includes information about the roads which are managed by our four Operating Companies and other contractors (see ‘Our Operating Companies’ for further information).

Figure 1-3: Scottish Trunk Road Map
Figure 1-3: Scottish Trunk Road Map

Our Assets

The assets that comprise our trunk road network are varied and numerous, with hundreds of thousands of assets supporting the 3,745 km (2,327 miles) of carriageway.

This section provides detail of the assets we manage and the role they play in keeping Scotland moving. It also provides the important information to explain what we do to keep our assets functioning effectively and mitigate risks on our network. In line with our ‘safe systems’ approach, managing safety risk is our priority – but the work of our teams and supply chain is also critical to network availability, resilience, and performance. Further information on Risk Management and Maintenance is provided in ‘Risk Management’ and ‘Maintenance’.

The information about our assets referred to in this section comes from our Asset Management Performance System (AMPS), which is described in more detail in Section 6. We developed AMPS as the primary software suite for managing trunk road network data, so that it is accurate and accessible, supporting decision-making and reporting. Specific detail about the use of AMPS can be found in the note below, and throughout this plan.

AMPS Note: AMPS underpins our day-to-day delivery of the operation and maintenance of the trunk road network, and successful application of our Operating Company contracts.

Carriageways

Providing a comfortable surface for road users, carriageways bear the load of personal vehicles, alongside heavy goods vehicles, and sustainable travel modes such as public transport. Carriageways include motorways, dual carriageways, single carriageways, and slip roads providing access to the trunk road network and roundabouts. Transport Scotland’s carriageways consist of the following assets:

  • Motorways: 444km
  • Dual Carriageways: 555km
  • Single Carriageways: 2293km
  • Slips & Roundabouts: 453km
Table 1-1: Carriageway Risk Mitigation
Risk theme Safety Condition and Ageing Infrastructure Budget Data Network Resilience Traffic Information Climate Change Resilience Biodiversity Carbon Customer Satisfaction
Developing and communicating long-term plans to maintain carriageway assets. Yes Yes Yes No No Yes No No No Yes
Maintaining carriageways so that they are resistant to the weather, including flooding, and the risk of vehicles skidding is reduced. Yes Yes Yes No No Yes No No No Yes
Resurfacing so that deterioration does not cause potholes or structural damage, prolonging the life of the asset and ensuring customer satisfaction. Yes Yes Yes No No No No No No Yes
Keeping carriageways as free of ice and snow as far as possible, so that people can travel safely during the winter months. Yes No No No No No No No No Yes
Managing incidents and obstructions, allowing more reliable journeys and reducing carbon emissions from vehicles. Yes No No No Yes No No No Yes Yes
Modifying carriageways so that they are more resilient to the effects of climate change. No No No No No No Yes No Yes Yes
Inspecting the carriageway to establish its condition and check for wear or damage, so that defects can be prioritised and fixed in a timely manner. Yes Yes No Yes No No No Yes No Yes

Further information about the management of our carriageways can be found in ‘Maintenance’ and more detailed information in Appendix A.

Structures

Structures are essential infrastructure on our road network. They provide connectivity for vehicles and pedestrians by safely crossing water, roads and other transport lines, such as railways, and allow for technology such as lighting and messaging signs to be installed, making the roads safer to use. Written below is a summary of Transport Scotland’s structures assets. Further detail can be found in Appendix B.

  • Bridges: 1745
  • Footbridges: 147
  • Culverts: 557
  • Retaining Walls: 938
  • Gantries & Large Signs: 552

High Mast Lights: 549

Table 1-2: Structures Risk Mitigation
Risk theme Safety Condition and Ageing Infrastructure Budget Data Resilience Traffic Information Climate Change Resilience Biodiversity Carbon Customer Satisfaction
Developing and communicating long-term plans to maintain structures assets. Yes Yes Yes No No Yes No No No Yes
Responding to incidents which might affect a structure's performance - e.g. vehicle impacts, fire, fly-tipping, vandalism and flooding, so that defects can be fixed. Yes Yes No No Yes Yes No No No Yes
Cleaning the bridge deck, drains, and expansion joints on the structure to ensure they function effectively. Yes Yes No No No No No No No Yes
Maintaining the lighting on a structure to allow visibility for drivers and pedestrians. Yes Yes No No No No No No Yes Yes
Managing vegetation around the structure so that vehicles can pass freely, and other assets are not obstructed or damaged. Yes Yes No No No No No Yes No Yes
Delivering scour protection works to ensure the ongoing safety of structures and increase resilience to climate change. Yes Yes No No Yes No Yes No No Yes
Replacing or strengthening structures or their components that have deteriorated over time, or to ensure they meet evolving standards. Yes Yes Yes No Yes No Yes No Yes Yes
Inspecting structures to establish condition and check for wear or damage, so that defects can be prioritised and fixed in a timely manner. Yes Yes Yes Yes Yes No No No Yes Yes

Further information about the management of our structures can be found in ‘Maintenance’ and more detailed information in Appendix B

Ancillary Assets

Ancillary assets are a collection of assets adjacent to the main carriageway and provide many essential functions:

  • Draining water from the carriageway
  • Providing vehicle restraint systems (VRS)
  • Lighting the network
  • Providing direction through our many traffic signs and bollards
  • Enabling active travel by the provision of footways and cycle facilities
  • Integrating roads into the natural environment and promote biodiversity through the trees, woodland, and other natural assets

The ancillary group contains a wide variety of assets, which include the following:

  • 890 km of Footways
  • 26 km of Cycle Facilities
  • 1,945 km of Vehicle Restraint Systems
  • 91,506 Gullies and 1,614 km of Filter Drains
  • 22,598 Lighting points and 31 km of Cabling
  • 59,133 Traffic signs and 68,624 Bollards
  • 2,171 Trees and 16 km² of Woodlands
  • 11,803 km of Road markings and 8,677 km of Studs
Table:1- 3: Ancillary Risk Mitigation
Risk theme Safety Condition and Ageing Infrastructure Budget Data Resilience Traffic Information Climate Change Resilience Biodiversity Carbon Customer Satisfaction
Developing and communicating long-term plans to maintain ancillary assets. Yes Yes Yes No No Yes No No No Yes
Patching footways and cycleways and renewing their markings so that they are suitable for active travel. Yes Yes No No No No Yes No Yes Yes
Renewing road studs and markings so that road users are aware of hazards and regulatory information and are directed effectively. Yes No No No No No No No No Yes
Maintaining lighting columns and lit signage to ensure comfort, visibility, and safety for road users. Yes Yes No No No No No No Yes Yes
Cleaning drainage channels and gullies to ensure water can drain effectively, helping the safe passage of traffic, reducing flooding, and prolonging the life of the carriageway. Yes Yes No No Yes No No No No Yes
Replacing and upgrading drainage systems to reduce flooding, adapting to climate change, and asset resilience. Yes Yes Yes No No No Yes No No Yes
Inspecting ancillary assets to establish their condition and check for wear or damage, so that defects can be prioritised and fixed in a timely manner. Yes Yes No Yes No No No No No Yes
Cleaning and replacing road signs so that speed limits and directions are visible. Yes Yes No No No No No No No Yes
Re-tensioning and replacement of vehicle restraint systems, to enhance safety and reduce the consequences of collisions. Yes No No No No No No No No Yes
Maintaining plants, trees and landscaping, helping to manage drainage, increase biodiversity, reduce pollution, and create aesthetic environments. Yes No No No No No Yes Yes Yes Yes

Further information about the management of these assets can be found in ‘Maintenance’ and more detailed information in Appendix C.

ITS Assets

ITS assets support the functions of Traffic Scotland, facilitating the monitoring, capturing, and communication of traffic and travel information to road users 24 hours a day. The effective operation of ITS assets improves safety, minimises disruption, and strengthens the resilience of the transport network. Analysis of vehicle data also supports our planning for future network enhancements. Transport Scotland’s ITS assets include:

  • Variable Message Signs: 326
  • Emergency Phones: 917
  • Traffic Detectors: 2,472
  • Motorway Signs: 1,092
  • CCTV Cameras: 468
  • Cables: 1,474
  • Cabinets & Pillars: 5,124
  • IT Network Equipment: 2,700
Risk theme Safety Condition and Ageing Infrastructure Budget Data Resilience Traffic Information Climate Change Resilience Biodiversity Carbon Customer Satisfaction
Developing and communicating long-term plans to maintain ITS assets. Yes Yes Yes No No Yes No No No Yes
Maintaining emergency roadside telephones so that road users can access emergency help. Yes Yes No No No No No No No Yes
Replacing technology components, hardware, and software to manage obsolescence and deliver ongoing service. Yes No Yes No No No No No Yes Yes
Testing electrical supplies so they are safe and can consistently provide power. Yes Yes No No No No No No No No
Inspecting the cabinets, pillars, and poles to establish condition and check for wear or damage, so that defects can be prioritised and fixed in a timely manner. Yes Yes No Yes Yes No Yes No No Yes

Further information about the management of our ITS assets can be found in ‘Maintenance' and more detailed information in Appendix D.

Contracts to Maintain Our Assets

Transport Scotland has contracts in place with private sector suppliers to ensure that the trunk roads and the systems that support them are safe, efficient, and well-managed on our behalf.

These contracts include those with:

Our Operating Companies

Operating Companies oversee cyclic and routine maintenance, winter service, emergency response, structural road maintenance, bridge strengthening, and safety inspections. They also deliver schemes to improve and adapt the network, to increase resilience to climate change, and allow integration with other transport modes to assist active travel choices (see ‘Maintenance’ for further details on Maintenance activities).

Operating Companies collect data about their own activities and the condition and performance of the network, which enables evaluation and planning of the interventions required to maintain it (see ‘Data’ for further information on data management).

Day-to-day work involves:

  • Inspection, maintenance, and repair of carriageways, bridges, and other infrastructure
  • Grass cutting and weed/vegetation control
  • Gully and drainage system cleansing
  • Salting and snow clearing
  • Repairs to street lighting and traffic signals
  • Overseeing works carried out by supply chain and utility companies
  • Managing data associated with the assets to ensure accurate records are maintained in AMPS

DBFOs carry out similar functions for the routes they manage. DBFO contracts require that the Concessionaires take responsibility for all maintenance activities over a 30-year concession period. Consequently, all DBFO activities are excluded from the life cycle plans presented in this RAMP.

The Operating Company contracts for the four regional units have evolved over time. The current Network Management Contracts are the 5th Generation of the contracts. The two South unit contracts commenced in 2020, and the two North contracts commenced in 2022. These contracts have a duration of eight years, with the option to extend up to a maximum of a further four years at the sole discretion of the Scottish Ministers.

These contracts are operated as follows:

Their primary objectives include sustainable delivery, reliable journey times, continuous improvement, value for money, and flexibility to accommodate network changes and policy updates. The objectives of the Operating Company contracts are directly aligned with Transport Scotland’s asset management objectives and are embedded within them (see ‘Asset Management Objectives’ for further information).

These contracts employ around 1500 people directly, 150 more through subcontracts, and generate further employment through the supply chain for professional services and seasonal work.

To ensure these contracts deliver value for money, Transport Scotland has in place a Performance Audit Group (PAG) who audit, monitor, and report on the financial, technical, and performance aspects of the Operating Companies to an agreed strategy. Further information about PAG is included in ‘Performance Audit Group’. Further information about managing Operating Company performance can be found in ‘Managing our Performance’.

ITS Contracts

Our contractors provide services for the management and maintenance of the ITS assets (see ‘ITS Assets’ for asset information).

The day-to-day work of ITS supply chain includes:

  • Inspecting and repairing faults on ITS equipment
  • Delivering planned maintenance
  • Ensuring that Traffic Scotland data collection systems are available
  • Managing data associated with the assets to ensure accurate records are maintained

The relevant contracts last for five years and are operated as follows:

  • Traffic Scotland Operations Contract (TSOC - Traffic Scotland (national travel and traffic information service)) – operated by MOBIIE since 2022
  • Traffic Scotland Infrastructure Contract (TSIC - inspection and maintenance of ITS assets) – operated by Amey since 2022
  • Together, these two contracts are sometimes referred to as the Traffic Scotland Operations and Infrastructure Service Contract (TSOISC) as this is the overall framework under which they operate.
  • Traffic Scotland Systems Contract (TSSC2 – maintenance of software and hardware associated with the Traffic Scotland Service) – operated by Cubic since 2022

The Traffic Scotland service operates the Traffic Scotland National Control Centre, providing communication of traffic and travel information by radio, digital, and social media. It manages and operates the variable message signs for pre-planned events and reactive events, such as major incidents and severe weather.

The inspection and maintenance contract also includes the design, installation, and commissioning of new, and replacement assets.

Governance and Assurance

Asset Management

Information about Transport Scotland’s overall governance and accountability can be found in our Corporate Plan and on our website. This information is updated annually through our Annual Report and Accounts (For example, 2024-25 information can be found here: Accountability | Transport Scotland). This section of the RAMP explains governance specifically in relation to trunk road asset management. 

The Roads Delivery and Operations Directorate’s Senior Management Team is responsible for:

  • Setting and periodically reviewing the AM policy, strategy, RAMP and AM objectives
  • Planning and delivering services described in the RAMP
  • Managing the performance of staff and supply chain to deliver asset management services
  • Identifying and implementing improvements to asset management delivery

Further information on how we apply asset management is detailed in ‘

Performance Audit Group

Since our supply chain is responsible for delivering many of our asset management activities, additional governance is focused on ensuring the performance of those contracts.

Transport Scotland employs the Performance Audit Group (PAG), an independent private sector organisation, to monitor the performance of the Operating Companies and our ITS contracts. PAG audits and monitors the financial, technical, and performance aspects of these organisations according to a plan agreed with Transport Scotland. PAG also reviews payment requests from the Operating Companies, carries out inter-unit comparisons, and investigates if they are providing value for money when asked to do so by Transport Scotland

The latest performance reports relating to Operating Company performance can be found on the Performance Audit Group website. There is further information about the way we manage supply chain performance in ‘Managing our Performance’. The partnering ethos between Transport Scotland, our supply chain and PAG enables a mature and constructive working relationship between the parties.

Delivering Aligned Asset Management

As well as implementing effective governance for roads asset management, the Roads Delivery and Operations Directorate is more generally responsible for managing the trunk roads asset management activities and Asset Management Framework (see ‘Asset Management Framework’ for further information about the Framework). This ensures that activities across the life cycles of our assets are efficiently co-ordinated to deliver value to our customers.

Delivering the activities to plan, deliver, manage, and improve our assets is the responsibility of many of the Transport Scotland Directorates and teams described in ‘Transport Scotland Directorates’ las well as our Operating Companies and supply chain. These activities include hands-on maintenance and construction, and long-term planning and managing information about our assets in AMPS, allowing effective decision-making.

The section below provides a summary of the role of our Directorates and supply chain partners in delivering asset management activities across the life cycle of our road assets.

Their roles cover the development of strategic approaches to Roads management, such as the National Transport Strategy (NTS2) and Second Strategic Transport Projects Review (STPR2) (see ‘Alignment with Strategic Outcomes’ for more information), as well as a wide variety of operational and maintenance planning and delivery detailed in the rest of this document.

Directorates and supply chain roles in delivering asset management activities

Our teams and suppliers collaborate to deliver our asset management objectives throughout the asset lifecycle.

Building new assets

  • Strategy, Performance and Analysis Directorate develops the STPR2, setting the direction for our delivery and identifying the need for significant new assets.
  • Infrastructure Projects Directorate designs the assets and manages their construction by our supply chain partners.
  • Environment, Climate and Sustainability Directorate ensure that our projects minimise carbon emissions, support our sustainability targets and improve biodiversity.
  • Roads Delivery and Operations Directorate sets the standards for new assets and takes on their management once they are built.

Operating assets

  • Strategy, Performance and Analysis Directorate develops the STPR2, setting the direction for our delivery and identifying the need for significant new assets.
  • Infrastructure Projects Directorate designs the assets and manages their construction by our supply chain partners.
  • Environment, Climate and Sustainability Directorate ensure that our projects minimise carbon emissions, support our sustainability targets and improve biodiversity.
  • Roads Delivery and Operations Directorate sets the standards for new assets and takes on their management once they are built.

Maintaining assets

  • Roads Delivery and Operations Directorate establishes the standards for maintenance delivery, manages our Operating Company contracts and operates the Asset Management Performance System (AMPS).
  • Operating Companies and ITS supply chain deliver routine maintenance including defect repairs, and safety and condition inspections. They also collect data about the condition of assets in AMPS.
  • Performance Audit Group monitors the performance of our Operating Companies in all their functions (maintenance, operations, improvements and renewals) to ensure the best value is delivered for Scottish taxpayers.

Improving assets

  • Roads Delivery and Operations Directorate establishes the standards for maintenance delivery, manages our Operating Company contracts and operates the Asset Management Performance System (AMPS).
  • Operating Companies and ITS supply chain deliver routine maintenance including defect repairs, and safety and condition inspections. They also collect data about the condition of assets in AMPS.
  • Performance Audit Group monitors the performance of our Operating Companies in all their functions (maintenance, operations, improvements and renewals) to ensure the best value is delivered for Scottish taxpayers.

Replacing and renewing assets

  • Roads Delivery and Operations Directorate establishes the standards for how and when assets need to be replaced and manages our Operating Company contracts.
  • Operating Companies deliver asset replacement schemes, such as road structural maintenance, bridge strengthening schemes and drainage upgrades.
  • Our ITS supply chain replaces communication equipment when it reaches the end of its life.