NRS EXECUTIVE MANAGEMENT BOARD MEETING
Thursday 5 March 2026 from 09:30-12:00
Lord Clerk Room, GRH
Attendees:
Alison Byrne Chief Executive, Registrar General and Keeper (Chair)
Director of Corporate Services and Accountable Officer
Director of Customer Service Operations and Archives
Director of Census Statistics
Interim Director for Digital & IT Services
Director of Delivery
Interim Director of Statistics
Interim Chief Finance Officer
Head of NRS Business Management
Business Support Officer (secretariat)
Head of NRS People Services
Capabilities and Talent Lead (Item 2.1)
Head of Health and Safety (Item 2.2)
Principal Enterprise Architect (Item 3.1)
Corporate Business Assurance Manager (Item 4)
Apologies:
None
1. Welcome, Introductions and apologies
Alison Byrne welcomed everyone to the meeting. Apologies were noted as above.
1.1 Members approved the draft minutes from the EMB meeting held on 3 February 2026.
1.2 A review of the action log was undertaken via correspondence. The action log would be updated accordingly.
1.3 Members noted the decision log.
2.1 Learning & Development (L&D) Review
2.1.1 The Head of NRS People Services provided an update on L&D Framework with the key points below.
· The L&D function had shifted from an administrative, compliance-focused model to a structured, strategic service aligned with organisational priorities
· A formal Training Needs Assessment process had been introduced to ensure clarity of purpose, managerial approval, and alignment with business needs
· Staff were required to articulate expected learning outcomes, improving transparency and reducing ad hoc or unsupported training requests
· An initial in‑house training catalogue had been developed and delivered, with positive early feedback and a full evaluation planned
· Engagement with external providers had become more structured, with purchases based on evidenced need and defined learning outcomes
· Learning activities had been redesigned to be outcome‑focused, improving relevance and potential performance impact
· Evaluation mechanisms, including post‑programme assessments, had been embedded to support continuous improvement
· Career development and business‑need training had been clearly distinguished, increasing intentionality in development planning
· Financial governance had improved through increased internal delivery capability, structured procurement, and reduced ad hoc spending
· Overall, the department had laid strong structural foundations, with future success expected to be evidenced through improved survey scores and demonstrable alignment between L&D activity and organisational priorities
2.1.2 In discussion the following points were raised:
· Discussions focused on multi‑level evaluation of learning impact, measuring ROI and business outcomes, success‑case evaluation, and encouraging staff to share external learning.
· Members welcomed the introduction of foundational and soft‑skills training, the mapping of career plans, alignment of communications with the corporate plan, and the emphasis on career enrichment and wellbeing
· They highlighted the need to collate promotion pathways and ensure L&D activity linked effectively into reporting
2.2. Stress Index Report
2.2.1 The Head of Health and Safety provided an update on Stress Index Report with the key points below.
· NRS saw improvements across all six HSE workplace stressors at organisational level
· The largest improvements were in Role and Support, with smaller positive gains in Change and Demand
· NRS compared favourably or the same as Scottish Government and Civil Service benchmarks for several 2025 Stress Index questions
· This represented a positive shift from 2024 when all responses were less favourable than the benchmarks
· Access to appropriate learning and development remained relatively low in positive responses and showed the most significant less favourable variation against benchmarks
· The Stress Index 2025 was presented to the Health and Safety Committee on 5 February 2026
· The Committee reviewed the findings, approved the proposed next steps, and received the report positively
2.2.2. In discussion the following points were raised:
· Members noted that directorates would hold regular sessions to discuss workplace stress
· Staff provided positive feedback on small local improvements
· HR continued linking findings to the People Survey, and the Health & Safety Committee had also considered these issues
· Demand was influenced by work environment and training, and insights from the People Survey were used to inform corporate actions
2.2.3 The actions noted were as follows:
Action EMB 541: Head of Health and Safety to circulate actions from workplace stress focus groups. Action Owner: Head of Health and Safety
Action EMB 542: Staff comms to tie together various strands of people activity (people survey action plan, stress index actions, learning & development and space planning project) to develop strategic narrative on our strategy outcome around people. Action Owner: HR/Comms (with input from relevant leads)
3.1. Legacy Systems Audit update
3.1.1 The Principal Enterprise Architect provided an update on the Legacy Systems Audit update with the key points below.
· The Scottish Government Directorate for Internal Audit and Assurance audited NRS legacy systems as part of the 2025–2026 plan
· NRS were assessed across governance and risk management, operational resilience, and capacity and capability
· The audit delivered a Reasonable Assurance rating, noting adequate controls with areas needing improvement
· The review identified six recommendations, including three medium‑priority and three low‑priority actions
· Good practice was highlighted in change management, architecture artefacts, and processes for capturing user feedback
· Medium‑priority actions required visibility of legacy systems, live disaster recovery exercises, and improved succession planning
· Low‑priority actions focused on governance review cycles, service catalogue ownership, and application portfolio reviews
· Digital and IT Services received the draft report and began developing the management action plan
3.1.2 In discussion the following points were raised:
· The Board discussed adding legacy risks to the register, concerns about duplication across audit processes, and the need to coordinate SG, DAO, Gateway, and HMRC audit requirements
· Opportunities to reuse material were noted, as well as the requirement for improved visibility of legacy issues
· Members supported developing NRS IT health heat maps, creating a 3‑ to 10‑year forward look for core services
· Members agreed to escalate the NRS storage risk to SG
3.1.3 The actions noted were as follows:
Action EMB 543: IT/Legacy Team to develop NRS IT health heat maps at service level. Action Owner: Principal Enterprise Architect
Action EMB 544: Raise Estates Storage risk (no space left) to DG risk register. Action Owner: Estates Team / Director of Corporate Services and Accountable Officer / Corporate Business Assurance Manager
Action EMB 545: EMT Session to be scheduled re space planning review. Action Owner: BMU.
3.2. Finance Report: 2025/2026 budget allocation, reporting to January P10 & approval of 2026/27 budget allocations
3.2.1 The Interim Chief Finance Officer provided an update on Finance Report: 2025/2026 budget allocation, reporting to January P10 & approval of 2026/27 budget allocations with the key points below.
· Core projected an overall underspend of approximately £515k after removing the £174k held for Census and accounting for the £850k reduction linked to the partial recruitment freeze and budget changes
· Vacancies valued at £52k created a risk of further reductions to the staffing forecast before year end
· £300k was recommended to be held for year‑end accruals for flexi and annual leave balances, and £130k was provisionally approved within estates for critical projects
· Income performed as expected with a small uplift forecast at £69k, which was included in the projected underspend
· Additional asks approved in December 2025 progressed with £17k spent to date and directors were asked to keep finance updated
· Capital spend reached £2.144m, mainly for the NRH Roof, and a small overspend of £13k was forecast
· Reduced in‑year capital risk allowed the contingency pot to be decreased from £190k to £90k and GRH Gas Suppression works were brought forward into 2025/26
· Census projected a £97k underspend after core recharges and continued to be monitored with the aim of approaching a balanced budget
· Risks remained within the non‑staff budget for Census and updates on staff recharges were to be sought from directors
3.2.2 In discussion the following points were raised:
· The Board discussed the need to control staff headcount in light of budget pressures, the impact of the 35‑hour week, and the continued availability of overtime
· Communications were needed to remind staff about the cost of high leave carryover and flexi balances. HR had a two‑year plan to address these issues
· EMB noted the forecast outturn, approved the 2026/27 budget allocations, and discussed Census‑related income and spending deadlines
· Members emphasised avoiding isolated directorate decisions, aligning Workforce Planning, and holding regular EMT check‑ins on vacancies and resourcing
· Members discussed challenges around decision making and budget planning process and consequences for delegated authority
EMB confirmed approval of budget allocations for 2026/27 as noted in the finance paper
Decision EMB 265: EMB confirmed approval of budget allocations for 2026/27 as noted in the finance paper
3.2.3 The actions noted were as follows:
Action EMB 546: Circulate monthly HR MI report to Directors and EAs to add this to onenote. Directors to discuss high flexi balance and annual leave balances staff on a regular basis. Action Owner: Head of NRS People Services /BMU EAs
Action EMB 547: Director of Customer Service Operations and Archives to advise of income figure for March 2026. Action Owner: Director of Customer Service Operations and Archives
Action EMB 548: Monthly 45 min vacancy check in with EMT and Head of NRS People Services. Action Owner: BMU
Action EMB 549: Delegated Authority letters to be set out. Action Owner: Director of Corporate Services and Accountable Officer
Action EMB 550: All BCs to be sent to DSB for approval ASAP. Action Owner: All Directors
3.3. National Records of Scotland (NRS) strategy for 2025/26-2030/31
Decision EMB D266 – EMB approved the National Records of Scotland (NRS) strategy for 2025/26-2030/31
4.1 Review live issues, corporate risks
4.1.1 A review of live issues and corporate risks was undertaken. The Corporate Risk Register and Live issues log would be updated accordingly.
4.2. Workforce Planning & Recruitment update
4.3 The Head of NRS People Services provided an update on Workforce Planning & Recruitment with the key points below.
5. AOB
5.1.1 No AOB was raised.
5.2 EMB Forward Look
5.3 EMB noted the forward look.
Next meeting: 2 April 2026
