NatureScot Business Plan 2026-2027

Business Plan 2026-2027 (pdf version)

Introduction

1. This Business Plan is our action plan for Year 1 of our new Corporate Plan 2026-2030. The Corporate Plan targets halting biodiversity loss by 2030. Our passion and our expertise will be at the heart of what we do to achieve this. We will concentrate on what matters most by targeting action where people benefit the greatest.
2. We need to act rapidly and at large scale to do this. We will work with communities, partners and businesses across land, freshwaters, the sea, our coasts, towns and cities so that nature thrives and people flourish.
3. Our new Corporate Plan sets out five Priority Outcomes with supporting Strategic Actions that will make a difference to tackling the nature and climate emergencies:
   • Priority Outcome 1: Restoring Healthy Nature
   • Priority Outcome 2: Reconnecting People with Nature
   • Priority Outcome  3: Working with Nature
   • Priority Outcome  4: Growing Nature Investment
   • Priority Outcome  5: Resilient Places
4. Our organisation culture is key to success. With that in mind, the new Plan sets four guiding principles:
   • Urgency and scale
   • People focused
   • Embrace innovation
   • Evidence led
5. These Outcomes and Principles signal change at NatureScot. In support of this change, we have defined our “Conditions for Success” to ensure that how we work, how we use technology and how we embrace the rich skills and enthusiasm of our people are fully focused on tackling the nature and climate emergencies.
6. We will enhance our leadership in tackling the biodiversity and nature crisis and build on our reputation for scientific expertise and objective insight both in Scotland and globally. Being evidence-based is a fundamental part of who we are and what drives our passion for change. Improving our evidence base, and how we interpret and share our scientific knowledge, is a fundamental theme that underpins our five Priority Outcomes, building on the work we undertake ourselves and with partners. We will develop an evaluation framework this year. This will identify how we will measure the achievement of our Outcomes and the milestones we need to reach to make sufficient progress in each year of the Corporate Plan.
7. This plan also details the deliverables against each of our Strategic Actions that have been developed to support our five Priority Outcomes. The identification of these deliverables has required us to make hard choices about what we believe will make the biggest difference to tackling the nature and climate emergencies so that we make the best use of the financial and people resources that we have.

Our Context in 2026/27

8. The Scottish Government’s Scottish Biodiversity Strategy (SBS) is a bold long-term vision to restore nature in Scotland by 2045 and to halt biodiversity loss by 2030. This is a substantial commitment, and we lead on, or provide support to, the majority of the actions in the plan.
9. Other strategies will play their part in nature restoration including a renewed Climate Change Plan, the Scottish National Adaptation Plan, the Agricultural Reform Programme, the National Marine Plan and new environmental legislation. New energy projects, onshore and offshore, will drive a low carbon economy and attract significant investment in addressing the nature and climate emergencies. We will collaborate with regulators, developers and communities through our advice and support to ensure that we strike the right balance between development and the preservation and enhancement of our precious natural resources.
10. The new Scottish Parliament, following elections in May 2026, coincides with the first year of the Corporate Plan and we will take the opportunity to talk about what we do with returning and new MSPs. It is an important part of our strategy to gain national consensus on the nature-climate crisis, that all MSPs understand our work and value our wider contribution to public health and sustainable economic growth, involving a just transition to a net zero economy.
11. The drive towards achieving greater value for money across public services continues. We are responding by prioritising our work and progressing opportunities for innovation and efficiency through the Scottish Government’s Public Service Reform programme, alongside our own change programmes.
12. International efforts to strengthen action on biodiversity loss are scheduled for October 2026 in Armenia and on climate in Turkey in November 2026. We look forward to the further strengthening of international relationships and renewed commitments to tackle the global threat of climate change and the wider instability that it brings to communities across the world.

Our Principles

13. We are guided by four Principles which shape what we do by emphasising our priorities and directing our work with partners. They reflect the need to work at scale and at pace, to focus on people, to use technology, think innovatively, and deploy evidence from many sources.
    • Urgency and scale - Move with urgency and at scale to achieve Scotland’s biodiversity objectives, as we respond to the intergenerational demand to tackle the biodiversity and climate emergencies.
    • People focused - Action that supports a just transition to ensure the benefits derived from nature are distributed fairly and the risks from climate impacts are dealt with equitably.
    • Embrace innovation – Through the competent and skilled deployment of agile, adaptable, collaborative and digital ways of working we will deliver place-based actions that maximise benefits from nature.
    • Evidence led - Target intervention and investment where evidence and forecasting show nature and people need it most, to strengthen resilience, especially in relation to the impacts from the climate emergency.
14. We will embed these four Principles in our decision making and culture, with senior leaders driving this work. Our Extended Leadership Team (ELT) has a clear leadership role to enable this shift to occur through the delivery of Priority Outcomes, Strategic Actions and Conditions for Success. Specific programmes of work are being developed looking at our data strategy and evidence base and how we use technology, including the growing importance of, and opportunities provided by, Artificial Intelligence. Acting urgently and at large scale will be essential as we deliver plans in support of Priority Outcomes and Strategic Actions. Finally, we know that success depends on forging and deepening national consensus about the importance of protecting and restoring nature, so we understand the vital importance of inspiring people to value nature in their home, work and leisure environments.

Outcomes

15. Guided by our four Principles we have prioritised five Outcomes which will drive Scotland towards being nature positive by 2030. Together they recognise the importance to people of our natural environment and the value of working in partnership. There are also strong connections between the Priority Outcomes, reflecting the international recognition that climate, biodiversity, food, water and human health are intertwined.

• Priority Outcome1 - Restoring Healthy Nature: Lead species recovery, connect habitats and safeguard at least 30% of land, rivers and seas by 2030 on the way to good ecological health.
• Priority Outcome 2 - Reconnecting People with Nature: Increased support for nature-positive action through strengthened public connection, understanding and access to nature.
• Priority Outcome 3 - Working with Nature: Embed nature-positive practice across agriculture and other land and marine uses.
• Priority Outcome 4 - Growing Nature Investment: Achieve increased levels of public and private sector high integrity nature investment.
• Priority Outcome 5 - Resilient Places: Strengthened climate, economic and social resilience in all our communities through nature recovery.

Key Business Plan Actions

16. These are our key actions this year to deliver our five Priority Outcomes and successfully reach our 2030 ambitions. This includes the delivery of our Corporate Plan Strategic Actions and our statutory service functions. Our actions align to the Scottish Biodiversity Strategy (SBS) and its delivery plan, and we will provide separate reports on how well we are achieving our SBS outcomes. Each action has quarterly milestones identified where there is a substantial delivery element to be achieved. Where no quarterly milestone is identified underlying work will still be progressing.

Priority Outcome 1 - Restoring Healthy Nature

We will promote ecological health by leading and working at scale to build resilient interconnected nature networks, support species recovery, deliver resilient catchment scale restoration and safeguard at least 30% of land and seas for nature by 2030.

1.1 Safeguard at least 30% of land and seas as high-quality nature sites linked through nature networks by 2030. 

2026/27 Goals

• Identification of new sites and development of policy, approaches and required incentives, to mainstream work to deliver up to 200,000 ha of new safeguarded areas this year, with support from Scottish Government and partners.
• Develop the action plan for monitoring and management of 30x30 sites and support of Nature Networks through the Nature Networks Toolbox.

1.2 Drive action on species and habitat recovery where evidence identifies the benefits for action.

2026/27 Goals

• Deliver final year of Species on the Edge Programme and agree legacy with partners.
• Develop Natural Environment (Scotland) Act Statutory Targets.
• Implement the Scottish Plan for Invasive Non-Native Species (INNS) prevention, surveillance and control.
• Lead the delivery and development of the multi-annual Nature Restoration Fund supporting development and delivery projects targeting nature restoration.
• Work with partners to deliver SBS actions including coastal and marine strategies and developing a fundable and deliverable plan to remove mink from the Outer Hebrides and continue to support the Orkney Native Wildlife Project with the aim to be in mop-up phase across the islands.

1.3 Lead the acceleration of peatland restoration in Scotland.

2026/27 Goals

• Deliver the agreed Peatland Action Restoration hectares for the year.Provide technical expertise and training to support development of the peatland restoration sector and help us balance peat with wider land use interests.

Priority Outcome 2: Reconnecting People with Nature

We aim to strengthen people’s connection with nature by demonstrating the many benefits it provides in an inspiring and compelling way so that we gain support and build confident advocacy for nature to be restored.

2.1 Celebrate and champion the benefits to people of being connected to nature.

2026/27 Goals

• Deliver inspiring campaigns and explore new ways to reach different audiences.
• “Enjoying the Outdoors ” action plan launched and Scottish Outdoor Access Code (SOAC) behaviour change, communication and engagement strategy refreshed.  

2.2 Promote and support nature experience opportunities particularly for young people, including on our nature reserves.

2026/27 Goals

• Delivery of the Scottish Government’s Learning for Sustainability Action Plan.

2.3 Develop nature-based activities, workforce and skills including volunteering and citizen science.

2026/27 Goals

• Implement the SBS volunteering and citizen science framework and develop our provision of skills and training for nature recovery.

Priority Outcome 3: Working with Nature

• We aim to embed nature-based management to support businesses by working with farmers, foresters, land and wildlife managers, fishers and developers to harness the benefits nature provides, live alongside wildlife and reduce climate risks and impacts.

3.1 Enable species, wildlife and nature positive management in partnership with foresters, food producers and managers on land and seas.

2026/27 Goals

• Deliver the 2026 Agri Environment Climate Scheme (AECS). We anticipate receiving around 100 applications which could equate to approximately £4m in value covering 40,000 ha.
• Enable the conservation and successful management of beaver, gulls, geese and white-tailed eagles and develop a communications approach to explaining our role to key stakeholders.
• Pilot biodiversity audit and tool and develop nature friendly farming approach.
• Support Marine Directorate on marine fisheries management.

3.2 Rapidly accelerate sustainable deer management across all of Scotland.

2026/27 Goals

• Implementation of new Natural Environment Act provisions.
• Delivery of work programme applying regulatory and incentive mechanisms to effect reduction in deer populations and impacts - aligning with SBS spatial priorities.
• Develop the data and evidence base to monitor deer populations, impacts and culls locally, regionally and across Scotland.

3.3 Provide clear steer and support to developers to maximise opportunities for nature recovery.

2026/27 Goals

• Develop and promote a biodiversity metric for Scotland to enhance biodiversity in planning.
• Introduce cost recovery mechanism, provide advice on development proposals and in accordance with adopted Sectoral Marine Plan, National Marine Plan and new HRA policy.

Priority Outcome 4: Growing Nature Investment

• We aim for increased levels of high integrity public, private and philanthropic investment for nature restoration and resilience through blended finance solutions across land management, marine and coastal, community and public sectors.

4.1 Stimulate nature investment through a series of investable projects and models for private sector and philanthropic funders.

2026/27 Goals

• Deliver investment vehicles and plans including Ecosystem Restoration Code (ERC), Scottish Marine Environmental Enhancement Fund (SMEEF) and Scottish Rivers Fund (SRF).
• Deliver the Facility for Investment Ready Nature in Scotland (FIRNS) grant scheme to support development and delivery of investment ready nature restoration projects.

4.2 Activate high integrity nature investments through implementation of guidance, standards, advice, and digital tools.

2026/27 Goals

• Guide investors to the highest priority nature restoration projects across Scotland.
• Support stakeholders to integrate a natural capital approach to decision-making processes.

Priority Outcome 5: Resilient Places

• By accelerating nature recovery, we will support communities to adapt to climate risks while helping to improve the health and job benefits for people and businesses.

5.1 Support community-led nature recovery locally.

2026/27 Goals

• Enhanced local green and blue spaces by managing Nature Networks and tackling INNS in at least 100 communities. 

5.2 Lead and expand actions to deliver health and nature benefits close to where people need it most.

2026/27 Goals

• Champion the framework for advancing Green Health with Public Health Scotland.

5.3 Demonstrate the value of coastal and catchment scale nature recovery to critical infrastructure at risk from climate impacts.

2026/27 Goals

• To enable effective influencing of nature-based approaches to coastal adaptation and delivery of coastal SBS and Scottish National Adaptation Plan (SNAP) 3 actions.
• Help to deliver the SG Marine and Coastal Restoration plan.
• Improved planning and provision of green infrastructure within Scotland’s towns and cities.
• Deliver nine SBS exemplar projects including two pioneer catchments in the Dee and South Esk.  
• Pilot “Source to Sea” in the Dee, South Esk, Tweed and SW Scotland. 

Statutory and Public Facing Services

17. We will maintain focus on our day-to-day statutory functions to ensure we provide an excellent service to the public and to business sectors. Successful delivery of these activities will contribute to the delivery of our five Priority Outcomes and ensures that our regulatory functions and planning advice are both delivered to a high standard.

18. The ongoing management of our organisation is underpinned by the ambition to provide an excellent and transparent public service that demonstrates value for money (“Best Value”) and has strong corporate governance. Operational scorecards are in place that provide quarterly updates to senior leaders and the Board on:

• Employee engagement
• Financial performance
• Health and Safety
• Risk and audit
• Progress to Net Zero

Tracking the Delivery of our Corporate Plan

19. We are developing an evaluation framework to provide evidence of our achievement in tackling the nature-climate crisis so that we can demonstrate positive links between our Strategic Actions and our purpose to halt biodiversity loss by 2030 and to restore and regenerate biodiversity across our land, freshwater and seas by 2045. The Evaluation Framework will be completed by the end of the summer 2026.
20. Our Corporate Plan sets out how we will measure progress to 2030. In each of the four years of the Corporate Plan we will set out the activities we will undertake to establish robust measurement against each of the indicators to ensure that we are on track. Activities will vary between measurable actions, opinion surveys and data and evidence gathering about the state of Scotland’s nature.
21. In this first year we will be rigorous in establishing and then testing our approach to ensure that we have a robust framework, drawing on best evidence and reliable data sources that can be used in the following three years and compared over time. The table below sets out the indicators we have identified. These will define progress against each Priority Outcome and the action we will be taking this year to develop the indicators and establish our evidence base. We will ensure that we work with partners, including the Scottish Government, particularly in regard to people and places. This will ensure we are making the best use of available data sources from across the wider public sector and other publicly available sources.

Conditions for Success

22. To deliver the Corporate Plan we will continue to evolve how we work so that we operate in ways that ensure our success. We will prioritise leadership, empower our people and maximise our impact to deliver the full ambition of this plan. Our transformational change programmes will:

• unlock the full potential of our people,
• deliver the organisational capabilities necessary to support the flexible, efficient and responsive organisation we need to be,
• be influential in leveraging the power of our partners, stakeholders and the wider public to accomplish the vital mission of tackling biodiversity loss and climate change.

23. To succeed we need:

Inspiring Leadership from everyone

• All colleagues lead with clarity, courage and purpose, effectively navigating complexity and uncertainty.
• We influence by earning trust, convening spaces, fostering engagement and managing differences respectfully, creating the conditions for effective dialogue.

Empowered People

• We work in partnership, creating the conditions where people collaborate effectively, feel engaged and take ownership to create impact.
• People are empowered, confident, skilled and trusted to use their judgement to make a difference.

Impactful Ways of Working

• We make impactful decisions that are timely, transparent and embrace managed risks and innovation.
• We have highly effective and efficient ways of working supported by technology and mindsets that enable everyone to be agile, innovative and solution focused.

24. To develop the “Conditions for Success” requires excellence in support services and a clear focus on the needs of our internal and external customers. The key change programmes that we will be taking forward are as follows.

Our Resources

25. Our total Grant-in-Aid from Scottish Government for 2026/27 is £64.469m plus £26.794m for Programme funding (PA, NRF and FIRNS) and £0.73m for additional marine projects at Autumn Budget Revision (ABR).  This is included in Objective Delivery.
26. Our Grant-in-Aid of £64.469m includes depreciation. As with previous years, our funding is augmented with additional in year budget revisions which support our five Corporate Plan priorities.
27. Programme funding of £26.794m directly supports Peatland Action (PA), Nature Restoration Fund (NRF) and the Facility for Investment Ready Nature in Scotland (FIRNS). 

Resourcing our plan

28. The table shows the total allocation of financial and staff resources to deliver the full programme of projects for this year. We operate flexibly throughout the year and redeploy funds that become available through our efficiency programme and re-prioritisation exercises as part of our 90-day business planning process. This allows us sufficient flexibility to deliver on our five Priority Outcomes within our resource allocation.