Communications Strategy

COMMUNICATION STRATEGY 2026 ~ 2028

Contact Information : 01382 812721 communications@tayside-contracts.co.uk tayside-contracts.co.uk 1

CLT approved 28 May 2026

Dundee

Tayside Contracts Premises

Angus Cairnie Depot Forfar Depot Peasiehill Depot

Contracts House Fairmuir Depot Tay Cuisine

Perth & Kinross

Sign Shop Ruthvenfield Depot Blairgowrie Depot Aberfeldy Depot Collace Quarry

We also operate from 400 other locations across Tayside including schools, offices and community centres etc.

Contents Page

Page

Introduction

4

Ways we communicate

13

Communications Related Values

7

Social Media

15

Principles

8

Communications Plan Template

16

Aims and Objectives

9

Who is responsible for communications

18

Who do we communicate with

10

Key Priorities & Performance Indicators

19

What do we communicate

11

Action Plan

21

Introduction Thank you for taking the time to read our Communications Strategy. Effective communication is essential to how Tayside Contracts operates and how we present ourselves to our employees, stakeholders and customers. This strategy provides a clear framework for how we communicate, helping us to focus on core messages, engage the right audiences, and make best use of appropriate channels. It also enables us to identify gaps or areas for improvement and ensures that the way we communicate reflects the professionalism and values of our organisation.

Through this strategy we aim to: support the delivery of our organisational objectives. strengthen engagement with our stakeholders. demonstrate the impact and success of the work we do. ensure people understand who we are and what we deliver. positively influence behaviours and perceptions by aligning our communications with our organisational values.

This strategy is designed to help us adapt to a rapidly changing communications environment, adopt modern tools and approaches, and continue to build trust and confidence in the services we provide.

Effective communication is essential to the success of Tayside Contracts. This Communications Strategy has been developed in the context of a rapidly changing communications landscape, where demands on public services, technological expectations and stakeholder needs continue to evolve.

4

We operate within an external environment shaped by several key factors: Significant financial pressures coupled with rising public expectations of high-quality, cost-effective services, making it increasingly important to demonstrate the value we deliver.

Active national and local media who may present our services in specific ways, with potential implications for organisational reputation.

A societal shift towards continuous access to information, delivered in short, frequent updates across multiple channels, particularly through new and emerging digital platforms.

The growing dominance of mobile devices, alongside a generational divide in how people access information, with some audiences still preferring print and paper-based communications.

Our internal self-evaluation has further identified several strengths, weaknesses, opportunities and risks that inform this strategy: We have a strong record of communicating effectively with employees for whom English is not a first language.

Our use of social media continues to grow positively.

Our collaborative arrangements with councils enable coordinated communications which ensure consistency of messaging.

5

We need to continue moving towards instant-access digital communication through social media, web-based tools, M365 and other emerging platforms.

Failure to modernise risks falling behind communication trends and potentially disengaging stakeholders.

Continue engagement with employees, including continuing to cascade quarterly briefings throughout the organisation.

We will also explore the safe and controlled use of Generative AI to support the creation of communication materials such as media releases.

This Communications Strategy provides the framework through which we will strengthen our communication practices, modernise our channels and approaches, and ensure we remain responsive to the needs of our employees, customers, partners and communities

6

Communications related values At the heart of our Communication Strategy are our values - the 4 'P's – which guide how we communicate across the organisation. The communications elements of our 4 'P's from our Business Plan 2024-27 are outlined below.

4 'Ps

Our communications vision is to deliver open, accessible and consistent communication that builds trust, strengthens relationships and supports the achievement of our strategic priorities - the 5Cs.

People We treat everyone fairly, and with dignity and respect.

We enable and encourage everyone to express themselves freely.

5Cs

Performance

Confidence, Trust and Relationships

We share information about our performance.

Proud of what we do, chosen for how we do it

We encourage and enable feedback to help us continuously improve.

Commercial Approach Business head, community head

Partnership Open and honest communication builds trust, which is

Collaboration and Sharing

essential for successful partnerships.

Sharing the gain

We Collaborate and transform together by connecting and sharing ideas.

Continuous Improvement and Performance

Perception

Think like a customer, act like a taxpayer

We actively promote our messages to shape a positive Communities, Councils and Customers

perception of Tayside Contracts.

Creating community wealth

We reach out and connect with our communities to support and inform them.

7

Principles Our Communication Strategy will deliver:

The right information

To the right people

In the right way

At the right time

Through effective two-way communication 8

Aims and Objectives Our Communication Strategy aims to;

Our Communication Strategy objectives are: ensuring that our internal and external communications are uniform and modern.

fully engage with our stakeholders.

support the strategic aims of Tayside Contracts.

progressing our digitisation agenda - 'Digital by Default'.

build a well-informed and engaged workforce.

ensuring we have measures in place to enable our employees to communicate and feedback to management.

positively influence perception of our brand through smarter use of internal and external media.

developing and embedding clear rules and responsibilities in preparing and authorising communications, especially in an emergency situation.

continue to enhance our skills to optimise our IT options, especially M365.

9

Who do we communicate with?

These are our main stakeholders:

our Trade Unions

our employees

Tayside Contracts Joint Committee

our partners in the Tayside Councils

supplies

our customers

our suppliers local communities and service users as potential future customers

10

What do we communicate? digitally The Business Plan 2024-27

digitally JC schedule of Agree Activities

digitally

digitally

Annual Performance Report

Climate Impact Plan

digitally Audited Annual Accounts

digitally MD Delegated Powers

Our corporate and operational quarterly team briefings are held face-toface and via MS Teams

11

What do we communicate?

Our activities and achievements via Target

tcschoolfood & Tayside Contracts

Tayside Contracts & Tayside Contracts Jobs

@Tayside Contract

and a range of various social media platforms Tayside Contracts (Official)

Employee information e.g. policies, procedures and working instructions etc.

digitally

Our achievements

MDs breifings

Tayside Contract

digitally

Equality monitoring data

digitally

digitally 12

As many different methods as possible are used during times of crisis such as a pandemic/strike action.

Ways we communicate

Face-to-face: In-person or virtual meetings

Digitally: Email social media website TayNet

Interpretation/Translation Polish/English Other languages BSL

Marketing Jobs CPU videos school meal promotions

Surveys: Viewfinders

Training and Development: Induction Safe Working Arrangements Toolbox Talks Tay Review (Appraisal)

13

Ways we communicate Interpretation/Translation We have a legal obligation to ensure all employees have a clear and full understanding of both written and verbal communications. To support this, the Communications Team provides a comprehensive in-house Polish interpretation and translation service, delivered face-to-face, by telephone or virtually, through audio recordings or written translation.

The Communications Team also provides interpretation and translation services for other languages, including British Sign Language, to support our commitment to equality, diversity and inclusion within Tayside Contracts and the services we provide.

our own Polish/English interpreter/translator

interpreter/translators for other languages

audio formats

BSL interpreter/translator

any other formats on request

14

Social Media Social Media The increasing use of social media has fundamentally changed the way people communicate with businesses, organisations and public services.

We will continue to expand and enhance our use of these platforms to reach customers, employees, elected members, parents, pupils and the wider community.

(source: Finders)

Age

% using a smartphone (2025)

16–24

98%

25–54

99%

55+

88%

75+

72%

Around 84.3% of the UK population are active users of various social media platforms(2025) (source: The Global Statistics)

Social media is a cost-effective method of reaching large audiences quickly, and Tayside Contracts fully recognises and embraces the benefits it offers.

Social media also supports our Climate Impact Plan by significantly reducing the need for printed materials.

Our current platforms are:

Tayside Contracts & Tayside Contracts Jobs

@Tayside Contract

Tayside Contracts (Official) Tayside Contracts Tayside Contracts

& tcschoolfood

15

Communications Plans Template

This Strategy sets out our overall approach to communications, however we know that communications is not a ‘one-size-fits-all’ approach, and many of us may have a need to develop and deliver more specific communications messages, for activities such as a new policy, a new operational initiative, information on significant impending legislation, or specific key messages to our employees. Therefore, this template is available on the Communications page on TayNet and should be used for all business area communication plans.

Tayside Contracts Communications Plan Activity: ______________________________________________ Lead person: _______________________________________________ Overall purpose of plan (what you want to achieve): · · · ·

...cont/

16

Communications Plans Template

Audience / stakeholder (Who is this for?)

Main message to convey to that group or person (What ?)

Delivery method /channels (How?)

Schedule (When?)

Employees

Reason for the new or revised policy.

Email and by written explanation or video

Prior to the implementation of the policy

TUs

Reason for the new or revised policy.

Email and meeting

Prior to informing employees

17

Responsible person (Who?)

Progress Update

HR Manager

Information issued and only a few queries back

HR Manager

TUs informed and feedback incorporated

Who is responsible for Communications?

In a word...

EVERYONE!

Whilst the Communications Team is responsible for facilitating and enabling effective communications, every manager and employee has an individual responsibility and a vital role to play in ensuring that our communications are a two-way process and not merely a flow of information in one direction.

Having the right conversations!

Our communications will only be truly successful if we reach out, connect and engage with everyone we want to have a conversation with.

How we communicate shapes our culture, and our culture shapes how we communicate!

It is a never-ending circular process and to work in a healthy culture we must all communicate in ways that make us all feel safe, respected and valued.

Healthy conversations = healthy culture 18

Responsibility for Communications Ultimate responsibility for communications and for ensuring the effective implementation of this Communications Strategy sits with the Managing Director. The Managing Director is supported by the Communications Team, who are responsible for delivering day-to-day communications activity and providing professional advice across the organisation.

Key Priorities & Performance Indicators Our key priorities and performance indicators are based on the strategic priorities, values and enablers within our business plan.

This will provide a framework for the areas we will focus on and the initiatives and tasks we will prioritise in our Communications Strategy.

Stakeholder Engagement & Consultation We will strengthen collaboration with our key stakeholders through regular communication. This will ensure stakeholders receive the information they need, when they need it, and play a key role in shaping our strategic direction.

We will undertake a programme of surveys and wider consultation with our key stakeholders to help them feel more engaged in what we do, how and why we do it, and the role they can play in influencing our approach.

KPIs Stakeholder participation rate in surveys Target: Minimum of 40% participation Joint Committee communications issued in accordance with agreed timeline for committee dates.

Target: 100% of information issued in accordance with agreed timeline.

Committee member satisfaction with communications. (measured via short annual survey) Target: 1≥ 80% positive feedback.

19

Digital Tools & Engagement In line with our ‘expand and diversify’ Business Plan objective, we will use communication channels more extensively and creatively to reach potential customers and promote the services Tayside Contracts provides.

We will continue to modernise and optimise our technological communication tools to allow us to communicate more effectively and with more immediacy. We will also explore the controls and safe use of AI, particularly in drafting communication messages such as media releases.

KPIs Growth in external digital audience. (followers, reach, impressions) Target: Using 2025/26 data as a baseline, 5% growth by 2028/29.

Engagement rate on promotional content. (likes, shares, comments) Target: Using 2025/26 data as a baseline 5% growth rate 2028/29.

Environmental Continue to increase our use of electronic meeting systems to reduce transport and energy carbon emissions. We will also support progress towards a paper-free office by increasing our use of electronic communications in line with our strategic objective of ‘Digital by Default’.

KPIs Percentage of corporate communications delivered paper-free Target: 95% paperless by March 2028 Reduction in printing volumes Target: 20% by 2029

20

Action Action Plan Plan

Our Communication Strategy Action Plan 2026 – 2028 details how and when the improvement measures we have identified will be implemented.

What

By doing

How

When

Social Media Development

Further develop and expand social media platforms to engage elected members, parents, pupils, customers and employees.

Increase activity across Facebook, LinkedIn, Instagram, X, YouTube and the website; introduce short-form video content; apply analytics to improve performance.

Ongoing

Corporate identity and branding

Develop a Communications Statement outlining Tayside Contracts’ corporate identity and brand approach.

Produce guidance on tone, templates, visual identity, and appropriate use of branding.

March 2027

External Media Protocol

Develop and implement an external media protocol.

SLT to establish responsibilities, approval routes and messaging standards.

March 2027

Crisis Communication

Strengthen crisis communication across the organisation.

Create and maintain crisis communication protocol and support service areas during incidents in line with the Business Continuity Plan.

March 2026/Ongoing

21

What

By doing

How

When

Digital by Default/M365 Modernisation

Advance digital engagement and reduce reliance on paper.

Provide M365 training during organisational rollout; promote virtual meetings; encourage digital document management.

Ongoing

Strategy Review and Evaluation Review and measure progress against the Communications Strategy.

Submit performance reports to the Corporate Leadership Team.

Bi-annually

5Cs & Values Campaign

Promote organisational values and the 5Cs internally.

Deliver a structured communications campaign.

Employee Feedback/Engagement Mechanisms

Improve opportunities for employee feedback/engagement.

Review existing channels and implement a preferred feedback approach.

22

March 2026 – December 2026

March 2027

What

By doing

How

Community Engagement & Reputation Building

Deliver a campaign to promote Tayside Produce case studies, social Contracts’ positive contribution to content and public-facing communities. messages.

Quarterly

Community Fund Promotion

Increase awareness of the Community Fund.

Promote through social media and attend Meet the Funder events.

Ongoing

Annual Performance Report

Produce the Annual Performance Report.

Collate and prepare content with service areas.

April–November annually

Corporate Communications Monitor

Review existing Corporate Communications Monitor to capture external and internal comms.

Report to the Corporate Leadership Team.

Bi-annually

School Meals Content

Support councils with weekly school meal content provided by the Food and Nutrition team.

Provide updates to council Communications Teams.

Weekly during school terms

23

When

Created by TC/AD Nov 2025

Tayside Contracts Contracts House 1 Soutar Street Dundee DD3 8SS communications@tayside-contracts.co.uk

24

CLT approved 28 May 2026