DRAFT Communications Strategy 2025

COMMUNICATION STRATEGY 2025 ~ 2027

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

CLT approved XX 2025

Dundee

Tayside Contracts Premises

Angus Cairnie Depot Forfar Depot Peasiehill Depot

Contracts House Fairmuir Tay Cuisine

Perth & Kinross

Ruthvenfield Depot Blairgowrie Depot Aberfeldy Depot Collace Quarry

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

Contents Page

Page

Foreword

4

Ways we communicate

18

Introduction

7

Interpretation/Translation Service

20

Communications Related Values

8

Social Media

22

Communications vision and our strategic priorities

9

Individual communications plan

23

Who is responsible for communications

26

Meet the Communications Team

27

Key Priorities & Performance Indicators

28

Action Plan

31

Principles

10

Aims and Objectives

12

Who do we communicate with

15

What do we communicate

16

Foreword by Dougie McKay, Managing Director 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.

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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 older audiences still preferring print and paper-based communications.

Rapid and ongoing advancements in communication technology and the emergence of new channels.

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 the many employees for whom English is not a first language.

Our use of social media continues to grow positively.

Some of our historical communications appear dated and internally focused, rather than centred on what stakeholders and customers want and need to know.

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.

There is a clear opportunity to engage more proactively with local media to strengthen positive perceptions of Tayside Contracts.

We must increase face-to-face engagement with employees, including implementing quarterly briefings cascaded throughout the organisation.

We will also explore the safe and controlled use of 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

Introduction

Effective communication is central to everything Tayside Contracts delivers and underpins our ability to achieve our strategic objectives.

This Communications Strategy provides a clear framework for how we plan, deliver and evaluate all forms of communication across the organisation. It sets out our approach to engaging with employees, customers, partners and communities, and ensures that our messages are clear, consistent and aligned with our organisational priorities.

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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.

People

Performance

We ensure the health and safety of

We engage in open dialogue with

everyone delivering and receiving

employees about expectations –

our services.

what we expect from them and

We treat everyone fairly, and with

what they expect of us

dignity and respect.

We share information about our

We enable and encourage

performance.

everyone to express themselves

We encourage and enable

freely.

feedback to help us continuously improve.

Partnership

Perception

Open and honest communication

We communicate openly,

builds trust, which is essential for

creatively and without jargon

successful partnerships.

We actively promote our

We Collaborate and transform

messages to shape a positive

together by connecting and

perception of Tayside Contracts.

sharing ideas.

We reach out and connect with our communities to support and

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inform them.

Communications vision and our strategic priorities 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.

Build confidence in our services Supporting our Councils achieve their objectives Enhancing our own learning through selfawareness

Identify and deliver on priority commercial opportunities Develop new market opportunities Developing our commercial creativity, skills and culture

Extend our shared services in priority areas Look for new collaborative opportunities Develop our capacity and skills in collaboration

Making the best use of our assets Validating our internal innovation Prioritisation of our improvements – based on evidence

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Supporting Equality and Community Empowerment Supporting Local Economy and Education Climate Change and Sustainability

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 10

11

Aims and Objectives Our Communication Strategy aims to:

fully engage with our stakeholders

support the strategic aims of Tayside Contracts

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

have a well-informed and engaged workforce.

12

Aims and Objectives Our Communication Strategy aims and objectives We will continue to enhance our skills to optimise our IT options, especially M365.

Our Communication Strategy Action Plan 2025 – 2027 details how and when the improvement measures we have identified will be implemented.

We will ensure that our internal and external communications are uniform and modern.

Progressing our digitisation agenda - 'Digital by Default'

We are clear on rules and We will have measures in place to ensure responsibilities in preparing and our employees can communicate and authorising communications, feedback to the organisation. especially in an emergency situation.

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supplies

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

15

What do we communicate?

The Business Plan 2024-27

digitally Our Annual Performance Report

digitally

Our Climate Change Plan

Corporate and operational team briefings

digitally 16

What do we communicate?

Our activities and achievements via Target

tcschoolfood

Tayside Contracts & Tayside Contracts Jobs

@Tayside Contract

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

Tayside Contract

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

digitally

Our achievements

digitally

MDs blog

Equality monitoring data

digitally

digitally 17

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

COMMUNICATION

Ways we communicate

Ways we communicate For a detailed list of all our communications channels, please contact the Communications Team.

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)

19

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.

20

Ways we communicate

our own Polish/English interpreter/translator

interpreter/translators for other languages

audio formats

BSL interpreter/translator

any other formats on request

21

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

95% 86% We will continue to expand and enhance our use of these platforms to reach customers, employees, elected members, parents, pupils and the wider community.

As of 2024, approximately 94% of UK residents aged 16 and over own a smartphone, equating to around 51.9 million people. (source: Finder.com)

Mobile phone users aged between 55-64 has increased from 86% in 2023 to 95% in 2024 (source USwitch)

Around 90.9% of the UK population are active users of various social media platforms (source: Global Digital Insights)

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 Change Plan by significantly reducing the need for printed materials.

Our current platforms are:

Tayside Contracts & Tayside Contracts Jobs

@Tayside Contract

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Tayside Contracts (Official)

tcschoolfood

Tayside Contracts

Individual Communications Plans

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.

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

...cont/

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Individual Communications Plans

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

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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 26

Meet the Communications Team

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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.

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Key Priorities & Performance Indicators In order to identify our key actions and indicators of performance, we conducted a PESTLE analysis to provide a framework for the areas we will focus on and the initiatives and tasks we will prioritise in our Communications Strategy.

Political We will strengthen engagement with our Joint Committee through more regular electronic communications. This will ensure Joint Committee Members receive the information they need, when they need it.

KPIs Frequency of Joint Committee updates issued Target: Minimum of one electronic update per quarter.

Timeliness of updates prior to key decisions or committee dates Target: 100% of updates issued at least five working days in advance.

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

Economic 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.

KPIs Growth in external digital audience (followers, reach, impressions) Target: 10–15% annual growth.

Engagement rate on promotional content (likes, shares, comments) Target: ≥ 5% engagement rate.

Number of marketing campaigns delivered annually Target: Minimum of four major campaigns per year.

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Social We will undertake a programme of surveys and wider consultation with all 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 Number of stakeholder surveys or consultations completed annually Target: Minimum of three per year.

Stakeholder participation rate in surveys Target: Year-on-year increase of 10%.

Stakeholder satisfaction with engagement opportunities Target: ≥ 80% positive in annual survey.

Internal staff engagement scores (communication-related questions) Target: ≥ 85% “agree/strongly agree”.

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

KPIs Percentage of communications delivered using modern digital tools (M365, Sway, TayNet) Target: ≥ 90%.

Number of employees trained in digital communication tools Target: 100% of relevant staff.

Time taken to publish and distribute digital content Target: Within 24 hours of approval.

Pilot AI-supported communications (e.g., media releases) Target: At least one controlled pilot in Year 1; full evaluation by Year 2.

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Legal We will use more visually engaging and high-impact communication methods to better inform managers and employees of their statutory duties across all areas of our work.

KPIs Number of visually enhanced communications produced (videos, infographics, animations) Target: 20% year-on-year increase.

Completion rate for statutory information briefings by managers and employees Target: 95% completion.

Environmental We will 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 meetings delivered electronically (vs in-person requiring travel) Target: ≥ 75% virtual where appropriate.

Reduction in printing volumes across Tayside Contracts Target: 20% reduction year-on-year.

Percentage of corporate communications delivered paper-free Target: 95% paperless by 2027.

Carbon reduction attributable to reduced meeting-related travel Target: Year-on-year reduction.

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Action Action Plan Plan What

How

By

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 shortform 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 2026

External Media Protocol

Develop and implement an external Work with the Business media protocol.

Improvement Manager and service leads to establish responsibilities, approval routes and messaging standards

Crisis Communication

Strengthen crisis communication across the organisation

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Create and maintain crisis communication protocol and support service areas during incidents.

March 2026

March 2026/Ongoing

What

How

By

Joint Committee Communications

Provide regular ‘Spotlight’ electronic Produce MS Sway bulletins updates. and ensure updates are issued before key committee dates

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

March 2026 – December 2026

Employee Feedback Mechanisms

Improve opportunities for employee feedback.

Review existing channels and implement a preferred feedback approach.

March 2026

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Aligned to committee schedule

What

How

By

Community Engagement & Reputation Building

Deliver a campaign to promote Tayside Contracts’ positive contribution to communities.

Produce case studies, social content and public-facing 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

School Meals Content

Support councils with weekly school Provide updates to council meal content provided by the F&N Communications Teams team

33

Weekly during school terms

Created by TC/AD Nov 2025

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

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CLT approved ?? 2025