About Camelot

The Camelot model for running a lottery is now recognised as a world leader. We have built our reputation and developed our expertise over the past 16 years through putting players first.

An organisation like no other, our core UK business is managing a high-profile national institution, with the overall aim of maximising returns to society in a responsible way. The facts speak for themselves:

• The National Lottery operates four of the UK's biggest Fast-Moving Consumer Goods (FMCG) brands - Lotto, EuroMillions, Thunderball and Scratchcards.
• 70% of the UK's adult population play The National Lottery on a regular basis, giving our products greater reach than any other FMCG brand in the UK.
• 95% of the UK's population recognise The National Lottery's crossed-fingers logo.
• There are more than 28,800 National Lottery retailers UK-wide - while with over five million registered players, The National Lottery website is one of the UK's top ecommerce sites by monthly visits (source:ComScore).
• Around four million people win prizes every week on The National Lottery's range of draw-based and instant play games.

We are focused on continuous innovation, we deliver complex projects, online and interactive systems, secure transaction processing, marketing and partnering - but the needs of consumers and providing them with the games they want and easy access to play wherever and whenever they like remains at the heart of what we do.

Key landmarks over the last 16 years include:

• May 1994: Camelot selected to run the first UK National Lottery
• November 1994: Launch of the first National Lottery game - Lotto
• March 1995: First National Lottery Scratchcard goes on sale
• February 1997: Launch of the Wednesday Lotto draw
• December 2000: Camelot awarded the second, seven-year Licence to operate The National Lottery from January 2002 till January 2009
• February 2003: Launch of online Instant Win Games
• February 2004: EuroMillions game launched
• August 2007: Camelot appointed to run The National Lottery for the third time
• February 2009: Third lottery Licence begins and is due to run for 10 years, with a possible extension for a further five years
• July 2010: Camelot is sold to Ontario Teachers' Pension Plan

Long-term growth

• The number of UK players has grown by over 5% in the last five years alone - while total National Lottery sales have increased by 20.4% since the start of the second lottery Licence in 2002.

Reach

• Around 70% of adults in the UK play The National Lottery on a regular basis - giving it greater reach than any other FMCG brand in the UK.
• More than 96% of the UK adult population live or work within two miles of a lottery terminal.

Leading UK brand

• The National Lottery crossed fingers logo is recognisable to 95% of the UK population.
• Camelot operates four of the top FMCG brands in the UK.
• One of those, Lotto, is the single biggest FMCG brand in the country. Total lottery sales each year are bigger than Coca Cola, Warburtons, Walkers Crisps, Hovis, Cadbury Dairy Milk, Nescafé, Kingsmill, Andrex, Lucozade and Robinsons combined. (Source: Top 100 Grocery Brands, Grocer Magazine/Nielsen - March 2010.)

Innovation in technology

• In preparation for the start of the third lottery Licence on 1 February 2009, Camelot devoted over one million people hours to complete the largest - and fastest - lottery upgrade of its kind in the world within the agreed timescales.
• The entire network of National Lottery terminals was replaced, introducing new touch-screen models, cutting-edge media screens and printers.
• The upgrade connected the National Lottery retail estate - now over 28,800 strong - to an improved gaming system via a brand-new communications network, enabling all customers to be served faster and more easily.

Lottery skills and experience

Camelot provides lottery operational expertise and a range of services which all put players first.

• Private management: we have the capability to manage lotteries in multiple markets and jurisdictions, building on our proven track record of innovation and achieving sustained, responsible growth.
• Consultancy: we can share our knowledge and experience to offer specialist advice and consulting services to lotteries worldwide. Our close collaboration with the California State Lottery since 2009 has made excellent progress and brought immediate benefits to the state education system.
• Interactive Services: we can deliver complex projects, online and interactive systems, secure transaction processing and bespoke technology solutions for lotteries across the globe.
• Commercial Services: we develop services such as mobile phone top-ups and bill payments for markets across the globe, using both the spare capacity on existing lottery infrastructure and other trading platforms.

Camelot's partners

As the operator of The UK National Lottery, Camelot’s role is critical to the lottery's success. However, it is just one element in a partnership of organisations responsible for the differing functions of The National Lottery. They are:

The Government, which, through the Department of Culture, Media and Sport, appoints and directs the National Lottery Commission (NLC). The NLC awards the Licence to run The National Lottery and regulates Camelot.

Camelot is the lottery operator and raises money for 14 Good Causes distributors which decide which Good Causes beneficiaries should receive lottery funding in the arts, sport, heritage, health, education, environment, charities and voluntary sectors, as well as the London 2012 Olympic Games and Paralympic Games.

Our games and how to play them

We provide a range of draw-based and instant play games, which include Scratchcards and online Instant Win games. The majority of our players play our games at their local National Lottery retail outlet, but an increasing number play through our website or on their mobile phone.

Community Investment

Camelot's main business objective is to maximise returns to the Good Causes in a responsible way. Over and above this, we want to make our own contribution to the communities in which we operate. We effectively achieve this through a central community investment framework, which is supported by match funding, give as you earn, employee volunteering, and partnering with local and national charities.

We have recently formed a charitable partnership with Marie Curie Cancer Care and have committed to focus our donations to the charity them throughout 2010/11.

Values & behaviours

Camelot's vision for the third Licence period reflects the Group's commercial ambitions through to 2019 and beyond:

To serve nations' dreams with integrity, and diversify, with a flourishing UK National Lottery at our heart.

Camelot aims to be a leading-edge, responsible and sustainable company that protects its players, engages with its stakeholders and the local community, and manages its impact on the environment.

We are passionate about looking after our people because they are key to ensuring our values are put into practice. Our people are vital in maintaining the integrity and reputation of our operations. They all play a part in ensuring Camelot realises its vision of serving nations' dreams, lives its values in day-to-day business and continues to put players first.

The Camelot values make us:

FITTER

• We believe in Fair play for our people
• We behave with Integrity
• We work together as a Team
• We can be Trusted to deliver on our commitments
• We strive for Excellence in everything we do
• We discharge ourResponsibilities to all our stakeholders

Our staff are committed and dedicated; we believe this is achieved through creating a culture where our values are understood and used on a daily basis. We have designed behaviours that are rooted in everything we do, including business dealings both internally and externally.

Our six behaviours are:

• Accountable: Being efficient, cost-conscious and clear about the consequences of our actions
• Creative: Being imaginative, forward thinking and innovative in the way we approach our work
• Empowering: Allowing our people to deliver their objectives within a framework that encourages individualism and independence.
• Ownership: Understanding the vision and goals of Camelot and recognising the part we all have to play in making them happen.
• Partnership: Working with each other, our customers and all of our stakeholders to maximise returns to society in a responsible way.
• Passionate: Showing we care for Camelot and its aims in everything we do

These behaviours are incorporated into our performance management systems to help us to assess and reward our people, and develop our talent.

Responsible play

As a responsible operator, Camelot is also charged with a duty of care to its players and winners, and with maintaining public trust and confidence in The National Lottery. Camelot's approach to corporate responsibility is now widely recognised as setting global standards - and today, integrity remains at the heart of what we do.

• Camelot's strategy for responsible play is to encourage many people to play lottery games but by spending relatively small amounts.
• The fact that the UK National Lottery is the seventh largest lottery in the world in terms of sales but ranked just 60th in the world in terms of per capita spend testifies to the effectiveness of this approach.
• Camelot has been awarded the highest level of accreditation by the WLA Responsible Gaming Framework - Level 4 - and all our responsible play initiatives have been rigorously audited to ensure that they are aligned with the EL Responsible Gaming standard.
• Camelot has been listed for four years running in Business in the Community's (BitC) Corporate Responsibility Index - the UK’s leading CR benchmark - for its overall sustainability achievements.

Game Design

We use two tools to assess the potential risk a game can pose at the design stage:

• GAM-GaRD, developed by Nottingham Trent University, which evaluates those aspects of a game that could cause problems for a vulnerable person. These include ease of access to games, how often they can be played and jackpot size.
• Game Design Protocol (GDP), which assesses whether a game is of above-average appeal to vulnerable groups - namely those aged under 16, low income groups and people with addictive tendencies.

If the results of these tools show that a game poses an above-average risk, we would either revise the product or review additional factors, such as our advertising and marketing strategy. If this does not satisfactorily reduce the risk, we will not launch the game.

Operation Child

Developed in consultation with the National Lottery Commission, Operation Child involves test purchasing visits carried out by young people who are aged 16, but who look younger.

In the latest annual programme, National Lottery retailers achieved a first refusal rate of 90.2%.

Retailers who sell on three separate occasions to test purchasers may have their terminal removed – due to the high level of vigilance shown by our retailers during the year, only one terminal needed to be removed.

Interactive Safeguards

Camelot was the first organisation in the UK to achieve GamCare accreditation for its interactive services and has recently received accreditation for the fourth year running - underlining the effectiveness of the robust measures Camelot has in place to prevent excessive and underage play.