Our people & communities
Engaging with employees
We believe it's important to keep our staff informed of what's going on in the business and find out what they think.
Reward & development
We aim to achieve a high performance culture. We manage this through our performance management system which is thoroughly embedded in our working life.
Employee participation
More than 30% of employees are participating in community activities. The overwhelming majority of employees (75%) feel that this adds to their pride to work for Camelot.
Community investment
We donate 5.9% of pre-tax profit over and above returns to Good Causes.
Staff agreeing with the statement – ‘Camelot is one of the best companies that I have worked for’ (%)
30.2%
of employees take part in community activities.
Sunday Times 100 Best Companies to Work For ranking
Have your say
We want to hear what you have to say. At any point in this report you can comment on what is being said on any of our corporate responsibility issues.
We aim to be one of the best companies to work for in the UK by creating an environment that rewards people for giving their best. Our challenge is to motivate employees to have pride in working for Camelot. In particular as we draw towards the end of our current licence and prepare ourselves for the transition to the third licence starting in 2009. We also invest time and money in community projects and charities, and encourage employees to volunteer in their local communities.
As a company licensed to operate the lottery for a set period of time, we face some unique challenges in providing the right environment to enable Camelot's employees to manage their careers and livelihoods. We are therefore pleased that we continue to be rated highly as an employer. This year we were named the 'Top Improver' in the prestigious 2007 Sunday Times list of the 100 Best Companies to Work For and ranked 13th, a leap of 30 places on last year's position.
For the first time, we also received a special award for 'Giving Something Back'. Our employees said that Camelot's commitment to giving something back through staff volunteering and team challenges adds to their sense of pride and motivation in working for the company. More than 30% of employees are participating in community activities. Read more about employee participation.
This year, we were also ranked 13th in The Guardian's listing, Britain's Top Employers 2007. Published in September/October 2006, the book singled out Camelot's 'open management style' as 'nurturing a friendly and vibrant atmosphere, which in turn produces the required conditions to support innovation'. The authors also report that our flexible working practices contribute to a positive work-life balance.
We believe it's important to keep our staff informed of what's going on in the business and find out what they think. Read more about how we engage with our staff.
We aim to achieve a high performance culture. We manage this through our performance management system which is thoroughly embedded in our working life. Read more about how we reward and develop staff.
In order to help tackle our sickness absence level we launched a wellbeing programme this year. We have also set up a Diversity Steering Group to focus on workplace issues. Read more about wellbeing and diversity and health and safety.
More than 30% of employees are participating in community activities and more Camelot employees are taking part in community initiatives, volunteering time, taking part in team challenges or giving to charities. Read more about how employees participate in the community.
We continue to invest 5.9% of pre-tax profit in community activities over and above returns to Good Causes. Read more about community investment.
The Camelot Foundation is funded by us through an annual donation of £2 million during our current licence period. Its main focus is working to support marginalised young people in the UK. Read more about The Camelot Foundation.