Put in place a programme to enable Board directors to see how the Company operates at grass roots level

All Board members were invited to attend a Retailer Forum, visit a call centre, participate in business induction presentations, visit retailers, etc. Board members have attended some of the events offered.

Make recommendations on an annual evaluation process for the Board and its committees

We have provided recommendations on an annual evaluation process and our new Chairman, Sir Peter Middleton, is currently assessing how we should take this forward. This commitment will be carried forward to the year 2005/06.

Offer training for board directors

Board directors were provided with training developed and delivered by our lawyers, CMS Cameron McKenna, on Board directors' responsibilities and obligations under the Combined Code and their legal responsibilities as Board directors.

Consider the value of carrying out a customer relationship survey with the National Lottery Commission (NLC)

This was considered and discussed with the NLC but both parties felt it would serve limited purpose at the moment.

Complete strategic review of social responsibility and feed back in next year's report

The review embraced external benchmarking, best practice and business objectives. Read more on Improving our management.

Consider a possible role for our internal audit function in the auditing of our social reporting in the future  

Following discussions with business assurance, it has been decided that this is not cost-effective.   Business assurance (internal audit) does have a role in reviewing specific policies and strategies as needed. Read more on Improving our management.

Improve positive views of The National Lottery by creating a marketing campaign that re-engages players with the positive aspects of The National Lottery

Recent surveys show a marginal increase in positive attitudes towards The National Lottery. Read more on Linking Good Causes.

Improve positive views of The National Lottery by working in close partnership with the National Lottery Promotions Unit to celebrate the 10th Birthday of The National Lottery.

Subsequent media analysis showed that 69% of UK adults were aware of the 10th Birthday celebrations and 98% of respondents reacted favourably. Read more on Celebrating the Lottery's impact.

Drive sales by optimising our game portfolio through developing existing rather than new, games  

We developed EuroMillions by adding six countries -- Portugal, Belgium, Ireland, Luxemburg, Austria and Switzerland - and optimising the jackpot in this game to distinguish it from other games. Read more on Product range and accessibility.

Improve accessibility and convenience for our players by making games available on mobile phones

We achieved this in November 2004. Read more on Product range and accessibility.

Online subscription service for Thunderball and Lotto has been available since July 2004. Read more on Product range and accessibility.

Explore opportunities for a responsible play education initiative for players

We have begun work on this commitment but much more needs to be done in 2005/06.

Work as part of an industry group to develop materials on the risks of gaming for schools/citizenship classes

GamCare, Sky and Responsibility in Gambling Trust have developed educational materials for teachers in secondary schools. Camelot will be the first company to fund the distribution of the materials to 500 secondary schools in September 2005.

Continue with research after games have been launched

We continued to use tracking research to monitor levels of play, in respect of both penetration and frequency, and per capita spend on lottery games. Read more on Responsible sales .

Ensure that our systems to make games available via mobile phones meet high standards of player protection

Potential mobile phone players are required to register on the National Lottery website, and are asked for their name, age, address and debit card details, all of which are authenticated via the Interactive Age Check that we run in partnership with Experian. Please read more on Responsible sales.

Ensure GamCare accreditation is audited on an annual basis

GamCare accreditation has been renewed on 20 December. Read more on Responsible sales.

Embed effective performance management processes

Every employee has received training on performance management and goal-setting processes. Read more on A high performance culture.

Implement a mechanism to reward outstanding individual contributions

Read more on A high performance culture.

Develop Camelot's leadership team

Read more on A high performance culture.

Improve staff satisfaction (measured by staff survey)

The results showed a positive change in staff attitudes. Read more on Employee engagement.

Improve cross-functional working (measured by staff survey)

Cross-functional working showed an improvement as measured by the staff survey. Read more on Employee engagement.

Further refine the Staff Consultative Forum in the light of EU Directive on Employee Information and Consultation

We revised the constitution of the Staff Consultative Forum (SCF) in line with our commitment to modify the SCF in the light of the Directive. Read more on Employee engagement.

Explore the business case for work/life balance policies and issue guidelines for managers if appropriate

We have developed guidelines on work/life balance and will consider communicating them to all managers in 2005/06. Read more on Furthering well-being.

Establish a diversity forum to examine our practice across the business (marketplace and workplace) in all areas of diversity

We established a Diversity Forum which has looked at our current practices and potential areas for improvement, specifically on issues of race, gender and disability. Read more on Furthering well-being.

Prepare for Investors in People re-accreditation

We have achieved this and the next step is to apply for accreditation during 2005/06 and take forward recommendations which arise. Read more on Next steps.

Maintain our high rate of giving - mainly through the Camelot Foundation - and continue to benchmark our performance

In 2004/05, we contributed £2.6 million, equivalent to 5.5% of our pre-tax profits. This compares with an average of 1.0% pre-tax profit contribution from FTSE100 companies. Read more on Local community impact.

Hold consultation with community and voluntary groups to discuss our approach

In April 2005 we consulted community and voluntary groups and corporate leaders to improve our employee volunteering and community investment programme. Read more on Local community impact.

The Camelot Foundation will continue to develop an approach to evaluating the impact of its work.

We now receive further information from the Camelot Foundation on the number of people who have benefiting from grant giving etc. Read more on the Camelot Foundation.

Improve accessibility and convenience for our players by making games available to buy at supermarket checkouts (we will pilot this with one retailer in 2004)

In March 2005, we launched National Lottery Fast Pay with Tesco. Read more on Working together.

Improve accessibility and convenience for our players by expanding the lottery terminal network by 800

We have expanded the lottery terminal network by 800 to 26,200 draw-based retailers. Read more on Working together.

Improve our efficiency in allocating and siting new terminals

We improved our efficiency by reviewing the retailer estate every 12 weeks instead of every 12 months. Read more on Working together.

Replace all existing scratchcard dispensers with new dispensers

Following retailer feedback we replaced all existing scratchcard dispensers with new ones for every retailer who sells both scratchcards and draw-based tickets. Read more on Working together.

Review our Sales Improvement Programme

We have produced draft documentation for discussion with our Retailer Forum and other relevant parties. Read more on Working together.

Maintain up to 1,000 community outlets

As at 31 March 2005 we had 918 community outlets mainly in rural areas. Read more on The retail environment

Maintain a fair balance between independent and multiple retailers in line with retail trends

At 31 March 2005, 61% of terminals were allocated to independent retailers and 39% to multiples. Read more on The retail environment.

Introduce a formal system of minimum qualifying criteria based on social, environmental and business risks for our suppliers with high social and environmental risks

We have introduced minimum qualifying criteria for those suppliers that fall into the high-spend and high-risk categories. Read more on Sustainable supply chain management.

Closely support those suppliers asked to meet minimum qualifying criteria

We worked closely with our suppliers on completing the self-assessment, explaining our approach and providing practical examples. Read more on Sustainable supply chain management.

Increase the effectiveness of account managers' contract reviews

We have provided our account managers with guidelines on how to conduct effective contract reviews. Read more on Our supply chain .

Seek opportunities for more effective working across the value chain

Through further engagement with our suppliers, as illustrated in the case study in the supply chain engagement section, we have achieved this commitment. Read more on Effective partnering.

Reduce electricity consumption by 2%

We have not met our target to reduce electricity consumption Read more on Improving our performance.

Increase paper and plastic recycling by 5%

We exceeded our targets to increase paper and plastic recycling. Read more on Improving performance. Improving our performance.

Develop a formal energy policy and energy management practices

We developed a formal energy policy and energy management practices, ensuring that these are an integral part of our overall environmental management framework. Read more on Managing our impacts.

Continue with the staff engagement initiatives with Global Action Plan

We continued with the initiative and 'The Green Team' carried out several initiatives throughout the year. Read more on Improving performance.

Develop a formal environmental management system relevant to Camelot's needs

We decided to wait for stakeholder feedback to evaluate how important this was. As a result of the feedback, we commit to developing an environmental management system in 2005/06 that is relevant to Camelot's needs. Read more on Managing our impacts.

Undertake further consultation with environmental groups

We held an environmental seminar for representatives of local community organisations, environmental non-governmental organisations, suppliers, other companies seeking best practice, and one of our shareholders. Read more on Managing our impacts.