Camelot Social Report 2005: GRI Index

Economic Indicators
Environmental Indicators
Social Indicators

This table shows which elements of the Global Reporting Initiative guidelines are covered in our report or elsewhere on the Camelot website. We have chosen to report on the GRI core indicators only.

GRI Index
No	GRI Indicator	Covered?	Link
1.	Vision and Strategy
1.1	Statement of the organisation's vision and strategy regarding its contribution to sustainable development.		About Camelot- CEO's review
1.2	Statement from the CEO describing key elements of the report.		CEO's review
2.	Profile
	*Organisational Profile*
2.1	Name of reporting organisation.		Using this report
2.2	Major products and/or services, including brand if appropriate.		About Camelot - Camelot in brief
2.3	Operational structure of the organisation.		About Camelot - Camelot in brief- About Camelot - Camelot and The National Lottery
2.4	Description of major divisions, operating companies, subsidiaries, and joint ventures.		About Camelot - Camelot in brief- Quicklinks - Using the report- Our priorities - Playing and winning
2.5	Countries in which the organisation's operations are located.		About Camelot - Camelot in brief
2.6	Nature of ownership; legal form.		About Camelot - Camelot in brief- About Camelot - Camelot and The National Lottery
2.7	Nature of markets served.		About Camelot - Camelot in brief- Our priorities - Partnership in retail
2.8	Scale of the reporting organisation Number of employee Products produced/services offered Net Sales Total capitalisation broken down in terms of debt and equity		About Camelot - Annual Report
2.9	List of stakeholders, key attributes of each, and relationship to the reporting organisation.		Managing responsibly - Governance - Engaging with shareholders
	*Report Scope*
2.10	Contact person (s) for the report, including e-mail and web addresses.		Feedback
2.11	Reporting period (e.g., fiscal/calendar year) for information provided.		Using this report
2.12	Date of most recent previous report (if any).		Downloads
2.13	Boundaries of report (countries/regions, products/services, divisions/facilities/joint ventures/subsidiaries) and any specific limitations on the scope.		Using this report
2.14	Significant changes in size, structure, ownership, or products/services that have occurred since the previous report.	n/a	No significant change since last report.
2.15	Basis for reporting on joint ventures, partially owned subsidiaries, leased facilities, outsourced operations, and other situations that can significantly affect comparability from period to period and/or between reporting organisations.	n/a	No significant change since last report.
2.16	Explanation of the nature and effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g., mergers/acquisitions, change of base years/periods, nature of business, measurement methods).		Any changes are detailed against specific indicators in the Social Report 2004. Social Report 2004 - Home page
	*Report Profile*
2.17	Decisions not to apply GRI principles or protocols in the preparation of the report.		The report provides a GRI Index (this table) that indicates which Camelot indicators are also GRI indicators. The issues covered are those considered most important by our stakeholder and that are material to our business.
2.18	Criteria/definitions used in any accounting for economic, environmental, and social costs and benefits.	n/a
2.19	Significant changes from previous years in the measurement methods applied to key economic, environment, and social information.		Any changes are detailed against specific indicators in the Social Report 2004. Performance overview - Tracking progress
2.20	Policies and internal practices to enhance and provide assurance about the accuracy, completeness, and reliability that can be placed on the sustainability report.		Using the report- Managing responsibly - Principles and processes - Assurance- Managing responsibly - Improving our management - Managing responsibly - Assurance - Consulting and responding
2.21	Policy and current practice with regard to providing independent assurance for the full report.		Using this report- Managing responsibly - Improving our management- Managing responsibly - Assurance
2.22	Means by which report users can obtain additional information and reports about economic, environmental, and social aspects of the organisation's activities, including facility-specific information (if available).		Downloads- Feedback - Managing responsibly - Principles and processes - Policies -
3.	Governance Section and Management Systems
	*Structure and Governance*
3.1	Governance structure of the organisation, including major committees under the board of directors that are responsible for setting strategy and for over-sight of the organisation.		Managing responsibly - Governance - The Board
3.2	Percentage of the board of directors that are independent, non-executive directors.		Managing responsibly - Governance - The Board
3.3	Process for determining the expertise board members need to guide the strategic direction of the organisation, including issues related to environmental and social risks and opportunities.		Managing responsibly - Governance - The Board
3.4	Board-level processes for overseeing the organisation's identification and management of economic, environmental, and social risks and opportunities.		Managing responsibly - Improving our management- Managing responsibly - Governance - Risk management - Managing Responsibly - Governance - The Board-
3.5	Linkage between executive compensation and achievement of the organisation's financial and non-financial goals.		Annual Report
3.6	Organisation structure and key individuals responsible for oversight, implementation, and audit of economic, environmental, social and related policies.		Managing responsibly - Governance - The Board--- Managing responsibly - Improving our management - Strengthening management structure
3.7	Mission and values statements, internally developed codes of conduct or principles, and policies relevant to economic, environmental, and social performance and the status of implementation.		About Camelot - Living our values- Managing responsibly - Principles and processesa See Managing responsibly - Governance - Risk management
3.8	Mechanisms for stakeholders to provide recommendations or direction to the board of directors.		Managing responsibly - Principles and processes
	*Stakeholder engagement*
3.9	Basis for identification and selection of major stakeholders.		Managing responsibly - Improving our management - Stakeholder review Setting Our priorities - Stakeholders and priorities Socio-economic impact model
3.10	Approaches to stakeholder consultation reported in terms of frequency of consultation by type and by stakeholder group.		Consulting and responding -Stakeholder engagement
3.11	Type of information generated by stakeholder consultations.		Consulting and responding - Stakeholder engagement
3.12	Use of information resulting from stakeholder engagements.		Consulting and responding - Outcome and actions
	*Overarching Policies and Management Systems*
3.13	Explanation of whether and how the precautionary approach or principle is addressed by the organisation.		Our priorities - Responsible gaming
3.14	Externally developed, voluntary economic, environmental, and social charters, sets of principles, or other initiatives to which the organisation sub-scribes or which it endorses.		Our priorities - Responsible gaming National Lottery Website
3.15	Principal memberships in industry and business associations, and/or national/international advocacy organisations.		Our priorities - Responsible gaming
3.16	Policies and/or systems for managing upstream and downstream impacts, including supply chain management as it pertains to outsourcing and supplier environmental and social performance product and service stewardship initiatives.		Our priorities - Supply chain engagement Our priorities - Responsible gaming
3.17	Reporting organisation's approach to managing indirect economic, environmental, and social impacts resulting from its activities.		Our priorities - Responsible gaming Our priorities - Environmental impact Managing responsibly
3.18	Major decision during the reporting period regarding the location of, or changes in, operations.	n/a
3.19	Programmes and procedures pertaining to economic, environmental and social performance. Include discussion of : priority and target setting; major programmes to improve performance; internal communications and training; performance monitoring; internal and external auditing; and senior management review.		Managing responsibly Performance overview Our priorities - Environmental impact
3.20	Status of certification pertaining to economic, environmental, and social management systems.		Our priorities - Responsible gaming National Lottery Website
4.	GRI context index
4.1	A table indicating location of each element of the GRI report content by section and indicator.		GRI Index

Economic indicators
No	GRI Indicator	Covered?	Link
	*Core - Customer*
EC1	Net sales.		Our priorities - Maximising returns
EC2	Geographic breakdown of market.		About Camelot - Camelot in brief
	*Core - Suppliers*
EC3	Cost of all goods, materials, and services purchased.		Setting our priorities - Socio-economic impact model
EC4	Percentage of contracts that were paid in accordance with agreed terms, excluding agreed penalty arrangements.		Performance overview - Tracking progress Our priorities - Supply chain engagement
	*Core - Employees*
EC5	Total payroll and benefits (including wages, pension, other benefits, and redundancy payments) broken down by country or region.		Setting our priorities - Socio-economic impact model Annual Report
	*Core - Providers of Capital*
EC6	Distributions to providers of capital broken down by interest on debt and borrowings, and dividends on all classes of shares, with any arrears of preferred dividends to be disclosed.		Annual Report
EC7	Increase / decrease in retained earnings at end of period.		Our priorities - Maximising returns Annual Report
	*Core - Public Sector*
EC8	Total sum of taxes of all types paid broken down by country.		Setting our priorities - Socio-economic impact model Annual Report
EC9	Subsidies received broken down by country or region.	n/a
EC10	Donations to community, civil society, and other groups broken down in terms of cash and in-kind donations per type of group.		Our priorities - Investing in communities

Environmentle indicators
No	GRI Indicator	Covered?	Link
	*Core - Material*
EN1	Total materials use other than water, by type.		Our priorities - Environmental impact Performance overview - Tracking progress
EN2	Percentage of materials used that are wastes (processed or unprocessed) from sources external to the reporting organisation.		Performance overview - Tracking progress [Proportion of paper from recycled post-consumer waste]
	*Core - Energy*
EN3	Direct energy use segmented by primary source. Report on all energy sources used by the reporting organisation for its own operations as well as for the productions and delivery of the energy products to other organisations.		Our priorities - Environmental impact Performance overview - Tracking progress
EN4	Indirect energy use Report on all energy used to produce and deliver energy products purchased by the reporting organisation.		Our priorities - Environmental impact Performance overview - Tracking progress [Sustainable transport info]
	*Core - Water*
EN5	Total water use.		Our priorities - Environmental impact Performance overview - Tracking progress
	*Core - Biodiversity*
EN6	Location and size of land owned, leased, or managed in biodiversity-rich habitats.	n/a	Our operations are mainly office-based in urban centres, with sales teams out on the road servicing our retailers.
EN7	Description of the major impacts on biodiversity associated with activities and / or products and services in terrestrial, fresh-water, and marine environments.	n/a	Our main product impacts come from the use of paper and transport.
	*Core - Emissions, Effluents, and Waste*
EN8	Greenhouse gas emissions.		Our priorities - Environmental impact Performance overview - Tracking progress [CO2 only]
EN9	Use and emissions of ozone-depleting substances.		No significant emissions to report.
EN10	NOx, SOx, and other significant air emissions by type.		No significant emissions to report.
EN11	Total Amount of waste by type and destination.		Our priorities - Environmental impact Performance overview - Tracking progress
EN12	Significant discharge to water by type.		Our priorities - Environmental impact
EN13	Significant spills of chemicals, oils, and fuels in terms of total number and total volume.	n/a	Not Applicable as we have no operations which would involve spills
	*Core - Product and Services*
EN14	Significant environmental impacts of principal products and services.		Our priorities - Environmental impact
EN15	Percentage of the weight of products sold that is reclaimable at the end of the products' useful life and percentage that is actually reclaimed.		Our priorities - Environmental impact Performance overview - Tracking progress
	*Core - Compliance*
EN16	Incidents of and fines for non-compliance with all applicable international declarations / Conventions / treaties, and national, sub-national, regional, and local regulations associated with environmental issues.		Our priorities - Environmental impact

Social indicators
GRI Ref No	GRI Indicator	Covered?	Link
*LABOUR*	*Core - Employment*
LA1	Breakdown of workforce, where possible, by region/country, status (employee/non-employee), Employee type (full time / part-time), and by employment contract (indefinite or permanent/fixed term or temporary). Also identify workforce retained in conjunction with other employers (temporary agency workers or workers in co-employment relationships), segmented by region/country.		Performance overview - Tracking progress
LA2	Net employment creations and average turnover segmented by region/country.		Performance overview - Tracking progress
	*Core - Labour / Management Relations*
LA3	Percentage of employee represented by independent trade union organisations or other bona fide employee representatives broken down geographically OR percentage of employees covered by collective bargaining agreements broken down by region/country.		Staff Consultation Forum represents 100% of employees Managing responsibly - Principles and processes Our priorities - Valuing our people
LA4	Policy and procedures involving information, consultation, and negotiation with employees over changes in the reporting organisation's operations (e.g. restructuring).		Managing responsibly - Principles and processes
	*Core - Health and Safety*
LA5	Practices on recording and notification of occupational accidents and diseases, and how they relate to the ILO Code of Practice on Recording and Notification of Occupational Accidents and Diseases.		Information held but not reported externally.
LA6	Description of formal joint health and safety committees comprising management and worker representatives and proportion of workforce covered by any such committees.		Health and Safety is a standing Forum Agenda item at the Staff Consultative Forum meetings.
LA7	Standard injury, lost day, and absentee rates and number of work-related fatalities (including subcontracted workers).		Our priorities - Valuing our people Performance overview - Tracking progress Zero work-related fatalities
LA8	Description of policies or programmes (for the workplace and beyond) on HIV/AIDS.		Our priorities - Valuing our people
	*Core - Training and Education*
LA9	Average hours of training per year per employee by category of employee.		Performance overview - Tracking progress
	*Core Diversity and Opportunity*
LA10	Description of equal opportunities policies or programmes, as well as monitoring systems to ensure compliance and results of monitoring.		Our priorities - Valuing our people
LA11	Composition of senior management and corporate governance bodies (including the board of directors), including female/male ratio and other indicators of diversity as culturally appropriate.		Our priorities - Valuing our people Performance overview - Tracking progress
HUMAN RIGHTS	Core - Strategy and Management
HR1	Description of policies, guidelines, corporate structure, and procedures to deal with all aspects of human rights relevant to operations, including monitoring mechanisms and results.		As we operate solely in the UK , our commitment to human rights is mainly demonstrated to how we value and empower our staff and that our products don't affect the rights of others. Link to valuing our people and responsible gaming
HR2	Evidence of consideration of human rights impacts as part of investment and procurements decisions, including selection of suppliers/contractors.		Our priorities - Supply chain engagement
HR3	Description of policies and procedures to evaluate and address human rights performance within the supply chain and contractors, including monitoring systems and results of monitoring		Our priorities - Supply chain engagement
	*Core - Non-discrimination*
HR4	Description of global policy and procedures/programmes preventing all forms of discrimination in operations, including monitoring systems and results of monitoring		Our priorities - Valuing our people Code of conduct
	*Core - Freedom of Association and Collective Bargaining*
HR5	Description of freedom of association policy and extent to which this policy is universally applied independent of local laws, as well as description of procedures / programmes to address this issue.		The Staff Consultative Forum aims to represent staff views to management on a range of employe-related issue. Our priorities - Valuing our people
	*Core - Child Labour*
HR6	Description of policy excluding child labour as defined by the ILO Convention 138 and extent to which this policy is visibly stated and applied, as well as description of procedures/programmes to address this issue, including monitoring systems and results of monitoring.	n/a	We don't employ any one under 16 in line with national law and also do not allow our products to be sold by anyone under 16. Our priorities - Responsible gaming
	*Core - Forced and Compulsory Labour*
HR7	Description of policy to prevent forced and compulsory labour and extent to which this policy is visibly stated and applied, as well as description of procedures/programmes to address this issue, including monitoring systems and results of monitoring.	n/a	Operate within context of UK law.
*SOCIETY*	*Core - Community*
SO1	Description of policies to manage impacts on communities in areas affected by activities, as well as description of procedures / programme to address this issue, including monitoring systems and results of monitoring.		Our priorities - Investing in communities Community Involvement Policy
	*Core - Bribery and Corruption*
SO2	Description of the policy, procedures / management systems, and compliance mechanisms for organisations and employees addressing bribery and corruption.		Managing responsibly - Governance - Risk management Code of conduct
	*Core - Political Contributions*
SO3	Description of policy, procedures / management systems, and compliance mechanisms for managing political lobbying and contributions.		Managing responsibly - Governance - Regulation and compliance
*Product Responsibility*	*Core - Customer Health and Safety*
PR1	Description of policy for preserving customer health and safety during use of products and services, and extent to which this policy is visibly stated and applied, as well as description of procedures / programmes to address this issue, including monitoring systems and results of monitoring.		Our priorities - Responsible gaming - National Lottery Website
	*Core - Product and Services*
PR2	Description of policy, procedures / management systems, and compliance mechanisms related to product information and labelling.		Our priorities - Responsible gaming National Lottery Website
	*Core - Respect for Privacy*
PR3	Description of policy, procedures / management systems, and compliance mechanisms for consumer privacy.		National Lottery Website