Tracking progress

Indicators highlighted in bold are part of a core set of measures

Shareholders
Indicator Target 2001/02 2002/03 2003/04 2004/05
Return on Capital Employed (ROCE) % We aim to distribute retained reserves as dividends to shareholders as early as possible 46.4% 40.7% 45.4% 47%
Dividend   98.8m * 29.2m 31.4m 32.4m
* On 30 March 2001 the National Lottery Commission consented to relaxation of the Section 5 Licence condition enabling the distribution of £51.5m of profits accumulated over the first Section 5 Licence period, payable by way of dividends, and included within the second interim dividend payment for that year.
Supply true and fair accounts twice yearly in accordance with high standards of corporate governance. Twice yearly accounts. Financial statements produced within four months of end of financial year. Achieved The Board,
which includes representative from all our shareholders, approved the financial
statement in May 2003, for publication Oct 2003. 		The Board, which includes representatives from all our shareholders, approved the financial statement in May 2004, for publication Sept 2004.

We no longer publish a formal half year/interim statement report, but figures are publicly announced and are in the public domain. 		The Board, which includes representatives from all our shareholders, approved the financial statements in May 2005 for publication in Sept/Oct 2005.
Ensure proper compliance with accounting standards and relevant recommendations in Corporate Governance codes of practice. Auditors to issue unqualified audit report and to be satisfied with company's compliance with Corporate Governance. Achieved.
Combined Code and Turnbull provisions complied with, or relevant disclosure of non-compliance made in company accounts. 		We continue to comply with best practice recommendations in force at the time of publication of our financial reports e.g. our year end accounts to 31/03/03 include a full remuneration report in accordance with the Directors' Remuneration Report Regulations 2002. We are undertaking a thorough review of the Higgs and Smith Reports to assess whether we will comply or explain in our financial statements for the year ending 31/03/04. A thorough review of the new Combined Code (published July 2003) was undertaken by the Company Secretary and a full report made to the Board. As a result of Board discussions, the Corporate Governance compliance statement in the Annual Report for the year ended 31 March 2004 has been drafted on the basis that the new Code applies, even though it does not formally apply to the Company until the year ended 31 March 05.

For a description of our areas of compliance, please see Annual Report. 		We continue to report in line with best practice, even though, as a non listed Company, we are not obliged to do so. The Annual Report for the year ended 31 March 2005 has been drafted in compliance with the Combined Code.
Appoint and maintain an Audit Committee of non-executive directors. Maintaining a quorum of non-executive Directors on the committee. Achieved throughout period. Achieved throughout the period. The chairmanship of this committee has transferred from Sir James Butler, who retired in Nov 2002, to Gerry Acher. Achieved throughout period. Achieved throughout period.
Appoint and maintain a Remuneration Committee of non-executive directors. Maintaining a quorum of non-executive Directors on the committee. Achieved throughout period. Achieved throughout period. Achieved throughout period. Achieved throughout period.
Ensure proper and timely reporting to the board of directors of all issues required to be presented to or approved by the board and or shareholders. All issues for approval to be presented accurately and in a timely fashion. All issues presented for approval only after adequate time given to Board and Shareholders Achieved throughout period. A new procedure has been agreed by the Board of directors at its 25/11/02 meeting to ensure that formal board papers are submitted to Board members at least 4 working days prior to any board meeting. Achieved throughout period. Achieved throughout period.

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Government
Indicator Target 2001/02 2002/03 2003/04 2004/05
Money raised for Good Causes (£ millions) * £10.5 billion to be raised by the end of second licence £1,341.6 £1,257.7 £1,216.2 £1,249.1
* These figures do not include any unclaimed prizes. If a prize is not claimed within 180 days then the amount goes to National Lottery Distribution Bodies (NLDB) for distribution to Good Causes.
Cumulative total raised by lottery players available to Good Causes (£ billions)   11.3 14.2 15.6 17.1
NEW INDICATOR FOR 2004/05 - Percentage of MPs agreeing with the statement 'I trust Camelot to run The National Lottery'     44% 51% 67%

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Players and winners
Indicator Target 2001/02 2002/03 2003/04 2004/05
'Money going to Good Causes makes me feel better' (% of adults agreeing)   not measured previously 59% * 57% 54%
* Figure is based on only 10 months of the year and is therefore not directly comparable.
'Always hearing about Good Causes' (% of adults agreeing)   not measured previously 47% * 43% 43%
* Figure is based on only 10 months of the year and is therefore not directly comparable.
The National Lottery changes Britain for the better (% of adults agreeing)   not measured previously 42% * 40% 42%
* Figure is based on only 10 months of the year and is therefore not directly comparable.
'I feel my local area benefits from the monies raised by The National Lottery' (% of adults agreeing)   not measured previously 31% * 27% 28%
* Figure is based on only 10 months of the year and is therefore not directly comparable.
'The National Lottery is trustworthy' (% player / adults)     not measured previously 49% 53%
Percentage of adults being positive towards The National Lottery     not measured previously 40% 41%
NEW FOR 2004/05 - Percentage of players 'satisfied with the way Camelot runs The National Lottery'       not measured previously 76%
Total complaints via the National Lottery Line * No target 20,125 23,460 18,235 7,932
* Breakdown of complaints:          
Number of written complaints   3,607 2,873 1,626 1,929
Number of email complaints   n/a 2,309 367 108
Number of telephone complaints   16,518 18,278 16,242 5,895
% of UK adults playing The National Lottery *   75% 74% 71% 68%
* New indicator to be reported

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Public interest groups
Indicator Target 2001/02 2002/03 2003/04 2004/05
Number of Operation Child visits per annum 10,000 ** 4,313 * 12,236 9,815 10,223
* end of licence 26th January 2002
** National Lottery Commission (NLC) set target for each year commencing 23 January, however the indicator is reported on a fiscal year basis. We have met the target set by the NLC each year.
Percentage of retailers who refused to sell to an operation child test purchaser on first visit (%) 85% 86.3% 91.5% 85.5% 89.4%
NEW INDICATOR FOR 2004/05 - Retailer score on 'How helpful is Camelot to your store in preventing underage purchases of National Lottery products'       not previously measured 64%
Camelot's spend on prevention strategies. (£) To maintain Camelot's lead in investment in problem prevention £526,984 £2,071,834 * £2,373,738 * £1,494,411
* This includes a substantial one-off investment in setting up the interactive system, which aims to prevent underage and excessive play.
Camelot's % of the gaming market

 Gaming machines
 Bookmaking
 National Lottery
 Casinos
 Licensed Bingo
 Football pools
 Other lotteries		   Jun 2001


31%
30%
21%  
13% 
4%
1%  
<1% 		Aug 2002


36%
30%
16%
12% 
5%
<1%  
<1% 		Aug 2003


28%
45.3%
11.8%  
9.8%
4.3%
<1% (0.3)
<1% (0.3)  

Aug 2004


20%
60%
9%  
8%
3%
<1% (0.2)
<1% (0.2)  

Total average weekly spend per capita (£) £2.34 * 1.98 ** 1.87 ** £1.86 £1.90
* This is a cap - a maximum
** Figures revised in line with new methodology
Total average weekly spend per player (£) £3.60 * 2.64 ** 2.56 ** £2.66 £2.83
* This is a cap - a maximum
** Figures revised in line with new methodology
Average weekly spend per capita on Lotto game (£)   £1.57 * 1.38 * £1.30 £1.28
* Figures revised in line with new methodology
Average weekly spend per player on Lotto game (£)   £2.10 * £1.98 * £1.97 £2.03
* Figures revised in line with new methodology
Average weekly spend per capita on National Lottery scratchcard (£)   £0.24 * £0.24 £0.26 £0.29
* Figures revised in line with new methodology
Average weekly spend per player on National Lottery scratchcards (£)   £0.84 * £1.03 * £1.30 £1.45
* Figures revised in line with new methodology
Camelot's ranking in the world on 'Per capita sales against total sales' To remain outside of the top ten world-wide 40th 47th   47th   48th
Percentage of first time callers to GamCare who disclosed activity and attributed problems to Lottery games     not previously measured 2% 3%

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Employees
Indicator Target 2001/02 2002/03 2003/04 2004/05
Demographic breakdown by Gender and Level held in company   Senior Grades
Female - 31.1%
Male - 68.9%

Junior Grades
Female - 55.9%
Male - 44.1% 		Increase of 3.2% females in Senior Grades  

Senior Grades
Female - 34.3%
Male - 65.7%

Junior Grades
Female - 53.6%
Male - 46.4%

Increase of 4.6% females in senior grades

Senior Grades
Female - 38.9%
Male - 61.1%

Junior Grades
Female - 51.3%
Male - 48.5%   

Decrease of 0.5% in females in senior grades

Senior Grades
Female - 38.4%
Male - 61.6%

Junior Grades
Female - 51.1% Male - 48.9%

Demographic breakdown by Ethnic Origin and Level held in company (1) Camelot employees from ethnic minorities to equal or exceed the UK National average of 7.9%.   9.8% 9.9% 11.2%
    2.8% 2.9% Increase of 0.3% to 3.7% * Increase of 1.6% to 4.8%
* This compares to an average of 4% of the companies participating in Race For Opportunity 2003 benchmarking study.
NEW INDICATOR FOR 2004/05 - Staff agreement score to 'Camelot treats employees equally and inclusively with respect to gender, age, disability, ethnicity, etc' (%)         74%
Average full time equivalent employees   986 * 934 ** 902 ** 913 **
* snapshot figure as at 31/03/02
** Full time equivalent
Net Employment creation       32 - 11+
Attrition Rate (%) Less than 15% per annum 19.4% 23.2% * 13.5% 16.8%
* this reflects redundancies during this year
Staff agreement score for 'Camelot is one of the best companies I have worked for' (%) >75% satisfaction 79% 78% 73% 74%
Staff agreement score to 'I believe that the Staff Consultative Forum is an effective way of ensuring employees' views are considered' (%) 55% each year 56%* 60% 58% 53%
* Question asked slightly differetnly, i.e. 'My Staff Consultative Forum representative communicates and consults effectively'.
Number of training day per employee per year 3 days per employee per year 8 7 3 5
Average % of working days lost per year due to sickness   Reduce company wide sickness by 25%   4.7% *    (Benchmark from CIPD - 3.7% for private sector) 4.0% (Benchmark from CIPD - 3.7% for private sector) 4.86% ** (Benchmark from CIPD - 3.8% for private sector)
* We have revised our methodology to calculate average % of working days lost per year due to sickness in order to follow the same methodology as the CIPD benchmark. &nbsp; We have recalculated the 2002/03 figure with this new methodology to allow comparison with this year.
** During this year we have improved our data collection processes which has led to an increase in reported sickness days
Total number of working days lost due to accidents and ill health.     11,155 9,226 11,538
Broken down by Sickness     7,566 7,618 8,923
Broken down by Accidents     36 16 51
Broken down by Stress     3,086 1,051 548
Breakdown by depression       not previously measured 372
Broken down by Muscular Skeleton Disorder     457 531 1,569
Broken down by Parental Leave     10 10 75

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Local community
Indicator Target 2001/02 2002/03 2003/04 2004/05
Overall % of pre-tax profit spent on Community Investment Sustain leading position in % club 6.6% 7.4% 6.0% 5.5%
Percentage of employees participating in community activities NEW FOR 2005/06 - 20% of staff involved in community iniatives by 2007   4% 9.6% 7.1%
Amount raised by employees (£)   £435,143 - raised £315,268 - match-funded £750,410 - total £193,254 - raised £161,818 - match-funded £355,076 - total £193,691 - raised £144,338 - match-funded £338,029 - total £279,368 - raised £166,311 - match-funded £445,679 - total
Amount raised per employee (£)   £761 £368 £347 £446
Number of community outlets Maximum 1000 534 821 918 918

The London Benchmarking Group model benchmarks different types of contribution to the community
Total £ - Charity £2,050,742 £2,072,006 £2,067,679 £2,223,954
Total £ - Community Investment £1,072,798 £697,127 £139,767 £73,743
Total £ - Commercial Initiative £486,572 £279,329 £464,530 £257,880
Total £ - Management Costs £183,686 £94,525 £31,834 £6,002
Total £ - Business Basics * £724,819,550 £740,300,000 £759,500,000 £769,940,000
Total £ - Amount to NLDF ** £1,341,563,970 £1,257,700,000 £1,216,200,000 £1,249,100,000
* The core business activities in meeting society's needs for cost-effective goods and services in all manner which is ethically, socially and environmentally responsible.
** National Lottery Distribution Fund. Raising monies for the Good Causes is our core business activity

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Retailers
Indicator Target 2001/02 2002/03 2003/04 2004/05
NEW INDICATOR FOR 2004/05 - Percentage of retailers satisfied with Camelot's approach to the relationship         94%
NEW INDICATOR FOR 2004/05 - Percentage of retailers satisfied with Camelot's approach to the relationship   compared with a year ago         38% better & 6% worst
Number of retailer complaints No more than 300 per year 300 208 51 7
Written complaints   43 33 16 4
Verbal complaints   257 175 35 3
Overall network availability to sell tickets (%) 99.5%
(NLC set target) 		99.9% 99.9% 99.9% 100.0%
Overall network availability to validate tickets (%) 99.0%
(NLC set target) 		99.8% 99.9% 99.9% 99.9%
NEW INDICATOR FOR 2004/05 - Percentage of retailers that feel the service a store receives from the Camelot representative is of value         59%
Ratio of independent to multiple retail outlets Any variation below 60:40 (Independent: Multiple) to be in line with national retail trend 66.4% - Independent 33.6% - Multiple 66.0% - Independent 34.0% - Multiple 63.9% - Independent    36.1% - Multiple 61.1% - Independents 38.9% - Multiple
Hotline calls answered within 20 seconds (percentage) 80% 76.1% 85.7% 76.9% 74.8%

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Suppliers
Indicator Target 2001/02 2002/03 2003/04 2004/05
Average lapsed days beyond due date (days)     18 10 8
Percentage of suppliers where Camelot's business with them is more than 20% of their annual turnover (%) not more than 10% 3% 7% 7% 7%
Percentage of suppliers satisfied with overall relationship with Camelot (%) 80% 78% 94% 94% 97%

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Environment
Indicator Target 2001/02 2002/03 2003/04 2004/05

Energy Use

Total energy used at Camelot main sites (kWh) *   11,213,379 kWh 9,702,161 kWh 9,675,219 kWh 9,749,261 kWh
* Energy includes electricity and gas use
Energy used at Camelot main sites per employee (kWh) *   14,892 kWh 12,503 kWh 10,762 kWh 10,845 kWh
* Energy includes electricity and gas use
Electricity used at main Camelot sites (kWh/m2) *   Benchmark : 234 - 358 kWh/m2 * 413 kWh/m2 417 kWh/m2 439 kWh/m2 457 kWh/m2
* Data published by the BRE on behalf of the DETR in the EEBPp publication - Introduction to Energy efficiency in Offices (EEB006) and Energy Use in Offices (ECG019)
Gas used at main Camelot sites (kWh/m2) * Benchmark : 114 - 210 kWh/m2 * 262 kWh/m2 187 kWh/m2 162 kWh/m2 149 kWh/m2
* Data published by the BRE on behalf of the DETR in the EEBPp publication - Introduction to Energy efficiency in Offices (EEB006) and Energy Use in Offices (ECG019)
Carbon Dioxide produced from energy use (kgCO2) *   3,777,522 kgCO2 3,317,989
kgCO2 		3,534,443
kgCO2 		3,618,074 kgCO2
* Energy includes electricity and gas use
Carbon Dioxide produced from energy use - per employee (kgCO2) *   5,017 kgCO2 4,276
kgCO2 		3,932
kgCO2 		4,025
kgCO2
* Energy includes electricity and gas use
Breakdown of energy sources to generate electricity   100% grid electricity generated from non-renewable resources 100% grid electricity generated from non-renewable resources 100% grid electricity generated from non-renewable resources 100% grid electricity generated from non-renewable resources

Resource use and waste      

Water used (m3)   5,548 m3 11,444 m3 9,822 m3 7,845 m3
Water used per employee (m3) Benchmark: 11 m3 per capita for companies seeking to make initial improvements; source DEFRA Environmental Reporting Guidelines 7.4 m3 14.8 m3 10.9 m3 8.7 m3
Waste sent to landfill(kg) 2005/06 Target - Reduce waste to landfill by 5% not previously measured 122,322 kg 61,700 kg 149,671 kg
Waste sent to landfill per employee (kg)   not previously measured 157.6 kg 84.8 kg 186.4 kg
Paper consumption   (kg) 2005/06 Target - Reduce paper consumption by 5% at Watford
2005/06 Target - Report on the amount of paper used in scratchcards next year 		  not previously measured 6,3113 kg 2,508,703 kg *
* In 2004/05, the recorded usage increased but we believe this was due to improved data collection through collecting data on play slips, tickets and promotional material.
Proportion of office paper recycled (%)     not previously measured 24% 1%
Paper recycled at main Camelot sites (kg) 2005/06 Target - Increase paper recycling by 10% at Watford     14,917 kg 30,840 kg
Plastic recycled at main Camelot sites (kg) 2005/06 Target - Increase plastic recycling by 5% at Watford   not previously measured 260 kg 1,788 kg

Transport 

Mode of transport for travel to work by employees (% for each mode) NB not including FSEs Response rates           20%* 51% 48% 58%
*Does not include Sales Team
Car   93% 90%  86% 88%
Public Transport   5% 5% 8% 8%
Walking   1% 1%  3% 2%
Cycling   1% 1%  2% 1%
Motorbike   - - 1% 1%
Total mileage on business and subsidised travel (miles)   not previously measured 9,074,551 miles 8,965,840 miles 8,904,942 miles
Business and subsidised travel (mileage)   not previously measured      
Air     2,098,822 miles 1,923,809 miles 1,395,159 miles
Car * 2005/06 Target -   Reduce fuel consumption by 2% 2005/06 Target - Transfer to diesel cars for all essential business car users over the next 3 years starting from May 2005.   6,816,715 miles   6,817,134 miles 7,354,586 miles
* Mileage includes some personal use by around 400 staff
Taxi     *    
* unable to collect data on this
Rail     159,014 miles 224,897 miles 155,197 miles
Carbon dioxide produced from business and subsidised travel (kgCO2) 2005/06 Target -   Reduce fuel consumption by 2% 2005/06 Target - Transfer to diesel cars for all essential business car users over the next 3 years starting from May 2005. not previously measured 2,329,854 kgCO2 2,470,799 kgCO2 2,527,592 kgCO2
Carbon dioxide produced from business and subsidised travel per employee (kgCO2)   not previously measured 2,414 kgCO2  2,534 kgCO2  2,619 kgCO2

Overall

Total CO2 produced (excl. distribution)   not previously measured 5,647,843 kgCO2  6,005,241 kgCO2  6,145,666 kgCO2
Total CO2 produced (excl. distribution) per employee   not previously measured 5,852 kgCO2  5,435 kgCO2  6,146 kgCO2
Total CO2 produced (incl. distribution) 2005/06 Target - Reduce Co2 emissions by 2% not previously measured not previously measured 6,117,741 kgCO2 6,248,002 kgCO2

Suppliers, Contractors and Customers

Suppliers with an environmental policy   42% 46% 44% 55%
Suppliers operating an environmental management system   3% 3%  3% 13%

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