Performance overview
We want to improve our standards every year. We use key performance indicators to show how we have performed against our targets, and in comparison with previous years. We also work with stakeholders to identify the actions we need to take to improve our corporate responsibility, in line with business priorities. These are called our 'Next Steps'
As part of the reporting process, our key performance indicators and Next Steps are signed off by our Corporate Responsibility Board (CRB) and the Advisory Panel for Corporate Responsibility (APCR).
Key performance indicators
We use the following key indicators to regularly monitor our performance on key corporate responsibility issues. These indicators have been selected through our stakeholder engagement and business priorities, and are reported to our Corporate Responsibility Board. They are also monitored by respective business areas more frequently.
| Indicator | Target | 2009/10 | 2008/09 | 2007/08 | 2006/07 | 2005/06 | 2004/05 |
|---|---|---|---|---|---|---|---|
| Cumulative total raised by lottery players available to the Good Causes (£ billions) | 24 | 23 | 21.5 | 20.0 | 18.5 | 17.1 | |
| Retailers who refused to sell to an Operation Child test purchaser on first visit (%) 17 | 90.0 | 90.2 | 91.8 | 93.0 | 94.6 | 92.7 | 87.5 |
| Total average weekly spend per player (£) 18 | To remain below £3.60 | 3.15 | 3.07 | 3.05 | 2.79 | 2.93 | 2.83 |
| Camelot's ranking in the world on 'Per capita sales against total sales'' 19 | To remain outside of the top 10 worldwide | 64th | 66th | 54th | 47th | 58th | 48th |
| Adults being positive towards The National Lottery (%) | 56 | 52 | 45 | 45 | 43 | 41 | |
| Staff agreeing with the statement 'I am proud to work for Camelot' % 20 | 70 | 72 | 78 | 21 | 81 | 70 | 65 |
| Average sickness days per employee 22 | Benchmark from CBI (6.4) | 8.8 (6.4) | 8.9 (6.7) | 9.5 (6.7) | 9.1 (7.0) | 8.9 (6.8) | 8.3 (7.2) |
| Staff agreeing with the statement – `I receive training which helps me stay on top of my job' (%) | -- 23 | -- 24 | 25 | 56 | 51 | 38 | |
| Overall percentage of pre-tax profit spent on community investment (%) | - | 0.6 | 0.6 26 | 3.4 | 5.9 | 5.4 | 5.5 |
| Employees participating in community activities (%) | 20 | 15.2 | 15.3 | 28.2 | 30.2 | 25.2 | 7.1 |
| Ratio of independent to multiple outlets (%) | - | 58.0: 42.0 | 59.4: 40.6 | 58.5: 41.5 | 59:0: 41.0 | 59.1: 40.9 | 61.1: 38.9 |
| Invoices paid to term (%) | - | 87 | 90 | 94 | 97 | 92 | |
| Suppliers satisfied with overall relationship with Camelot (%) | 80 | 98 | 97 | 97 | 96 | 95 | 97 |
| Retailers satisfied with Camelot's approach to the relationship (%) | 90 | 94 | 28 | 29 | 95 | 93 | 94 |
| Profit after tax (£m) | 31.5 | 44.5 | 36.1 | 34.5 | 34.4 | 33.3 (32.4) 30 | |
| Solid office waste produced (tonnes) | 5% reduction by 2013 on 2009/10 levels | 324 | 411 | 343 | 333 | 268 | |
| % solid office waste recycled | 80 by 2013 | 49 | 48 | 49 | 55 | 22 | |
| Total kg CO2 32 produced per employee 33 | 5% reduction by 2013 on 2009/10 levels | 6,675 | 6,275 | 5,086 | 6,523 | 6,128 | |
| Tonnes paper consumed | Below 4,000 | 4,402 | 4,144 | 3,630, | 3,787 | 4,166 | |
| Kg paper consumed per £1k to Good Causes | - | 2,843 | 3,010 | 2,687 | 3,034 | 3,210 |
- 17 The reporting period covered 14 months as it ran from the introduction of the third licence on 1 February 2009 to the end of the 2009 financial year
- 18 Based on Camelot research that shows that 70% of the population play regularly and using a static population of 47.5 million people aged 16 or over.
- 19 Independent study by Terri La Fleur.
- 20 As the ODP staff survey was not completed during Transformation (08/09 & 09/10) we have replaced the statement 'Camelot is one of the best companies I have worked for' with a relevant KPI from the pulse survey. Please read Our people section for more information.
- 21 This survey was not undertaken in 07/08. Please read Our people section for further details.
- 22 Using average Full Time Equivalent for 2009/10
- 23 This survey was not undertaken in 09/10, please read Our people section for further details.
- 24 This survey was not undertaken in 08/09, please read Our people section for further details.
- 25 This survey was not undertaken in 07/08, please read Our people section for further details.
- 26 This figure went down because of our decision to cease funding to the Camelot Foundation before the end of the second Licence. Ceasing funding for the Camelot Foundation has enabled Camelot to be even more cost-efficient and thus return more money for Good Causes.
- 27 From 2005/06, this figure included employees undertaking volunteering, team challenges, match-funding and donating money through GAYE, where previously it only included both individual and team challenge volunteering hours.
- 28 This survey was not undertaken in 08/09.
- 29 This survey was not undertaken in 07/08.
- 30 Re-stated figures due to the adoption of IFRS – see Annual Report and Financial Statements.
- 31 This includes desktop and other electronic equipment and packaging and other waste from the distribution centre but not product waste
- 32 Scope 1 and 2 plus business travel in scope 3 – see 'the breakdown of our carbon footprint' for further detail
- 33 This is the average Full Time Equivalent of contractors and employees in 2009/10.