Fair play ensures Lottery maintains nation’s trust

Brits might be being bombarded with enticements to gamble as never before, but Julian Price, Camelot’s head of CR, says: “Our business is about raising money for good causes in a responsible way. We want large numbers of people to spend small amounts each.”

So how does Camelot do it? With a CSR approach that combines training, information, research and consultation. All staff undergo training to minimise problem gaming and prevent sales to under-age customers. As well as compulsory sessions for all staff, there are courses for specific groups, such as games designers and those who interact with players. “A lot of it concerns raising awareness and giving talks about what constitutes problem gaming,” says Price. “For example, those designing games are trained to avoid the characteristics that could cause excessive play.”

The lottery retailers – the corner shops and larger stores at the sharp end of the business – are trained primarily on avoiding under-age selling, but also on   spotting problem gamers. Camelot follows up this guidance with Operation Child, in which retailers are expected to seek proof of age where a young person who appears to be under 16 wants to buy lottery tickets. Around 9,000 visits a year, or nearly 30 every day, are made by under-cover young people. Camelot gives more guidance in Jackpot, its magazine sent to all retailers, and anyone operating a lottery terminal is required to have been trained. A retailer that fails to challenge planted ‘under-age’ purchasers three times is disqualified from lottery sales.

Camelot tries to create new safe and appealing games, but excludes the use of cartoon characters as they could attract under-age players. When internal assessments suggest a proposed game may fall below the company’s CSR standards, it is referred to a focus group for independent review. Price says that games are rarely scrapped after a focus group examination, but some are varied. Focus groups are among a number of bodies Camelot consults to ensure safe and fair gaming. The others include GamCare, which provides support to addicted gamblers, and the Responsible Gambling Trust, which tackles gaming problems through education and prevention techniques.

In 2003, Camelot became the first organisation in Britain to achieve GamCare accreditation for its online operation and has been granted this endorsement in every year since. Among senior personnel, CR manager Laura Da Silva has attended support group meetings and shadowed calls at a helpline to improve her understanding of problem gambling.

Then there is Camelot’s own retailer forum, made up of large and small lottery sellers. “We meet to talk about what we could do better,” says Price. Camelot also refuses to partner with organisations that offer loans or other finance that could be used to fund a gambling habit. However, the most detectable problems are in online playing as the alerts are shown on Camelot’s own technology. The warning bells do not necessarily ring when a player appears to be spending quite heavily. That player could be a well-heeled banker or a Premier League soccer star. But Camelot does take notice when an individual’s gaming pattern changes – such as when someone who normally speculates £5 a week ups that to £50.

Camelot, however, considers itself to be at the softer end of gaming. The psychology of gambling addiction is that players are far more likely to become hooked if they feel they have some degree of control over the game. In the National Lottery, skill is not required to pick the numbers and the winners emerge through pure chance. There is no equivalent to a racehorse’s or soccer team’s form to consider.

Nevertheless, gamers with a problem sometimes show up and Camelot feels it has a duty to issue caution notices. These messages are usually conveyed as general emails or pop-ups to give a gentle word of advice to people who may be in trouble. “We tell them there are tools that can be used to moderate their play,” says Price.

However, Camelot does not stop at prevention. In some cases, it offers referral for treatment, though the information provided is not usually personally targeted and appears in general communications like the caution notices. Of course, a phone call for help from a desperate gambler does occasionally come along, in which case the caller is referred to a provider of advice or therapy services.

Of particular concern are the unemployed in the 16 to 24 age group. Julian added: “Though no specific demographic is more susceptible to excessive play, the negative effects are pronounced for excluded groups. With a fifth of young people classified as ‘Neet’ (Not in Employment, Education or Training), employment for 16- to 24-year-olds is a national priority. For this reason, Camelot’s social inclusion strategy aims to increase the training and employment opportunities available for 16-24 year olds with a view to preparing them for work and life. By actively participating in their community and investing in their future, our young people will be better prepared for life and, should they choose to play our games, will have a positive and healthy experience.

Camelot’s response is to put money into education programmes aimed at getting young people into work and to support charities that promote work experience, jobs and apprenticeships. “We are even involved in designing some of the programmes and we’ll be doing more of that,” says Price.

The jobs effort is reinforced by Camelot’s work release scheme, under which employees are given six days a year to devote to good causes and benefit the community. Staff are encouraged to use this time working with the projects for getting young people into employment.

The CSR policies embraced by Camelot now appear to have paid off in another way –  international recognition. The company gained a reputational honour when it was presented in September with the best responsible gaming programme award by the World Lottery Association, the body that advances the interests of state-authorised lotteries run on ethical lines.