About Camelot

As the operator of The National Lottery, they are a company like no other a commercial organisation that raises billions of pounds every year for the public good.

Since 1994, they have made a winning business of running one of the world’s most successful lotteries with an impressive track record in innovation and long-term responsible growth.
And, with three years of successive growth culminating in record sales in 2019/20, The National Lottery, under Camelot's stewardship, is in its best-ever shape.

“The past 12 months have been extraordinary in every way and I’m extremely proud of how our teams have come together. They’ve adapted to the constantly changing environment, delivering brilliant results and, in turn, playing a part in raising vital National Lottery funding - which has gone to supporting UK charities and organisations throughout the COVID-19 crisis. Sincere thanks to every single one of our employees, you really are world class!” - Nigel Railton, CEO

What is it like to work for Camelot

Leadership

92% of staff agreed:

This organisation is run on strong values / principles

Communication, listening and responding to the needs of their people have been key principles for the Executive and Leadership Team at Camelot.

They arranged fortnightly video updates directly from the CEO to everyone. They used this as a way for him to show his appreciation, keeping people updated with business activity, relaying important messages and keeping everyone connected.

They also cascaded regular videos from their Chairman to show appreciation and to highlight the difference the work of their employees made to the UK COVID-19 response. The Chairman was also personally calling anyone who has tested positive for COVID-19.

92% of staff agreed:

This organisation is run on strong values / principles

Wellbeing

80% of staff agreed:

I am happy with the balance between my work and home life

They launched [email protected], giving all their employees access to download a free app focusing on virtual, physical, and mental wellbeing. This included virtual appointments with GPs, counsellors and physiotherapy.

To support the wellbeing of their working parents and their children, they made an additional 15 days paid leave available. They also funded and organised a series of children's classes during the times when schools have been closed to run at 3.30 and 4.30pm most afternoons. The objective is to give children something different to do and give some time back to parents at the end of the working day.

80% of staff agreed:

I am happy with the balance between my work and home life

My Company

88% of staff agreed:

I love working for this organisation

The company changed their quarterly All Together from an onsite event to a virtual live stream. They worked hard to capture the magic that that would get when people are physically together whilst being virtually together. They now have higher attendance to their virtual events compared to their onsite ones.

They created engaging videos to keep everyone connected. This has included fortnightly update videos from the CEO to ensure he remains visible - and these have been very well received.

Delivering all of their events virtually has meant that, between their multiple sites, they feel more connected than ever before.

88% of staff agreed:

I love working for this organisation

Learn more about the 8 factors of workplace engagement here