2010-11 - SA Lotteries

Transcription

SA LOTTERIES
ANNUAL REPORT
2010-11
SA Lotteries Annual Report 2010-11
Additional copies of this annual report
can be obtained by:
• visitingwww.salotteries.com.au;
• visitingSALotteriesHeadOfficeat
24-25GreenhillRoad,Wayville,SouthAustralia;
• telephoning+61(8)82084100;
• [email protected];or
• writingtoSALotteriesatGPOBox2277,
Adelaide, South Australia 5001.
This report is printed to ISO 14001
International Environmental Standards.
SA LOTTERIES ANNUAL REPORT 2010-11
OUR MISSION
To benefit the community of
South Australia through the
responsible promotion and conduct
of lotteries.
OUR VALUES
In the promotion and conduct of
lotteries and the way we conduct our
business, we will operate with:
• integrity;
• accountability;and
• respect.
OUR GOALS
1.
To promote, conduct and distribute
lotteries games for the benefit of
the South Australian community.
2. To be a corporately responsible
and respected organisation that
has a broad base of community
support.
3. To optimise profits through the
effective allocation of resources.
i
HIGHLIGHTS
In 2010-11, SA Lotteries returned
97 cents of every $1 received from
game sales of $388.9 million to the
South Australian community via:
• $235.4 million in prize money
to players, taking the total since
1967 to more than $4.7 billion.
• $93.9 million to develop and
improve public hospitals via the
Hospitals Fund, taking the total
contributed since the Fund was
established in 1967 to $2.2 billion.
• $29.0 million in commission
earnings to our agency network,
comprised predominantly of
small businesses, from the sale
of SA Lotteries games.
• $10.3 million to local suppliers in
exchange for goods and services.
• $7.5 million to employ local
South Australians at SA Lotteries
head office and warehouse.
• $233 913 to support and develop
sporting facilities and services
via the Recreation and Sport
Fund, taking the total contributed
since the Fund was established in
1987 to $8.9 million.
ii
PRESIDING MEMBER AND
CHIEF EXECUTIVE REPORT
THE HONOURABLE GAIL GAGO, MLC
MINISTER FOR GOVERNMENT ENTERPRISES
PARLIAMENT HOUSE ADELAIDE SA 5000
We are pleased to present the Annual
Report of the Lotteries Commission
of South Australia for the year ended
30 June 2011, in accordance with
Section 18B of the State Lotteries Act
1966, as amended.
SA Lotteries’ mission to benefit the
South Australian community resulted
in near record revenue of $388.9
million in the 2010-11 financial year.
Of this amount SA Lotteries returned
$376 million to the South Australian
community. Distribution of prize
moneywas$235million;ouragents
received commission payments, and
local suppliers benefited through the
goods and services they provided to
SA Lotteries. The South Australian
Government collected gambling tax,
income tax equivalents, and dividend
payments.
Return to the State Government
amounted to $94.2 million, with $93.9
million directed toward developing
and improving public hospitals, and
more than $230 000 for recreation
and sporting facilities.
Since 1967, the year SA Lotteries
commenced operations, the
organisation has contributed $2.2
billion to the South Australian
Government’s Hospitals Fund and
almost $9 million to the Recreation
and Sport Fund.
The new online computer system
marked its first full year of operation
in 2010-11. It has provided the
expected reliable service to our
agencies by processing more than
62 million transactions including
51.9 million ticket sales.
Research undertaken recently for
SA Lotteries confirms high customer
satisfaction. It is a reflection on the
reliable and friendly service the
newsagencies, chemists,
supermarkets, kiosks, delicatessens,
service stations, hotels and clubs
provided to customers when selling
our games.
SA Lotteries spent $10.3 million on
goods and services sourced from
South Australian businesses, which
comprised 73 per cent of the total
value paid to all suppliers.
On 9 June 2011 the Government
announced an intention to
sub-license SA Lotteries operations.
The Commission is working with the
State Government to achieve an
optimal outcome for the benefit of all
South Australians, and to ensure a
smooth transition for SA Lotteries
staff, agents and customers.
The dedication and professionalism
of our staff and the 550 small
businesses translates into the solid
performance of SA Lotteries over the
past year. We thank them for their
loyalty and commitment.
Hans J Ohff
Presiding Member
June Roache
Chief Executive
29 September 2011
iii
Returns to South Australia
2
Ten-year financial summary
4
Performance measures
5
Corporate Governance
6
Winning Games
12
Services, Security and Responsibility
18
Our People
24
Business Partners
34
Community Benefits
40
Minimising our environmental impact
46
Financial statements
52
iv
SA LOTTERIES
ANNUAL REPORT
2010-11 CONTENTS
1
THE HOSPITALS FUND RECEIVED
$93.9 MILLION IN 2010-11
FOR THE DEVELOPMENT AND
IMPROVEMENT OF SOUTH
AUSTRALIAN PUBLIC HOSPITALS.
RETURNS
TO SOUTH
AUSTRALIA
TEN-YEAR
FINANCIAL SUMMARY
Year ended 30 June
2011
$’000
2010
$’000
2009
$’000
2008
$’000
2007
$’000
2006
$’000
Saturday X Lotto
137 897
125 764
Monday and Wednesday
X Lotto *
34 684
2005
$’000
2004
$’000
2003
$’000
2002
$’000
131 280
128 336
135 042
132 388
135 176
130 825
129 603
123 632
37 133
36 718
31 782
32 607
35 936
40 670
41 706
28 931
23 380
36 871
44 530
58 789
34 709
22 234
16 495
14 641
15 467
16 575
17 127
Powerball
42 740
48 673
35 414
Keno
95 866
92 566
90 753
49 972
42 034
46 519
42 248
44 760
51 379
44 526
79 506
78 523
76 581
73 821
70 425
67 155
64 838
39 113
40 189
38 886
39 929
37 139
38 383
40 343
39 812
39 864
37 920
Super 66
1 138
1 184
The Pools
631
665
1 171
1 108
1 149
1 228
1 333
1 479
1 662
1 828
694
581
518
558
586
622
742
Lucky SA
-
-
605
-
660
-
-
-
-
-
-
388 940
390 704
393 705
366 583
349 246
348 088
348 818
345 096
335 911
313 856
29 010
29 179
29 310
26 938
25 779
25 755
25 795
25 443
24 694
23 100
235 412
233 407
236 931
221 283
211 236
209 439
207 172
207 886
202 336
187 217
60.5
59.7
60.2
60.4
60.5
60.2
59.4
60.2
60.2
59.7
62 946
64 492
64 277
59 573
56 584
56 846
58 074
56 256
54 766
51 922
16.2
16.5
16.3
16.3
16.2
16.3
16.6
16.3
16.3
16.5
13 957
14 300
14 252
13 209
12 546
12 604
12 877
12 474
12 143
11 513
3.6
3.6
3.7
3.6
3.6
3.7
306 145 304 644
303 918
302 059
293 939
273 752
44 900
43 037
41 972
40 104
GROSS SALES
Oz Lotto
Instant Scratchies
TOTAL GROSS SALES
COST OF SALES
Agents' commission
Prizes
% of gross sales
Gambling tax on NGR #
% of gross sales
GST on NGR #
% of gross sales
TOTAL COST OF SALES
GROSS MARGIN
Other revenue
3.6
3.7
3.6
3.6
341 325
341 378
344 770
321 003
47 615
49 326
48 935
45 580
43 101
43 444
7 141
6 821
7 610
6 603
7 487
7 039
7 294
6 944
6 878
6 204
TOTAL INCOME
54 756
56 147
56 545
52 183
50 588
50 483
52 194
49 981
48 850
46 308
Operating expenses
25 294
26 734
25 921
25 313
23 602
23 249
25 978
24 926
24 421
22 756
% of gross sales
PROFIT BEFORE INCOME
TAX EQUIVALENT
% of gross sales
6.5
6.8
6.6
6.9
6.8
6.7
7.4
7.2
7.3
7.3
29 462
29 413
30 624
26 870
26 986
27 234
26 216
25 055
24 429
23 552
7.6
7.5
7.8
7.3
7.7
7.8
7.5
7.3
7.3
7.5
63 018
64 571
64 344
59 619
56 616
56 888
58 412
56 256
54 766
51 922
RETURN TO GOVERNMENT
Gambling tax
Income tax equivalent
Dividend ##
Unclaimed prizes
% of gross sales
GST on NGR
TOTAL RETURN
TO GOVERNMENT
% of gross sales
8 839
8 824
9 187
8 061
8 096
8 170
7 799
7 516
7 542
7 066
20 298
21 968
19 446
21 703
19 476
18 956
22 911
17 869
17 673
15 369
2 041
1 610
2 152
2 271
1 905
1 291
1 839
1 639
1 551
1 656
94 196
96 973
95 129
91 654
86 093
85 305
90 961
83 280
81 532
76 013
24.2
24.8
24.2
25.0
24.7
24.5
26.1
24.1
24.3
24.2
13 957
14 300
14 252
13 209
12 546
12 604
12 877
12 474
12 143
11 513
108 153
111 273
109 381
104 863
98 639
97 909
103 838
95 754
93 675
87 526
27.8
28.5
27.8
28.6
28.2
28.1
29.8
27.7
27.9
27.9
*Monday and Wednesday X Lotto replaced SA Lotto from 27 April 2006. SA Lotto twice weekly draws on Monday and Wednesday commenced November 2003. # State
Gambling Tax at the rate of 41% of Net Gambling Revenue (NGR=Gross sales less monetary prizes) paid to the Hospitals Fund/Recreation and Sport Fund. GST at the rate of
9.09% of NGR paid to the Commonwealth Government. ## Includes Special Dividend of $6 527 000 in 2005 resulting from proceeds on sale of SA Lotteries’ former Head Office
in Rundle Mall.
PERFORMANCE
MEASURES
SOUTH AUSTRALIA’S
STRATEGIC PLAN
OBJECTIVE
PERFORMANCE MEASURE
TARGET 2010-11
ACTUAL 2010-11
Goal 1: To promote, conduct and distribute lotteries games for the benefit of the South Australian community.
Strategy 1: Grow revenue by enhancing existing games and introducing new games and initiatives.
Growing Prosperity
Gross sales
Sales per capita
Tickets sold
SA Lotteries’ proportion of Australian Bloc sales
$369.0M
$388.9M
$287.75
$302.51
51.0 M
51.9M
7.0%
6.7%
Strategy 2: Exceed customer expectations by providing an accessible and reliable service.
Fostering Creativity
and Innovation
Selling system down time: central system
0.04 %
170 mins
0.03%
123mins
Point of Sale terminal reliability (MTBF)
240 000
533 452
4 680 800
3 075 702
190 000
188 463
Number of visits to corporate website
Easiplay Club Membership
Goal 2: To be a corporately responsible and respected organisation that has a broad base of community support.
Strategy 3: Ensure community and stakeholder trust and support.
Improving Wellbeing
Non-compliance (Codes of Practice and other)
6.0%
6.8%
Customer satisfaction
98%
99%
Awareness of SA Lotteries’ beneficiaries
40%
39%
779 Tonnes
810 Tonnes
Average Full-Time Equivalents (FTEs) employed
during the year
83.82
80.24
Training and development costs as a percentage
of base salary costs
2.94%
1.82%
Employee retention – staff turnover
15.68%
12.52%
100%
96%
$24.3M
$31.8M
Strategy 4: Adopt sound environmental practices (12 months to 31 March)
Attaining Sustainability
Greenhouse gas emissions
Goal 3: To optimise profits through the effective allocation of resources.
Strategy 5: Ensure a high performance and ethical culture.
Expanding Opportunity
Employees understanding of SA Lotteries’ values
Strategy 6: Ensure sustainable growth opportunities are pursued.
Growing Prosperity
EBITDA
$0.290M
$0.392M
Total operating expenses as % of gross sales
EBITDA per FTE
8.1 %
$30.0M
6.5%
$25.3M
Cost per FTE
$0.358M
$0.312M
$82.3M
$94.2M
64%
73%
Building Communities
Return to Government
(Hospitals Fund and Recreation and Sport Fund)
Improving Wellbeing
$ value of SA suppliers as a % of total suppliers
Sales per capita - based on South Australian adult (18+) population. EBITDA - Earnings Before Interest, Tax, Depreciation and Amortisation.
FTE - Average Operating Full-time Equivalent employee numbers during the year. MTBF - Average number of Transactions Between Failures.
SA LOTTERIES’ CORPORATE
VALUES OF INTEGRITY,
ACCOUNTABILITY AND RESPECT
UNDERPIN ITS OPERATIONS.
CORPORATE
GOVERNANCE
SA Lotteries’ approach to corporate
governance is based on a defined set
of values and behaviours that
underpin its operations, earning
SA Lotteries a reputation of integrity
and trustworthiness among its
stakeholders. Also inherent in
SA Lotteries’ business purpose and
strategy is a commitment to
balancing high returns with
contributions to the broader
community. Not just an add-on,
Corporate Social Responsibility is
integral to SA Lotteries’ entire
business operations.
ROLE OF THE SHAREHOLDER
As a statutory authority established
under the State Lotteries Act 1966,
SA Lotteries’ shareholder is the
Government of South Australia.
The Honourable Gail Gago, MLC
was the Minister responsible for
SA Lotteries for the period 1 July
2010 to 30 June 2011 as part of the
Government Enterprises portfolio.
SA Lotteries is responsible for
ensuring that the Government,
via the Minister, is informed of all
major developments affecting
SA Lotteries’ operations.
A Government Observer is invited to
attend meetings of the Lotteries
Commission of South Australia
(Commission) and its Committees.
THE COMMISSION
Name:
The Commission has a formal charter
that provides a framework for the
effective operation of SA Lotteries.
The Commission generally meets
monthly to deliver strategic guidance
and monitor the performance of the
organisation.
The Chief Executive is accountable to
the Commission and is responsible
for the day-to-day management of
SA Lotteries’ business in accordance
with the directions set by the
Commission. The Commission clearly
defines management accountabilities
through approved management
operating authorities.
The Commission is appointed by the
Governor of South Australia and
consists of not less than three nor
more than five members, one of
whom shall be nominated by the
Governor as the Presiding Member.
Membership as at 30 June 2011
comprised:
Name:
H J Ohff, PhD, BA (Hons),
FIEAust, CP Eng
Position:
Presiding Member
Expertise: Engineering
S J Mackenzie, B Comm
(Accounting), LLB (Hons)
Position:
Member
Expertise: Law
Name:
W R Jackson, BEc, FASA
Position:
Member
Expertise: Business Management
Consultant
Name:
A E Lindsay, BA (Hons),
LLB (Hons)
Position:
Member
Expertise: Law
Name:
A E Heyworth, BA (Acc),
MBA (AGSM), SF Fin,
FAICD
Position:
Member
Expertise: Finance and Business
Strategy
A member is appointed for a term of
office not exceeding five years. On
expiration of his or her term, a member
will be eligible for reappointment.
Remuneration for a qualifying
member is $24 765 per annum. The
Presiding Member receives $37 148
per annum. Further details of
members’ remuneration payments
are set out in Note 8 to the Annual
Financial Statements.
Amanda E Heyworth
Anne E Lindsay
Wayne R Jackson
Suzanne J Mackenzie
Hans J Ohff
AUDIT COMMITTEE
The Audit Committee assists the
Commission to fulfil its
responsibilities by identifying areas of
significant business risk.
The Audit Committee has a charter
outlining its formal responsibilities
including:
• reviewingtheGeneralPurpose
Financial Report prior to its
approvalbytheCommission;
• liaisingwithSA Lotteries’external
auditor, the Auditor-General, on
all matters concerning the
outcomeofaudits;
The Audit Committee comprises
three Commission members. During
the year, membership comprised:
INFORMATION TECHNOLOGY
COMMITTEE
• AEHeyworth,Member.
The Information Technology (IT)
Committee assists the Commission
to oversee the use of information
technology within SA Lotteries. The
IT Committee has a formal charter to:
Audit Committee members receive a
fee of $3 715 per annum and the Chair
receives a fee of $5 572 per annum.
• monitorthedevelopmentand
implementation of major
technologyprojects;
• WRJackson,Chair;
• AELindsay,Member;and
The internal auditor, KPMG, and
external auditor, the Auditor-General,
may be invited to Audit Committee
meetings at the discretion of the
Committee.
• reviewingtheadequacyofthe
accounting, internal auditing,
reporting and other financial
management systems and
practices;and
• evaluateriskmanagement
strategies designed to minimise
interruption to online selling
activities;and
• provideadvicetotheCommission
on all matters associated with
major technology projects.
The IT Committee comprises one
Commission member who is the
Chair of the Committee, H J Ohff,
and members of the executive
management team. The Chair
receives a fee of $5 572 per annum.
A representative from the
Auditor-General’s Department is
invited to attend IT Committee
meetings.
• performingtheroleofan
executive remuneration
committee for the Commission.
ATTENDANCE AT MEETINGS 2010-11
Commission
Meeting (12 held)
Audit Committee
Meeting (4 held)
IT Committee
Meeting (6 held)
Hans J Ohff
11
#
6
Suzanne J Mackenzie
10
#
#
Wayne R Jackson
12
4
#
Anne E Lindsay
12
4
#
Amanda E Heyworth
10
4
#
# Not a member.
BUSINESS
MANAGEMENT
CORPORATE POLICY
FRAMEWORK
SA Lotteries maintains a corporate
policy framework, which is approved
by the Commission. This framework
is supported by divisional policies,
guidelines and procedures that are
reviewed by management on an
ongoing basis.
INTERNAL COST CONTROL
FRAMEWORK
The Commission’s internal cost
control framework assists in the
preclusion of errors and irregularities
across the business and is described
under the following headings:
Financial reporting
A comprehensive budgeting system
with an annual budget approved by
the Commission prior to submission
to Government. Monthly actual
results are reported against budget.
Operating division controls
Financial controls and procedures,
including information systems
controls, are in place. A Commission
questionnaire details compliance with
these controls and procedures to
ensure sound principles of corporate
governance and accountability.
Functional specialty reporting
Performance measures are identified
and regularly reported in a corporate
scorecard.
Capital investment appraisal
SA Lotteries has clearly defined
guidelines for capital expenditure.
These include levels of authority,
annual budgets, detailed cost benefit
analyses and post-implementation
reviews of major expenditure.
SA Lotteries undertakes risk
assessment on an ongoing basis and
includes all strategic and operating
risks in its Risk Management
Program. During 2010-11,
management completed an annual
review of SA Lotteries’ Risk Register.
CRISIS PLANNING
SA Lotteries has undertaken business
continuity planning to ensure that
business activities are, to the greatest
extent possible, protected and
maintained during a crisis.
SA Lotteries’ Crisis Plan and
departmental Business Continuity
Plans were reviewed by management
in 2010-11.
ETHICS AND CULTURE
COMMITTEE
To ensure that SA Lotteries’ values of
integrity, accountability and respect
are upheld, an Ethics and Culture
Committee meets regularly with the
purpose of ensuring that policy
objectives are met.
Ethical conduct is regularly
reinforced via education, induction
and performance management
processes. An annual survey
monitors employee awareness of
ethical standards of behaviour.
Trend analysis and future actions
are also guided by feedback from
‘On-boarding’ and ‘Exit’ surveys.
FRAUD
SA Lotteries has a Fraud and
Corruption Control Policy to minimise
exposure to fraudulent and corrupt
conduct. The policy establishes
processes to identify potential risk
areas and implement controls to
reduce the risk of fraudulent action
occurring. Suspected incidents of
fraud are investigated immediately.
There were no instances of fraud
during 2010-11.
SA Lotteries’ Executive Team: (back row, from left) John Favretto,
Chris McSporran, David Hardy and (front row, from left) Callum Mulvihill
and June Roache.
Quality and integrity of personnel
Employees are bound by the Code of
Ethics for the South Australian Public
Sector and SA Lotteries’ Code of Ethics.
RISK MANAGEMENT
FREEDOM OF INFORMATION
SA Lotteries complies with the
Freedom of Information Act 1991 (FOI
Act) and ensures appropriate and
timely action is taken when access to
information is requested. Information
is provided on request in accordance
with the requirements of the FOI Act,
including:
• SA Lotteries’organisational
structureandbroadfunctions;
and
• SA Lotteries’policydocuments
and operating manuals covering
all areas of its operations.
The functions of SA Lotteries have
an effect on the general public in
that they:
• createprosperitythroughthe
responsible promotion and
conductoflotteries;and
• contributetotheSouthAustralian
community with the provision of
prizes to players and profits to
hospitals and recreation and sport.
Members of the public may obtain
access to documents or seek
amendments of SA Lotteries’ records
by written request to SA Lotteries.
The prescribed application fee under
the FOI Act must accompany the
application. One request for
information was received during
2010-11.
The policy provides a framework for
the implementation of strategies to
protect assets, operations,
information and personnel against all
possible security breaches.
SA Lotteries publishes the above
Freedom of Information Statement
on its website.
SECURITY STANDARDS
QUALITY MANAGEMENT
SA Lotteries is committed to the
implementation of quality practices
and systems in all aspects of its
operations. A Quality Management
System documents the processes
and controls in place to achieve the
objectives described in the
organisation’s Quality Policy
Statement and maintains certification
to the Quality Standard AS/NZS
ISO 9001. Regular internal reviews
ensure a focus on continual
improvement of practices and
systems and the Quality
Management System is audited
biannually by external sources.
CORPORATE SECURITY
MANAGEMENT
SA Lotteries has developed a
Protective Security Policy that
identifies all aspects of corporate
security that impact on day-to-day
business operations.
During the year, SA Lotteries
continued to focus on projects that
will lead to compliance and formal
accreditation under the following
security standards:
• InformationSecurityStandard
AS/NZSISO/IEC27001;
• WorldLotteryAssociation
SecurityControlStandard;and
• theStateGovernment‘s
Protective Security Management
Framework.
INTELLECTUAL ASSETS
MANAGEMENT
SA Lotteries regards the protection
of its intellectual property as
important to its ongoing success.
A register of all protected trademarks
and names is maintained and
monitored on an ongoing basis.
SA Lotteries has finalised Trade Mark
Management Agreements and Trade
Mark Licence Agreements with its
interstate Bloc counterparts.
ORGANISATIONAL STRUCTURE
THE COMMISSION
COMMISSION COMMITTEES
CHIEF EXECUTIVE
General Manager
Information and
Communication
Technology
Chief
Financial
Officer
General Manager
Marketing
and
Sales
Audit
Committee
General Manager
Legal and Risk
Management/
Company Secretary
Information
Technology
Committee
SOUTH AUSTRALIANS
WON $235.4 MILLION
IN PRIZE MONEY PLAYING
SA LOTTERIES’ GAMES IN 2010-11.
WINNING
GAMES
SA Lotteries’ eight games of chance
continued to provide South Australian
players with a choice of purchase
price, play option and prize offer.
Thousands of players shared
$235.4 million in prize money,
including 86 players who shared
$63.1 million in Division One prize
money.
Saturday X Lotto remains SA Lotteries’
flagship game, representing 35 per
cent of sales and 2010-11 saw an
increase of 9.6 per cent in sales from
last year. This record result in 2010-11
was driven by two major promotions
and the successful introduction of a
sixth prize division in January 2011.
Although the record jackpot activity
of the previous two financial years
was not repeated, Oz Lotto and
Powerball benefited from a
cross-promotion in June and
delivered strong sales at each
jackpot level throughout the year.
Keno’s 3.6 per cent increase on
2009-10 sales is largely attributable
to the game’s prior expansion to
SA TAB outlets, and the introduction
of the add-on game, Keno Coin Toss
in May 2010.
The inaugural $5 Deal or No Deal
Instant Scratchies ticket was
successful in selling out 75 per cent
faster than previous $5 tickets.
Each year, SA Lotteries partners with
Australian Lottery operators Tatts
Lotteries and Lotterywest in multijurisdictional (Bloc) arrangements for
all games, except Keno and Instant
Scratchies.
SA Lotteries improved its national
sales share of Bloc games from 6.51
per cent in 2009-10 to 6.74 per cent
in 2010-11.
SATURDAY X LOTTO
Nuriootpa Newsagency celebrates the sale of a winning
Saturday X Lotto ticket. Courtesy of The Leader Newspaper.
Photographer Alicia Ludi-Schutz.
WINNING GAMES
In Saturday X Lotto, six numbers and
two supplementary numbers are
randomly drawn from a barrel of 45
every Saturday. To win Saturday
X Lotto, players need to match their
selection of numbers with those
drawn, and the more numbers
matched, the greater their prize.
Saturday X Lotto offers players
Australia-wide the chance to share in
an estimated Division One prize pool
of $4 million every Saturday, with
seven Megadraw prize pools of
$20 million or more also offered in
2010-11.
Sales Performance
• 2010-11 result: $137.9 million
• % of total: 35.5
• 2009-10 comparison: Increase
of $12.1 million or 9.6 per cent
Highlights
• The 31 December Megadraw was
moved to a Friday to coincide
with New Year’s Eve. This change,
along with a buy-one-get-onefree ticket and an interactive
Facebook promotion, generated
record sales.
In the Australian Marketing
Institute’s 2011 Awards for
Marketing Excellence,
SA Lotteries’ Facebook
promotion was the State Winner
in the Multimedia and Interactive
category and is a finalist in the
National Awards to be announced
in October 2011.
Prizes won
• Total: 1 715 824 totalling
$75.9 million
• Division One: 27 totalling
$25.3 million
Most memorable moment:
A Barossa Valley couple discovered in
June that a $462 129 prize was worth
the effort of getting out of bed.
“After a long Sunday sleep-in,
we checked our ticket and were
stunned to see we’d matched all six
numbers,” the woman said upon
presenting her ticket at SA Lotteries
Head Office.
“Needless to say, my husband and I
were both wide awake when we
realised our ticket was worth
$462 000,” she said.
• Introduction of a sixth prize
division on 29 January, enabling
local players to win more than
29 000 additional prizes on
average each week.
The couple planned to use the prize
money to upgrade the family car,
embark on some travel, and financially
assist some of their close friends.
• A buy-one-get-one-free
promotion in May resulted in a
53.6 per cent sales increase on
the previous year’s draw.
The pair’s winning entry, an Easi-Pick,
was sold by the team at Nuriootpa
Newsagency.
Photo previous page: Steph Mavrogiannis celebrating her $200 000 Instant Scratchies top prize win. Photo courtesy of The Advertiser. Photographer Tait Schmaal.
MONDAY AND WEDNESDAY
X LOTTO
In Monday and Wednesday X Lotto,
six numbers and two supplementary
numbers are randomly drawn
from a barrel of 45 every Monday
and Wednesday. To win Monday and
Wednesday X Lotto, players need to
match their selection of numbers with
those drawn, and the more numbers
matched, the greater their prize.
Highlight
• A ‘Double Dividends’ promotion
in May, which doubled division 2 to
5 prize values for South Australian
players.
Prizes won
• Total: 388 481 totalling
$19.5 million
$11.3 million
Monday and Wednesday X Lotto
offers players in all Australian States
and Territories, except Queensland,
the chance to share in a guaranteed
Division One prize pool of $1 million
every Monday and Wednesday which
jackpots progressively if not won.
Three $5 million Superdraws were
also offered in 2010-11.
Sales Performance
“Maybe this is a sign that the Crows
will make the finals,” the man said.
• % of total: 8.9
• 2009-10 comparison: Decrease
The results of a Monday X Lotto
draw in July gave an Adelaide man
something to ‘Crow’ about.
The man’s lottery selections, based
on the numbers of his favourite
Adelaide Crows footballers, won him
$1 million.
While his wish for the Crows didn’t
come to fruition, the western suburbs
resident used his prize money to fulfil
his own dream of travelling around
Australia.
OZ LOTTO
In Oz Lotto, seven numbers and two
supplementary numbers are randomly
drawn from a barrel of 45 numbers
every Tuesday. To win Oz Lotto,
players need to match their selection
of numbers with those drawn, and
the more numbers matched, the
greater their prize.
Each week, Oz Lotto offers players
a multi-million dollar prize pool, which
jackpots progressively if not won.
Sales Performance
• % of total: 9.5
Highlight
• Cross-promotion with Powerball
in June.
Prizes won
• 619 835,totalling$11.7million
In Powerball, five numbers are
randomly drawn from one barrel of
45, and a sixth ‘Powerball’ number is
drawn from a separate barrel of 45,
every Thursday. To win Powerball,
players need to match their selection
of numbers with those drawn, and
the more numbers matched, the
greater their prize.
Each week, Powerball offers players
a multi-million dollar prize pool, which
jackpots if not won.
Sales Performance
• % of total: 11.0
Highlight
• Cross-promotion with Oz Lotto
in June.
Prizes won
KENO
In Keno, 20 numbers are randomly
generated from a possible 80 every
3.5 minutes. To play Keno, players
can choose to select one number
(Spot 1) up to 10 numbers (Spot 10).
Players can also select “Heads”,
“Tails” or “Evens” in the add-on
game, Keno Coin Toss. Every 3.5
minutes, Keno offers a guaranteed
Spot 10 prize of $1 million which
jackpots if not won.
Sales Performance
• % of total: 24.6
• 2009-10 comparison: Increase
Highlights
• Record sales result achieved.
• Record Spot 10 jackpot of
$2 145 158 won in August.
Prizes won
• Total: $69.7 million
• Total: 507 340 totalling
$33.6 million
• Top prizes (Spots 8, 9 & 10):
22 totalling $3.2 million
$20.5 million
A man from Adelaide’s northern
suburbs claimed South Australia’s
largest prize for the year in Powerball
in October.
Having registered his winning entry
on his Easiplay Club membership
card, the man was able to be
contacted by SA Lotteries with the
news that he was $15 million richer.
“After checking my ticket, I thought it
was all a big mistake,” the man said
at the time.
“I really didn’t get much sleep that
night,” he said, “I was just in total
disbelief.”
The man became the sixth largest
winner in SA Lotteries’ history.
A Wallaroo man “couldn’t be
happier” after collecting South
Australia’s largest Keno jackpot prize
of $2 145 158 in August. He has spent
much time deliberating on
international travel and is “thoroughly
enjoying life” since winning.
Kym and Tammie Read, proprietors of Wallaroo
Newsagency, celebrate one of their customers winning
South Australia’s largest Keno jackpot. Photo courtesy of
The Yorke Peninsula Country Times.
POWERBALL
INSTANT SCRATCHIES
An Instant Scratchies game is a series
of themed scratch lottery tickets that
give South Australians the chance to
win instant prizes up to a maximum
of $750 000. At least 10 Instant
Scratchies games are offered at any
one time.
Sales Performance
• % of total: 10.0
Highlights
• Inaugural $5 Deal or No Deal
ticket sold out in 10 weeks.
• Introduction of new generation
tickets with barcodes compatible
with self-service ticket checkers.
Prizes won
SUPER 66
In Super 66, six numbered balls are
randomly drawn from six separate
compartments that each contain ten
balls numbered zero to nine. To win
Super 66, players need to match
their selection of numbers with those
drawn in the order drawn, and the
more numbers matched, the greater
their prize.
Each week, Super 66 offers players in
all Australian States and Territories,
except New South Wales, the chance
to win a guaranteed Division One prize
of $16 666, which jackpots if not won.
Sales Performance
THE POOLS
In The Pools, six winning numbers
and one supplementary number
are determined by the results of a
pre-determined list of 38 soccer
matches. To win The Pools, players
need to match their selection of
numbers with those determined by
the results of the soccer games
specified on the relevant weekly
Match List. The more numbers
matched, the greater the prize.
Each week, The Pools offers players
Australia-wide the chance to win an
estimated Division One prize pool of
$65 000, which jackpots if not won.
Sales Performance
• % of total: 0.3
• % of total: 0.2
of $30 000 or 5.2 per cent
• Total: 4 305 986 totalling
$24.4 million
Prizes won
• Total: 20 612 totalling $0.6 million
Prizes won
• Top prizes: 22 totalling
$2.6 million
$0.2 million
• Total: 7 459 totalling $0.1 million
Christmas was exceptionally merry for
20-year-old Steph Mavrogiannis when
she discovered a $200 000 treasure
hidden beneath the latex of an Instant
Scratchies ticket.
The Forestville resident couldn’t
believe her luck when she discovered
her top prize win on a $5 Tropical
Treasure ticket she received as a
Christmas gift.
“My brother gave Instant Scratchies
tickets as presents to the family on
Christmas Day – mine turned out to
be a slightly bigger gift than
expected,” Steph said. “Of course I
shared the prize with my generous
brother, and I’ve banked the
remainder for safe-keeping,” she said.
A father from Adelaide’s northern
suburbs received a wake-up call with
a difference when SA Lotteries called
him with the $130 386 winning news.
“Is this a hoax, because I can’t say
I believe this?” the man asked
SA Lotteries.
Not yet having checked the Super 66
entry that he had registered on his
Easiplay Club membership card, the
man was overjoyed to see the proof
on his ticket.
“I’ve matched all six numbers? You
little ripper!”
With his winnings, the man planned
to finish his home renovations and
travel to Europe for a holiday.
MEMBERS OF SA LOTTERIES’
EASIPLAY CLUB AUTOMATICALLY
RECEIVED $5.9 MILLION
IN PRIZES DURING 2010-11.
SERVICES, SECURITY
AND RESPONSIBILITY
Approximately 70 per cent of
South Australian adults choose to
play an SA Lotteries game at least
once per year.
A range of services and stringent
security measures ensure a quality
playing experience for customers
who, in 2010-11, purchased 51.9 million
tickets and claimed 10.4 million prizes.
CUSTOMER SATISFACTION
In 2010-11, SA Lotteries received a
total of 1 382 enquiries and
complaints, including suggestions for
improvement, and responded within
an average time of 2.89 days.
Annual research conducted to
evaluate the level of satisfaction
among SA Lotteries’ customers
revealed 99 per cent to be either
satisfied or extremely satisfied with
the service they received in 2010-11.
EASIPLAY CLUB
SA Lotteries’ Easiplay Club is a free
service that allows players to
safeguard their prizes won on lost,
damaged or stolen tickets. Easiplay
Club membership was 188 463 as at
30 June 2011, representing 15 per cent
of the South Australian adult
population. Throughout the year,
Easiplay Club members
automatically received $5.9 million
in uncollected prize money via
cheque or direct bank deposit.
In 2010-11, 24 Easiplay Club members
were notified by SA Lotteries of a
Division One prize win.
ONLINE LOTTERIES SYSTEM
During the year, the online lotteries
system continued to deliver a reliable
service to customers with
99.97 per cent availability of our
central online lotteries system at
agencies across South Australia.
In 2010-11, more than 62 million
transactions were processed with
accuracy and integrity through the
online lotteries system, including
51.9 million ticket sales.
iPHONE APP
WEBSITE
App users can easily check recent
dividend information for their
favourite game via direct in-App
access to SA Lotteries’ website.
In addition, players can generate a set
of lucky numbers for their favourite
game, find their nearest SA Lotteries
agency and view all current Instant
Scratchies tickets for sale.
SA Lotteries’ corporate website,
www.salotteries.com.au continues to
be an immediate and comprehensive
source of information for
approximately 256 000
SA Lotteries players each month.
In 2010-11, the website attracted
3.1 million visits, representing an
increase of 6.5 per cent on the
previous year.
While more than 90 per cent of
visitors access game results, the
website also assists players in:
• viewingthelatestdraw
broadcasts;
• generatingthemostfrequently
drawnnumbers;
• assessingwhethergamblingmay
beaffectingtheirhealth;
• sharingawinningstoryviathe
onlineWinnersGallery;and
• findingthenearestSA Lotteries
agency by postcode or by
agency name via the Google
maps search tool.
The site was announced as the
number one website, for the fourth
consecutive year, in the 2010 Hitwise
Online Performance Awards program,
Government-South Australia
Category. The program recognises
excellence in online performance
through public popularity and bases
its results on the Internet usage of
approximately three million Australian
Internet users.
SA Lotteries’ iPhone Application
(App) launched in December 2009
gives players access to game results
anywhere, anytime.
TELEPHONE RESULTS LINES
SA Lotteries continued to provide
players with convenient access to
results and dividend information via its
telephone and SMS results services.
In 2010-11, there were more than
365 000 requests for results and
dividend information via the
telephone and SMS services.
POINT OF SALE EXPERIENCE
Full-colour customer display screens
and self-service ticket checking units
continued to offer players prize
transparency and security during
the year.
SECURITY AND INTEGRITY
SA Lotteries applies a range of measures to ensure the prize claim process remains transparent, secure and reliable:
PRIZE CLAIMS
✓
Validation slips are provided to players to confirm status of ticket.
✓
Non-winning tickets are returned to customers.
✓
Unregistered Division One and Two prizes can only be claimed at SA Lotteries Head Office.
✓
Easiplay Club registered tickets are unable to be validated without the originating membership card.
✓
Easiplay Club registered tickets bear the primary member’s name.
✓
Ex gratia prize claims can be lodged for lost or damaged unregistered tickets.
✓
SA Lotteries Head Office offers secure prize payment such as electronic funds transfer (EFT).
PLAYER AWARENESS
✓
Large customer display screens show purchase and prize validation information at point of sale.
✓
Self-service ticket checkers are installed in all agencies to enable players to check their own tickets for prizes.
✓
Sales summary slips are provided to every player to itemise transactions.
✓
Free-of-charge ticket registration service, Easiplay Club, guarantees prize security.
✓
Active awareness campaign promotes Easiplay Club and encourages the registration of tickets.
✓
Information dedicated to the prize claim process is included on the website.
✓
Player security measures are detailed on the website.
✓
Dedicated lottery scam alert area on the website.
✓
List of unclaimed prizes is updated weekly on the website.
✓
Draw broadcasts for Saturday X Lotto, Oz Lotto and Powerball are available on the website.
RESULTS AVAILABILITY
✓
Registered Division One prize winners informed via telephone.
✓
Game results broadcast on free-to-air television.
✓
Game results immediately published on the website.
✓
Game results immediately disseminated via iPhone Application.
✓
Game results immediately disseminated to SA Lotteries’ official results telephone hotlines.
✓
Results disseminated to mass media.
✓
Results emailed to subscribers.
✓
Results sent via SMS.
AGENT INTEGRITY AND SECURITY
✓
Prize claims greater than $5 000 (at SA Lotteries Head Office) require a signed Statutory Declaration declaring if the prize
claimant is an SA Lotteries employee, agent, agent employee or relative of an agent or employee.
✓
Agents must obtain a prescribed range of business insurances.
✓
Agents are regularly reminded to return non-winning tickets, validation slips and sales summary slips to players.
✓
All applicants for an agency undergo National Police Checks.
✓
Agents provided with South Australia Police fraud and scam alerts.
✓
Agents encouraged to notify SA Lotteries of any suggested improvements to security procedures.
✓
Incidents of suspected fraud investigated and, if necessary, referred to SA Police.
✓
Disciplinary process applied to agents or agency employees in breach of security policies.
✓
Regular, random and comprehensive compliance audits conducted at all agencies at least once a year.
✓
Dedicated player security website page encourages reports of agency deficiencies.
✓
A defined customer complaints process applies to allow for the identification and escalation of security-based issues.
✓
A confidential questionnaire, ‘Can We Help You?’ is available at all agencies for customers to provide feedback on agent
service and integrity.
✓
Senior management position responsible for security-based issues.
✓
Monthly reviews undertaken to ensure that responses to, and investigations of, customer complaints are conducted in a
timely manner.
PROMOTING RESPONSIBLE PLAY
SA Lotteries remains steadfast in the
responsible promotion and conduct
of its games to ensure a safe playing
environment for customers.
SA Lotteries’ problem gambling harm
minimisation program is underpinned
by the provisions of the State
Lotteries Responsible Gambling
Code of Practice and the State
Lotteries Advertising Code of
Practice (the Codes).
GLOBAL CERTIFICATION
SA Lotteries is one of 23 lottery
jurisdictions worldwide — and the
only jurisdiction in Australia — to
have received global recognition for
operating at the highest level of
responsible gambling standards.
In 2009 SA Lotteries was awarded
the highest accreditation under the
World Lottery Association (WLA)
Responsible Gambling Framework
for a mature and well-established
responsible gambling program
inherent in its day-to-day operations.
Verified by the WLA Independent
Assessment Panel, the Level 4
accreditation was awarded on the
basis of SA Lotteries’ social
responsibility initiatives, which include
stakeholder engagement, retailer
training, player education, third party
assessment, expert consultation,
participation in industry initiatives,
and public reporting. These standards
were maintained in 2010-11.
COMPLIANCE
A comprehensive compliance
program involving an audit of all
SA Lotteries agencies against
28 checks of compliance with the
Codes is undertaken annually. In
2010-11, 94 per cent of the 768 audits
conducted during the year found
agents to be compliant with the
requirements of the Codes.
In all instances of non-compliance,
SA Lotteries worked with the
agencies to ensure issues were
adequately addressed to achieve
compliance at a subsequent reaudit.
PROACTIVE BARRING
SA Lotteries proactively facilitates
barring arrangements upon direct
request from a person at risk or via a
gambling help service representative
on their behalf. As at 30 June 2011,
nine SA Lotteries agencies had
arrangements in place to facilitate
barring from the service of lottery
products for five self-identified
problem gamblers.
TRAINING
SA Lotteries conducts various
responsible gambling training
modules via accredited provider,
Business SA, to ensure all key
stakeholders are educated in
identifying problem gambling.
SA Lotteries’ Employees
OneStop Newsagency staff celebrating a
customer’s X Lotto $1.6 million win in January.
Photo courtesy of Whyalla News.
Each SA Lotteries’ employee is
required to undertake training
in responsible gambling upon
commencement of employment.
In 2010-11, 15 employees
completed training.
SA Lotteries’ Agents and Agency
Employees
SA Lotteries requires all agents and
agency staff members to complete
responsible gambling training prior
to operating the lottery terminal.
In 2010-11, 382 agents and agency
employees completed responsible
gambling training.
Agency Employees
(under 18 years)
SA Lotteries continues to offer a
responsible gambling training
module tailored to agency
employees aged less than 18 years.
The training ensures that younger
individuals are appropriately
prepared for their role in a
responsible gambling environment.
In 2010-11, 16 agency employees
aged less than 18 years completed
the dedicated training.
Refresher module
Agents and agency employees are
required to refresh their training in
responsible gambling at least every
two years. In 2010-11, 517 agents and
agency staff completed this module
for responsible gambling training.
PROBLEM GAMBLING
All agents and employees are trained
to identify problem gambling
behaviours among SA Lotteries’
players, and to provide appropriate
referral advice where relevant.
Agents immediately report all
instances of customer contact in
relation to problem gambling to
SA Lotteries’ Head Office.
SA Lotteries’ Internal Problem
Gambling Report Group continues to
assess all problem gambling reports
to determine the best course of
action, if any. Nine issues were
addressed by the Group in 2010-11,
with appropriate action undertaken
on each occasion.
SA LOTTERIES CREATED
TRAINING AND DEVELOPMENT
OPPORTUNITIES
FOR ALL EMPLOYEES IN 2010-11.
OUR
PEOPLE
EMPLOYEE RECOGNITION
SA Lotteries’ success in achieving
its goals continues to depend on its
people. A team of 86 employees
remained dedicated to achieving
business excellence in 2010-11,
driven by a high performance and
ethical organisational culture.
SA Lotteries formally recognises
service longevity at monthly
employee celebrations. In 2010-11,
18 employees were recognised for
service milestones:
• 5years–4employees
SA Lotteries’ Agency Services staff.
ATTRACTING AND
RETAINING STAFF
To attract and retain the right people
for the job, SA Lotteries provides
career training and development
opportunities;performancefeedback
andrecognition;andaworking
environment supported by
organisational values of integrity,
accountability and respect.
Raising the profile of SA Lotteries as
an employer that provides a culture
of development and innovation is a
core focus for the organisation to
ensure its valued employees remain
dedicated to achieving SA Lotteries’
business objectives.
TRAINING AND DEVELOPMENT
To meet planned training and
development requirements,
1.8 per cent of base salary costs was
expended on training during 2010-11,
with 85 employees (99 per cent of
staff) participating in training courses
throughout the period.
Long-serving employees are
presented with a commemorative gift.
Study assistance and study leave is
also available to SA Lotteries’
full-time and permanent part-time
employees, subject to the relevance
of the proposed study and
operational requirements.
QUALIFIED WORKFORCE
PERFORMANCE DEVELOPMENT
SA Lotteries’ workforce comprises a
high level of qualified personnel, with
68 per cent of employees having
completed vocational or higher
education qualifications.
MANAGEMENT DEVELOPMENT
PROGRAM
A new Management Development
Program was implemented in 2010-11,
allowing for managers to participate
in workshops relating to performance
development, organisational change
and communication.
This program is designed to build
a leadership-based performance
culture and to ensure adequate
succession planning. The framework
incorporates competencies in
leadership, strategy, people
management and relationships.
SA Lotteries implemented a new
performance management system
in 2010-11, encompassing an online
forum that provides employees with
a better understanding of their roles
and allows for regular performance
feedback and recognition.
During the year, 100 per cent
of employees participated in a
documented individual
performance plan.
Each year, SA Lotteries offers an
internship opportunity for a
University of South Australia (UniSA)
marketing graduate. In January 2011,
Bachelor of Management (Marketing)
graduate Katherine Mullan joined
SA Lotteries’ marketing team to
commence her 12-month placement.
SA Lotteries promoted its employee
benefits and workplace opportunities
to university graduates at the 2011
UniSA Employment and Careers
Expo in March.
EQUAL EMPLOYMENT
OPPORTUNITY
SA Lotteries’ Technical Services and
Quality Assurance staff.
EMPLOYEE GRADUATE
PROGRAM
SA Lotteries is an equal opportunity
employer, ensuring that all persons
seeking employment are treated
fairly and equitably and are not
subjected to discrimination or
harassment.
AN ETHICAL CULTURE
Marketing trainee Katherine Mullan with members
of SA Lotteries’ Marketing Brand Team.
A survey conducted in June 2011
revealed that 100 per cent of
employees are familiar with
SA Lotteries’ values of integrity,
accountability and respect, and 96
per cent have a clear understanding
of the behaviour expected by
SA Lotteries.
LIFESTYLE PROGRAM
SA Lotteries’ Lifestyle Program is
designed to improve employee health
and wellbeing through awareness
and participation. The program is
reviewed on a regular basis to ensure
relevance and interest to employees.
The program encompasses:
• fullysubsidisedfluvaccinations;
• quarterlyonsitehealtheducation
andawarenesssessions;
• fullysubsidisedfirstaidtraining;
• accesstodiscountedcorporate
health premiums and special
healthplanoffers;and
• tipsonhealthyliving.
FLEXIBLE WORKING
ARRANGEMENTS
SA Lotteries provides a flexible
working environment to assist
employees to balance work and
family responsibilities. During the
year, 32 per cent of staff members
benefited from a voluntary flexible
working arrangement.
ENTERPRISE AGREEMENT
OCCUPATIONAL HEALTH
AND SAFETY
SA Lotteries’ Public Relations staff.
SA Lotteries is committed to
ensuring, so far as is reasonably
practicable, that all employees are
safe from injury and risk to health
while at work. This is achieved by
striving to continually improve health
and safety systems and practices,
and by comparing those against
industry standards. During 2010-11,
the following health and safety
activities took place:
• anannualoccupationalhealth
andsafetyinspectionofpremises;
• drivertrainingandeducationfor
employees who drive fleet
vehicles;
• ergonomicassessmentsof
employeeworkstations;
LEAVE MANAGEMENT
All staff are encouraged to take their
full 20-day annual leave entitlement
over the financial year.
DISABILITY DISCRIMINATION
ACTION PLAN
SA Lotteries undertook a review of
its Disability Discrimination Action
Plan in 2010-11. Implemented in July
1998, the Plan identifies barriers for
employees with a disability and
recommends strategies for eliminating
SA Lotteries’ Executive Administration staff.
those barriers. These strategies have
been implemented and are ongoing.
The plan can be accessed on
SA Lotteries’ corporate website.
In support of employee wages
and conditions, SA Lotteries has
implemented an Enterprise
Bargaining Agreement that allows
for the negotiation of workplace
conditions and organisational
change. SA Lotteries’ current
Enterprise Bargaining Agreement
expires in September 2012.
• firstaidtrainingforrelevant
employees;
• quarterlyoccupationalhealthand
safetycommitteemeetings;
WORKERS’ COMPENSATION
Through the effective management
of safe work practices, there were no
workers’ compensation claims during
2010-11, assisting SA Lotteries in
achieving a further reduction in the
WorkCover levy rate for 2010-11.
EMPLOYEE ASSISTANCE
SA Lotteries offers an Employee
Assistance Program, which provides
confidential guidance and advice for
personal and work-related matters.
• reviewofalloccupationalhealth
and safety policies, guidelines
andprocedures;
• subsidisedfluvaccinationsfor
employees;and
• firewardentrainingforrelevant
employees.
AVERAGE DAYS LEAVE TAKEN PER FULL-TIME EQUIVALENT EMPLOYEE
Leave Type
2007-08
2008-09
2009-10
2010-11
Sick leave taken*
7.0
7.0
6.6
10.2
Family carer’s leave taken
0.8
1.0
1.3
1.4
Miscellaneous special leave
0.8
0.2
0.3
0.3
* Figures incorporate paid and unpaid sick leave.
EMPLOYEE GENDER
SA LOTTERIES’ EMPLOYEES
Persons (as at 30 June 2011)
86
Full-Time Equivalent employee
numbers as at 30 June 2011
80.24
Number of persons separated from
SA Lotteries during the 2010-11
financial year
16
Number of persons recruited to
SA Lotteries during the 2010-11
financial year
14
Number of persons on leave
without pay at 30 June 2011
2
Female
53.49
46.51
50.15
% Persons
49.85
Male
% FTEs
EMPLOYEE SALARY BRACKET
30
Male
40
Female 46
25
Total
86
20
15
10
5
4
11
15
15
15
30
9
13
22
8
6
14
4
1
5
0
$0-$50 399
$50 400 - $64 099
$64 100 - $82 099
$82 100 - $103 599
$103 600 +
Part time and casuals reflected as what they would earn if they worked full time.
Two (2) employees on unpaid leave.
EXECUTIVES BY GENDER, CLASSIFICATION AND STATUS
Classification
Level D
Contract Tenured
Contract Untenured
Total
Male
Female
Male
Female
Male
Female
Total
0
0
0
1
0
1
1
Level B
0
0
2
0
2
0
2
Level A
0
0
2
0
2
0
2
Total
0
0
4
1
4
1
5
STATUS OF EMPLOYEES IN CURRENT POSITION (AS AT 30 JUNE 2011)
Full-Time
Equivalents
Ongoing
Short-Term
Contract
Long-Term
Contract
Other (Casual)
Total
Female
36.4
2.8
1
0
40.2
Male
36.0
0
4
0
40.0
Total
72.4
2.8
5
0
80.2
Long-Term
Contract
Other (Casual)
Total
STATUS OF EMPLOYEES IN CURRENT POSITION (AS AT 30 JUNE 2011)
Employees
Ongoing
Short-Term
Contract
Female
41
4
1
0
46
Male
36
0
4
0
40
Total
77
4
5
0
86
* Precludes employees on unpaid leave.
NUMBER OF ABORIGINAL AND/OR TORRES STRAIT ISLANDER EMPLOYEES
Aboriginal/Torres Strait Islander
Male
Female
Total
% of Agency
Target *
0
0
0
0
2.0%
* Target from South Australia’s Strategic Plan.
EMPLOYEES BY AGE BRACKET BY GENDER
Age Bracket
Male
Female
Total
% Total
Workforce
Benchmark*
15-19
0
0
0
0
6.1
20-24
2
2
4
4.65
10.6
25-29
2
10
12
13.96
10.5
30-34
6
5
11
12.79
9.4
35-39
9
6
15
17.44
11.2
40-44
5
6
11
12.79
11.1
45-49
5
6
11
12.79
12.2
50-54
5
5
10
11.63
11.0
55-59
3
1
4
4.65
9.2
60-64
3
4
7
8.14
6.0
65+
0
1
1
1.16
2.9
Total
40
46
86
100
100.0
* Source: Australian Bureau of Statistics Australian Demographic Statistics 6291.0.55.001, Labour Force Status (ST LM8) by
sex, age, state, marital status – employed – total from Feb 78 Supertable, South Australia at May 2010.
SA Lotteries staff, meeting at Head Office.
CULTURAL AND LINGUISTIC DIVERSITY
Male
Female
Total
% of Agency
SA Community*
Number of employees born overseas
10
9
19
22.09
20.3
Number of employees who speak language(s)
other than English at home
3
5
8
9.30
16.6
* Benchmarks from ABS Publication Basic Community Profile (SA) Cat No. 2001.0, 2006 census.
TYPES OF EMPLOYEE DISABILITIES
Male
Female
Total
% of Agency
Disability Requiring Workplace Adaptation
Disability
0
1
1
1.1
Physical
0
0
0
Intellectual
0
0
0
Sensory
0
0
0
Psychological/Psychiatric
0
0
0
Other
0
0
0
TOTAL
0
1
1
1.1
Male
Female
Total
Purchased leave
0
0
0
Flexible hours
2
4
6
Compressed weeks
0
2
2
Part-time (as calculated by FTE)
0
16
16
Job Share
0
4
4
Working from home
0
0
0
VOLUNTARY FLEXIBLE WORKING ARRANGEMENTS
PERFORMANCE DEVELOPMENT
Employees with:
% Total Workforce
A plan or review within the past 12 months
100
No plan or review within the past 12 months
0
LEADERSHIP AND MANAGEMENT TRAINING EXPENDITURE
Training and Development
Total training and development expenditure**
Total leadership and management development expenditure
Total Cost
% of Total Remuneration
Expenditure*
$234 368.14
3.16
$74 728.53
1.00
*Total remuneration expenditure is based on gross salaries plus employer superannuation and payroll tax.
** Total training and development expenditure is based on course fees plus all associated costs.
OCCUPATIONAL HEALTH AND SAFETY
Occupational health, safety and injury management
1
2
2010-11
2009-10
2008-09
Number of notifiable occurrences pursuant to OHS&W Regulations
Division 6.6
Nil
Nil
Nil
Number of notifiable injuries pursuant to OHS&W Regulations Division 6.6
Nil
Nil
Nil
Number of notices served pursuant to OHS&W Act s35, s39 and s40
Nil
Nil
Nil
Total number of employees who participated in the rehabilitation program
Nil
Nil
Nil
Total number of employees rehabilitated and reassigned to alternative duties
Nil
Nil
Nil
Total number of employees rehabilitated back to their original work
Nil
Nil
Nil
Number of open claims as at 30 June 2011
Nil
1
1
0.03
0.03
Nil
Number of new workers’ compensation claims
Nil
2
Nil
Number of fatalities (F)
Nil
Nil
Nil
Number of lost time injuries (LTI)
Nil
Nil
Nil
Number of medical treatment only (MTO)
Nil
2
Nil
Total number of whole working days lost
Nil
Nil
Nil
Nil
$1 914
Nil
$2 074
$1 914
Nil
Amount paid for lump sum payments on the settlement of a claim
(s42, s43, s44)
Nil
$85 000
Nil
Total amount recovered from external sources (s54) including from a
negligent third party
Nil
Nil
Nil
$89 036
$86 678
$78 826
Nil
Nil
Nil
OH&S LEGISLATIVE REQUIREMENTS
INJURY MANAGEMENT LEGISLATIVE REQUIREMENTS
Percentage of workers’ compensation expenditure over gross remuneration
3
4
NUMBER OF CLAIMS
COST OF WORKERS’ COMPENSATION
Cost of new claims for financial year
Cost of all claims excluding lump sum payments
Budget allocation for workers’ compensation
5
TRENDS
Injury frequency rate for new lost-time injury/disease for each million
hours worked
Most frequent cause (mechanism) of injury
Repetitive
strain
Repetitive
strain/
Laceration
Nil
Most expensive cause (mechanism) of injury
Repetitive
strain
Repetitive
strain
Nil
SOUTH AUSTRALIAN-BASED
BUSINESSES EARNED $29 MILLION
FROM THE SALE OF
SA LOTTERIES’ GAMES.
AGENCY
NETWORK
AGENCY NETWORK
SA Lotteries has the most diversified
agency network in Australia, offering
the highest number of agencies per
head of population in convenient
locations across the State.
SA Lotteries’ agency network is
the trusted customer interface for
our games.
The agency network represents a
variety of business types such as
newsagencies, kiosks, supermarkets,
chemists and hotels, with SA Lotteries’
Keno game also available at 165
SA TAB agencies.
In 2010-11, SA Lotteries’ agency
network earned $29 million in
commission from the sale of tickets.
Comprising 553 businesses as at
30 June 2011, SA Lotteries’ agency
network extends throughout regional
and metropolitan South Australia.
AGENT TRAINING
SA Lotteries makes a significant
annual investment, with accredited
training provider Business SA to
provide training for every new
member of our agency network in
business management, customer
service, lottery terminal operation,
and responsible gambling promotion.
In 2010-11, 121 agency employees and
111 agency managers or owners
successfully completed the
dedicated training modules.
AGENT ENGAGEMENT
COMPOSITION OF NETWORK BY BUSINESS TYPE
Number of Outlets
as at June 2011
Total $ Sales 2010-11
(’000)
Total Retail
335
$323 295
Total Licensed
218
$58 648
SA TAB (Keno only)
165
$6 997
TOTAL
718
$388 940
The Agent Reference Group was
established in January 1996 to
strengthen the relationship between
SA Lotteries and its agency network
via an ongoing consultation process.
Comprising representatives from
SA Lotteries’ Marketing and Sales
team and agents from regional and
metropolitan South Australia and
business channels, the Group met on
four occasions in 2010-11 to facilitate
network feedback on business
promotions, ideas and concepts.
Goolwa Chemmart staff celebrating the sale of a
Dvision One winning X Lotto entry. Courtesy of
The Times, Victor Harbor.
SA Lotteries acknowledges the
efforts of members whose term
expired during 2010-11:
• AlfSpronk
(Giftland,NoarlungaCentre);
• CameronTaylor
(ParaHillsCommunityClub);
• DianneDissel
(Dissel’s Findon Road
Newsagency);
• PaulWright
(OakPlazaNewsagency,Stirling);
• RosePogas
(VirginiaLotteriesKiosk);and
• AndrewWilliamson
(IGA Everyday Morphett Vale).
SA Lotteries welcomed the following
agents to the Agent Reference
Group in 2010-11:
• GeorgeTong(ElizabethPark
Newsagency&Lotto);
• GeorgeChin
(ChinatownEspresso,Adelaide);
• GregSaunders
(Parafield Gardens
CommunityClub);
• ChrisWoodman
(PeterboroughNewsagency);
• NeilCole
(SeafordNewsagency);
• GeoffRoberts
(HappyValleyNewsagency);
• MarkKinsley
(BridgewaterNewsagency);
• AnthonyAntoniadis
(ParabanksNewsagency);
• MaryKitson
(HiltonPlazaLotteryKiosk);and
• CharlieZucco
(West Lakes Shore Foodland).
RECOGNISING BUSINESS
EXCELLENCE
SA Lotteries’ annual Agency
Excellence Awards program
recognises and rewards excellence
within the retail and licensed agency
network.
The following agencies were
recognised for attaining 20 years of
service as an SA Lotteries agent at
the event:
• ArdrossanNewsagency;
• BritishWorkingMen’sClub,
Wingfield ;
The 2009-10 Agency Excellence
Awards gala presentation dinner was
held at the InterContinental Adelaide
in October 2010. Based on set
performance criteria, winners were
determined across eight award
categories:
• BuckinghamArmsHotel,
Gilberton;
• BestRetailAgency-Gold
VirginiaLotteriesKiosk;
• EastGambierSportsmen’s
FootballClub,MountGambier;
• BestLicensedAgency-Gold
Westland Hotel Motel,
WhyallaNorrie;
• ExtraNewsagency,HydePark;
• BestRetailAgency-Silver
RostrevorPharmacy;
• KeithNewsagency;
• BestLicensedAgency–Silver
CastleTavern,Edwardstown;
• LyrupCommunityClub;
• BestRetailAgency-Bronze
BirdwoodNewsagency;
• CentralDistrictFootballersClub,
Elizabeth;
• Cobdogla&DistrictClub;
• DN’sNewsagency,Waikerie;
• FlagstaffHillGolfClub;
• GlenelgFootballersClub;
• LoxtonClub;
• MannumClub;
• MarionHotel,MitchellPark;
Agency Excellence Awards winners with Chief
Executive, June Roache.
• BestLicensedAgency–Bronze
HotelElliot,PortElliot;
• MarionSports&CommunityClub,
OaklandsPark;
• CommunityServiceAward
ParaHillsCommunityClub;and
• Millicent&DistrictCommunityClub;
• AgencyEmployeeoftheYear
Jayne Taylor of Para Hills
Community Club.
• ParaHillsCommunityClub;
• MonashClub;
• ParafieldGardensCommunityClub;
• PlushPharmacy,HoldenHill;
• PortAdelaideFootballClub,
Alberton;
• RenmarkClub;
• RoxbyDownsClub;
• SalisburyNorthFootballClubInc.;
• SouthAdelaideFootballersClub,
NoarlungaDowns;and
• WestAdelaideFootballersClub,
Richmond.
MATERIAL DISTRIBUTION
INDUSTRY SUPPORT
• reliableservice;
• AustralianNewsagents’
Federation(SAbranch);
SA Lotteries gives high priority to
the management and distribution of
materials to its agency network via
a warehouse distribution function
that guarantees:
In 2010-11, SA Lotteries continued its
sponsorship support of the following
key industry bodies representing
members of its agency network:
• availabilityofmaterials;
• rapidturnaroundtimes;and
• AustralianHotelsAssociation(SA);
and
• promptqueryresolution.
• ClubsSA.
A tender process ensures that
SA Lotteries employs the most
cost-effective distribution method to
equip its diverse agency network
with current point of sale material.
SUPPLIERS
During the year, SA Lotteries spent
$14.2 million sourcing products or
services, with 73 per cent of the value
going to South Australian businesses
who collectively earned $10.3 million
in exchange for goods and services.
SA Lotteries warehouse staff.
SA Lotteries’ transparent acquisition
process requires that the procurement
of goods and services valued at
$110 000 (inclusive of GST) or
greater be subject to a tender
process. Contracts are awarded on
the basis of pre-determined criteria
to ensure that SA Lotteries obtains
the best value for money and quality
of services.
SA Lotteries undertakes the
following initiatives to ensure that
best practice procurement is
achieved and maintained:
• quarterlyratingofexisting
suppliers to ensure suppliers
deliver on price, quality and
service;
• qualitymanagementreviewsof
theSuppliersRegister;and
• assessingeachtenderer’s
corporate, social and
environmental contributions to
the community during the tender
evaluation process.
CONTRACTUAL ARRANGEMENTS
In 2010-11, there were no contractual
arrangements entered into with a
total value exceeding $4 million
(inclusive of GST).
CONSULTANCIES
In 2010-11, there was one consultancy
engaged with an expenditure range
between $10 000 and $50 000.
PwC undertook evaluation of a new
game concept at a cost of $13 636.
ACCOUNT PAYMENT PERFORMANCE
Number of
Accounts Paid
% of Accounts
Paid (by number)
Value in $A of
Accounts Paid
% of Accounts
Paid (by value)
3 395
99.53
$18 854 958
98.92
Paid late but paid within 30 days of
the due date
16
0.47
$206 560
1.08
Paid more than 30 days from due date
0
0.00
-
0.00
Paid by due date
LOTTERY
INDUSTRY PARTNERS
THE BLOC
SA Lotteries’ multi-jurisdictional
(Bloc) arrangements continued in
2010-11 with the following Australian
lottery operators:
• TattsLotteries(Victoria,
New South Wales, Queensland,
Australian Capital Territory,
NorthernTerritoryandTasmania);
and
• Lotterywest(WesternAustralia).
The Bloc pools money to allow
for larger jackpots for Australia’s
favourite lottery games, while the
licensing structure and operations
of each lottery operator remain
independent and autonomous.
INTERNATIONAL ASSOCIATIONS
SA Lotteries’ Chief Executive,
June Roache, has chaired the
APLA Executive Committee since
September 2008 and was re-elected
as Chair in November 2010.
Membership of international lottery
industry associations provides
valuable information sharing and
networking opportunities. During the
year, SA Lotteries continued to
benefit from membership of the
following two key international
associations:
World Lottery Association (WLA)
WLA is a global professional
association of lottery and gambling
organisations from more than
80 countries on six continents.
As Chair of APLA, SA Lotteries’
Chief Executive, June Roache,
represents the Asia Pacific lottery
region on the WLA Executive
Committee. SA Lotteries is also an
APLA representative on the Legal
Network Committee.
Asia Pacific Lottery Association
(APLA)
APLA is one of five regional lottery
industry associations worldwide and
represents 25 lottery organisations
from 10 countries within the Asia
Pacific region.
APLA/WLA Seminar in Phuket, Thailand, August 2010.
During the year, Bloc Executive
Committees met regularly, with
SA Lotteries hosting the March
meeting. SA Lotteries also continued
its role as Bloc Secretariat
Administrator and Game
Administrator of the Australian
Soccer Pools Bloc.
Overseas Travel By SA Lotteries Employees
Destination
Reason for travel
No. of employees
Total cost*
Shanghai, China
APLA Executive Committee
Meeting and APLA/WLA Seminar
1
$9 01 1.44
Phuket, Thailand
APLA Executive Committee
Meeting and APLA/WLA Seminar
2
$9 956.88
* Total cost includes airfares and, as applicable, accommodation, meals and registration fees. It does not include any salary
or salary-related costs.
MORE THAN 120 000 FOOTBALL
FANS ENJOYED FREE TRANSPORT
TO AND FROM AAMI STADIUM
ABOARD THE SA LOTTERIES
FOOTY EXPRESS.
COMMUNITY
BENEFITS
SA Lotteries has been creating
prosperity for the State of South
Australia for almost 45 years.
Since 1967, SA Lotteries’ games have
generated more than $4.7 billion in
prize money for local players and
another $2.2 billion for public
hospitals.
In 2010-11, $93.9 million, equating to
approximately $1.8 million each week,
was distributed to South Australia’s
Hospitals Fund for the provision,
maintenance, development and
improvement of public hospitals.
The Recreation and Sport Fund
received $233 913 to support and
develop State sporting facilities and
services, taking the total contributed
since the Fund was established in
1987 to $8.9 million.
Annual survey results reveal that
39 per cent of adult South
Australians are aware of SA Lotteries’
profit distribution to hospitals, with
65 per cent of South Australian
adults aware that SA Lotteries’
profits benefit the local community.
Strengthening its vision to benefit
the community of South Australia,
SA Lotteries extends further support
to a range of sponsorship and
community initiatives.
$50 000 DONATION TO
UPGRADE FACILITIES AT
FLINDERS MEDICAL CENTRE
SA Lotteries started a community
fundraising drive with radio station
Mix 102.3 in June to upgrade
accommodation facilities for rural
families using the Flinders Medical
Centre (FMC). SA Lotteries’ $25 000
donation led to numerous pledges
from other South Australian
organisations to support the renovation
of housing units for regional parents
with infants in neonatal care.
Each year, more than 400 babies
are cared for in the FMC Neonatal
Intensive Care Unit - one of only
two in South Australia - with many
premature infants requiring
around-the-clock breathing support,
close monitoring and intravenous
feeding. Regional families experience
the added financial burden - during
an already trying time - of having to
find accommodation near the Centre.
In order to benefit those directly using
the neonatal facilities, SA Lotteries
increased its donation to $50 000 to
allow for the purchase of essential
cardio-respiratory monitors for the unit.
SA Lotteries’ donation was in addition
to its annual profit distribution to
South Australian hospitals.
SA LOTTERIES FOOTY EXPRESS
SA Lotteries continued its
partnership with the South Australian
National Football League to ensure
the operation of the SA Lotteries
Footy Express in 2010-11.
The free bus service for South
Australians travelling to
AAMI Stadium for Adelaide Crows
and Port Power Australian Football
League matches, transported more
than 120 000 fans (18 per cent of
match attendees) from 146 bus stops
across metropolitan Adelaide and,
more recently, some regional areas.
By reducing the number of vehicles
travelling to AAMI Stadium, the
service also results in a 6 000-tonne
reduction in greenhouse gas
emissions.
DRIVING A HEALTHY STATE
WITH ST JOHN AMBULANCE
An inaugural partnership with
St John Ambulance Australia (SA)
Inc benefited more than 14 000
South Australians receiving first aid
treatment at public events.
SA Lotteries’ support ensured that
St John volunteers were able to
provide first aid assistance at many
major and local events, such as
Clipsal 500, Santos Tour Down Under
and the Big Day Out music festival.
St John volunteers with SA Lotteries’ First Aid Vehicle.
SPONSORSHIP
PATIENT PERFORMANCES
To more directly support
SA Lotteries’ primary profit
beneficiary, partnerships with
high-profile South Australian arts
organisations bring the healing power
of music and comedy to patients in
hospital wards across the State.
Adelaide Fringe Hospital Hilarity performance
troupe - On the fly.
SA Lotteries Symphony Sessions
with the Adelaide Symphony
Orchestra
SA Lotteries State Opera Arts
in Health with the State Opera
South Australia
SA Lotteries Symphony Sessions is
a program aimed at promoting the
positive effects of music on health
and wellbeing in the hospital
community.
The partnership with State Opera
South Australia presents leading
local opera singers Joanna McWaters
and Andrew Turner at various
Adelaide hospitals, including the
Flinders Medical Centre, Queen
Elizabeth Hospital and Modbury
Hospital. Ten performances were
presented to eight hospitals and
health centres throughout 2010-11.
Adelaide Symphony Orchestra (ASO)
string and wind ensembles played
eight ensemble performances in a
variety of wards at the Royal Adelaide
Hospital throughout the year for
patients being treated for burns,
cancer and spinal and facial injuries.
More than 3 000 patients, staff and
members of the public attended the
ASO performances in the hospital.
Hospital Hilarity with the
Adelaide Fringe
SA Lotteries Footy Tipping
SA Lotteries continued to support
the South Australian National
Football League Footy Tipping
Competition during the 2011 season.
The competition attracted more than
9 000 participants.
Adelaide Fringe Hospital Hilarity.
Photo courtesy Giovanni Lorusso.
SA Lotteries partnered with the
Adelaide Fringe to bring the fun of
Australia’s largest arts festival to the
Women’s & Children’s Hospital and
Royal Adelaide Hospital. This year,
over two days of the Adelaide Fringe,
improvisation theatre group On The
Fly brought smiles to those not well
enough to attend shows.
Theatre Support
SA Lotteries String Sessions with
the Australian String Quartet
Over and above its profit returns to
State hospitals, SA Lotteries
extended support to the Flinders
Medical Centre Foundation,
Queen Elizabeth Hospital Research
Foundation, Women’s & Children’s
Hospital Foundation and Royal Flying
Doctor Service via sponsorship
initiatives in 2010-11.
SA Lotteries’ partnership with the
Australian String Quartet brought
music to regional hospitals and
health centres to brighten the spirits
of patients and nursing staff across
regional South Australia.
As Corporate Partner, SA Lotteries
continued to assist the State Theatre
Company of South Australia to
provide quality live performances
bringing cultural inspiration to
audiences and artists across South
Australia.
Extended Health Support
ROTARY MEMBERSHIP
SA Lotteries continued its association
with Rotary through the year to
enable Executives to attend regular
networking functions and participate
in community initiatives. One such
initiative is the Community Mentoring
Program – Inner North East. As part
of this program, SA Lotteries’
General Manager – Marketing and
Sales works with a high school
student to maximise their chances
of Year 12 completion.
CHRISTMAS GIVING
While SA Lotteries’ spirit of giving
applies all year round, Christmas
presents an opportune time to help
those less fortunate by making
wishes come true.
Granting Christmas wishes
SA Lotteries’ Christmas Wishes
promotion, broadcast with radio
partner Mix 102.3, fulfilled the dreams
of South Australians in December.
The two-week promotion
encouraged adult listeners to register
their wishes on Mix 102.3’s website in
the lead-up to Christmas, with nine
locals winning $1 000.
CORPORATE VOLUNTEERING
SA Lotteries’ employees continued to
be granted one day a year at full pay
to volunteer their time and skills for a
not for profit organisation. In June, a
team of nine employees volunteered
a day out of the office to erect
perimeter fencing and repaint interior
facilities at Hills Community Options,
a not for profit organisation
supporting adults with intellectual
disabilities.
Christmas Wishing Tree
SA Lotteries employees extended
generous support to The Smith
Family’s Wishing Tree project by
donating 24 presents, including new
books and toys, as Christmas gifts
for South Australians in need.
SA Lotteries’ corporate volunteers erecting perimeter fencing for
Hills Community Options.
FUNDRAISING
Support for community groups
SA Lotteries provided 70 Community
Support Kits to assist clubs, schools,
sporting groups and charities with
their fundraising efforts.
Community event participation
Throughout the year, SA Lotteries
reimbursed registration fees for
employees participating in
community-based fundraising events
including fun runs, walks and cycling
events.
Charity fundraising
Workplace giving
SA Lotteries’ employees facilitated
fundraising events for four
nominated charities during the year.
SA Lotteries matched employee
donations dollar-for-dollar to
contribute a total of $3 426 to the
following not for profit organisations:
A number of charities continue to
receive regular donations from
employees as a part of SA Lotteries’
ongoing Workplace Giving program.
• MaryPotterFoundation;
• HeartKidsSA;
• GuideDogsSA/NT;and
• RonaldMcDonaldHouse.
In addition to SA Lotteries’ quarterly
fundraising activities, staff held a
special ‘Proud to be Australian’
fundraiser, held on Australia Day, to
benefit victims of the devastating
Queensland floods. Staff raised $640,
which was matched by SA Lotteries
to take the total contributed to the
Queensland Premier’s Disaster Relief
Appeal to $1 280.
Blood donor program
During 2010-11, employees donated
blood to Red Cross as part of
SA Lotteries’ Corporate Blood Donor
Program.
100 PER CENT OF RECYCLABLE WASTE
AT HEAD OFFICE IS RECYCLED UNDER
A NEW WASTE PROGRAM
LAUNCHED IN 2010-11.
MINIMISING OUR
ENVIRONMENTAL IMPACT
MINIMISING OUR
SA Lotteries embraces sound
environmental practices across its
business operations, including using
efficient and sustainable energy to
reduce greenhouse gas emissions,
reducing waste, and encouraging
recycling of its supplies. These
practices achieved an overall
reduction in energy consumption of
0.2 per cent on the previous year.
Year
REDUCING ENERGY
CONSUMPTION
SENSOR LIGHTING
South Australia’s Strategic Plan targets
a reduction in energy consumption of
25 per cent in government buildings
from 2000-01 levels by 2014.
SA Lotteries’ increased energy use
during 2009-10 was due to the
installation of the replacement online
lottery system, which still impacted
on energy consumption in 2010-11.
However, SA Lotteries continues to
focus on energy consumption at
both its head office and warehouse
operating sites.
Energy Consumption
kWhrs
Greenhouse Gas Emissions
KgCO2
2006-07
811 702
813 082
2007-08
787 612
733 494
2008-09
734 330
651 849
2009-10
914 020
811 358
2010-11
912 363
809 886
ENERGY & GREENHOUSE GAS EMISSIONS
1,000,000
800,000
600,000
400,000
200,000
0
2006 - 07
2007 - 08
Energy Consumption kWhrs
2008 - 09
2009 - 10
Greenhouse Gas Emissions KgCO2
2010 - 11
Sensor lighting installed throughout
SA Lotteries’ Head Office and
warehouse distribution areas has
resulted in an estimated 14 per cent
reduction in energy consumption
for the lighting component of
energy usage.
SA Lotteries launched a recycling
program in February to ensure that
100 per cent of recyclable waste,
generated across its two operations
sites, is recycled. The program
complements SA Lotteries’
commitment to waste reduction via
the use of recyclable products and
materials obtained from renewable
sources, where possible. SA Lotteries
also encourages recycling among
members of its agency network, with
100 per cent of the agency network
equipped with recycling facilities.
To encourage recycling and the
responsible disposal of SA Lotteries’
tickets a ‘100% recyclable’ logo is
incorporated on all terminalgenerated tickets. A message
promoting the responsible disposal of
tickets is also included on the reverse
of all SA Lotteries’ Instant Scratchies
tickets. A similar message has been
applied to game coupons.
In addition, in 2010-11 SA Lotteries
donated 63 computers to the State
Procurement area of Government for
re-use by charitable organisations.
BUSINESS CLEAN UP DAY
In March, SA Lotteries’ employees
once again participated in Business
Clean Up Day by collecting rubbish
from the parklands area opposite
SA Lotteries Head Office.
CLEANER AND FEWER VEHICLES
During 2010-11, SA Lotteries reviewed
the size and mix of vehicles in its fleet
with a view to reducing emissions
and operational costs. As a result, a
program commenced to replace
identified vehicles with locally
produced, fuel efficient, four cylinder
vehicles, benefiting both the
environment and the community.
EARTH HOUR
SA Lotteries’ annual participation in
Earth Hour continued to demonstrate
a commitment to the environment
and to assist further in the reduction
of greenhouse gases by switching off
non-critical systems and lighting.
REDUCING WORKPLACE LITTER
In 2010-11, SA Lotteries provided
each employee with a re-usable,
barista-standard coffee cup.
SA Lotteries staff at Business Clean up day.
RECYCLING
THE FUTURE
SOUTH AUSTRALIA’S
2011 STRATEGIC PLAN
SA LOTTERIES’ 2011-12 OUTLOOK
Goal 1: To promote, conduct and distribute lotteries games for the benefit of the South Australian community.
Strategy 1: Grow revenue by enhancing existing games and introducing new games and initiatives.
OUR PROSPERITY
Continue to exceed targets for gross sales and number of tickets sold
Maximise market share for Australian Bloc games
Optimise the distribution network and value of SA Lotteries
Strategy 2: Exceed customer expectations by providing an accessible and reliable service.
OUR IDEAS
Expansion of corporate website functionality to ensure growth in number of
visits and greater engagement
Maintain system and point of sale terminal reliability
Ensure growth in Easiplay customer registration membership
Goal 2: To be a corporately responsible and respected organisation that has a broad base of community support.
Strategy 3: Ensure community and stakeholder trust and support.
OUR HEALTH
Continue to benefit the community of South Australia through returns to the
Hospital’s Fund and Recreation and Sport Fund.
Ensure adherence to Responsible Gambling and Advertising Codes of Practice
OUR COMMUNITY
Build on gains made in 2010-11 to achieve accreditation with Information
Security Control Standard AS/NZS ISO 27001
Accreditation with World Lottery Association Security Control Standards
Achieve 99% customer satisfaction
Continue to build the Corporate Social Responsibility Program
SOUTH AUSTRALIA’S
2011 STRATEGIC PLAN
SA LOTTERIES’ 2011-12 OUTLOOK
Strategy 4: Adopt sound environmental practices
OUR ENVIRONMENT
Target further reduction in gas emissions and energy consumption
Continued promotion of recycling initiatives
Replace existing fleet cars with more efficient four cylinder vehicles and
ongoing review of number of vehicles required.
Goal 3: To optimise profits through the effective allocation of resources.
Strategy 5: Ensure a high performance and ethical culture.
OUR EDUCATION
Maintain 100% involvement of staff in new Performance Management System
with monitoring against documented individual performance plans
Maintain investment in training and development
Support staff through transition to a private sector operator
Strategy 6: Ensure sustainable growth opportunities are pursued.
OUR PROSPERITY
Pursue projects that give consumers greater choice and convenience
Provide excellent support to all agencies during transition to a private sector
operator
Retain and build on percentage of South Australian suppliers
GAME SALES REACHED
$388.9 MILLION IN 2010-11
STATEMENT OF
COMPREHENSIVE INCOME
STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED 30 JUNE 2011
Note
2011
2010
$’000
$’000
Income
Sales revenue
5
388 940
390 704
Cost of sales
6
341 325
341 378
47 615
49 326
2 465
2 242
Gross Margin
Interest revenue
Other revenues
7
Total Income
4 676
4 579
54 756
56 147
Expenses
Employee benefits expenses
8
7 315
8 029
Supplies and services
9
15 646
16 542
Depreciation and amortisation expense
10
2 315
2 163
Net loss on disposal of non-current assets
11
18
-
Total Expenses
25 294
26 734
Profit before income tax equivalent
29 462
29 413
Income tax equivalent expense
8 839
8 824
Profit after income tax equivalent
20 623
20 589
Total Comprehensive Result
20 623
20 589
The profit after income tax equivalent and comprehensive result are attributable to the SA Government as owner.
The above statement should be read in conjunction with the accompanying notes.
STATEMENT OF
FINANCIAL POSITION
STATEMENT OF FINANCIAL POSITION AS AT 30 JUNE 2011
Note
2011
2010
$’000
$’000
Current Assets
Cash and cash equivalents
13
52 546
50 089
Receivables
14
2 783
19 567
Inventories
Total Current Assets
635
699
55 964
70 355
Non-Current Assets
Receivables
14
133
186
Property, plant and equipment
15
13 888
15 552
Intangible assets
16
-
3
Total Non-Current Assets
14 021
15 741
Total Assets
69 985
86 096
Current Liabilities
Payables
17
24 948
41 693
Employee benefits
18
666
869
Other current liabilities
19
10 397
8 898
36 011
51 460
17
1 448
1 068
Employee benefits
18
1 341
1 363
Other non-current liabilities
19
6 939
8 586
Total Current Liabilities
Non-Current Liabilities
Payables
Total Non-Current Liabilities
9 728
11 017
Total Liabilities
45 739
62 477
Net Assets
24 246
23 619
636
636
Equity
Funds retained for capital purposes
Asset revaluation surplus
1 151
849
Reserves
22 459
22 134
Total Equity
24 246
23 619
The Total Equity is attributable to the SA Government as owner.
Unrecognised contractual commitments
21
Contingent assets and liabilities
22
STATEMENT OF
CHANGES IN EQUITY
Funds
Retained
for Capital
Purposes
Asset
Revaluation
Surplus
Building
Maintenance
Reserve
$’000
$’000
$’000
636
5 474
65
for 2009-10
-
-
-
Total comprehensive result
for 2009-10
-
-
-
Balance at 30 June 2009
Capital
Asset
Reserve
(Note 20)
Total
Keno Prize
Reserve
Retained
Earnings
$’000
$’000
$’000
$’000
17 337
1 486
-
24 998
-
-
20 589
20 589
-
-
20 589
20 589
(4 749)
-
Transfers:
•
from Retained earnings
-
-
-
2 000 2 749 •
to Retained earnings
-
(4 625)
-
(1 503)
-
Dividend contribution to SA Government
6 128 -
-
-
-
-
-
(21 968)
(21 968)
636
849
65
17 834
4 235
-
23 619
for 2010-11
-
-
-
-
-
20 623
20 623
Total comprehensive result for 2010-11
-
-
-
-
-
20 623
20 623
Transfers:
•
from Retained earnings
-
-
-
2 000 2 771 (4 771)
-
•
to Retained earnings
-
-
( 24)
(2 277)
(2 145)
4 446 -
Gain on revaluation of property
in 2010-11 (Note 15)
Dividend contribution to SA Government
302
-
-
-
-
-
302
-
-
-
-
-
(20 298)
(20 298)
636
1 151
41
17 557
4 861
-
24 246
All changes in equity are attributable to the SA Government as owner.
STATEMENT OF
CASH FLOWS
STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 30 JUNE 2011
Note
2011
2010
$’000
$’000
360 906
367 268
Cash Flows from Operating Activities
Cash Inflows
Receipts from customers
Interest received
1 743
2 239
GST received from the Australian Taxation Office
5 022
5 385
367 671
374 892
Cash generated from operations
Cash Outflows
Prizes paid
(230 559)
(239 579)
Payments to suppliers and employees
(24 217)
(28 172)
GST paid to the Australian Taxation Office
(14 476)
(15 347)
Distribution to the Hospitals Fund and Recreation and Sport Fund
• Gambling tax
24
(63 228)
(67 227)
• Dividends
24
(20 160)
(23 977)
• Unclaimed prizes
24
(2 072)
(1 804)
Distribution to the Hospitals Fund for income tax equivalent
24
(8 899)
(8 867)
(363 611)
(384 973)
4 060
(10 081)
1
-
Purchase of property, plant and equipment
(1 604)
(10 644)
Net cash used in investing activities
(1 603)
(10 644)
2 457
(20 725)
Cash used in operations
Net cash provided by (used in) operating activities
23
Cash Flows from Investing Activities
Cash Inflows
Proceeds from sale of property, plant and equipment
Cash Outflows
Net Increase (Decrease) in Cash and Cash Equivalents
Cash and Cash Equivalents at the beginning of the financial year
Cash and Cash Equivalents at the end of the financial year
23
50 089
70 814
52 546
50 089
INDEX
TO NOTES
INDEX TO NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
Establishment and Function of SA Lotteries
Note 1
Summary of Significant Accounting Policies
Note 2
New and Revised Accounting Standards and Policies
Note 3
Related Party
Note 4
Income Notes
Sales revenue
Note 5
Cost of sales
Note 6
Other revenues
Note 7
Expense Notes
Employee benefits expenses
Note 8
Supplies and services
Note 9
Note 10
Net loss on derecognition of non-current assets
Note 11
Auditor’s remuneration
Note 12
Asset Notes
Cash and cash equivalents
Note 13
Receivables
Note 14
Property, plant and equipment
Note 15
Intangible assets
Note 16
Liabilities Notes
Payables
Note 17
Employee benefits
Note 18
Other liabilities
Note 19
Other Notes
Capital asset reserve
Note 20
Unrecognised contractual commitments
Note 21
Contingent assets and liabilities
Note 22
Cash flow reconciliation
Note 23
Distribution of funds to SA Government
Note 24
Financial risk management
Note 25
Superannuation
Note 26
Transactions with SA Government
Note 27
NOTES TO THE
FINANCIAL STATEMENTS
NOTES TO THE FINANCIAL STATEMENTS
1. Establishment and Function of SA Lotteries
The Lotteries Commission of South Australia (SA Lotteries), established under the State Lotteries Act 1966, commenced
operations on 15 May 1967 with the primary function of promoting and conducting lotteries in South Australia.
2. Summary of Significant Accounting Policies
(a)
Statement of Compliance
The financial statements are general purpose financial statements. The accounts have been prepared in accordance with
relevant Australian Accounting Standards and Treasurer’s Instructions and Accounting Policy Statements promulgated
under the provisions of the Public Finance and Audit Act 1987.
SA Lotteries has early adopted AASB 2009-12 Amendments to Accounting Standards, which mainly relates to terminology
changes. Refer to Note 3.
(b) Basis of Preparation
The preparation of the financial statements requires:
•
the use of certain accounting estimates and requires management to exercise its judgement in the process of applying
SA Lotteries’ accounting policies. The areas involving a higher degree of judgement or where assumptions and estimates
are significant to the financial statements are outlined in the applicable notes;
•
accounting policies are selected and applied in a manner which ensures that the resulting financial information satisfies
the concepts of relevance and reliability, thereby ensuring that the substance of the underlying transactions or other
events are reported; and
•
compliance with Accounting Policy Statements issued pursuant to section 41 of the Public Finance and Audit Act 1987.
In the interest of public accountability and transparency the Accounting Policy Statements require the following note
disclosures that have been included in this financial report:
(a) revenues, expenses, financial assets and liabilities where the counterparty/transaction is with an entity within the
SA Government as at the reporting date, classified according to their nature;
(b) expenses incurred as a result of engaging consultants (as reported in the Statement of Comprehensive Income and
Note 9). (The term Consultant is defined in Accounting Policy Framework APF II General Purpose Financial Reporting
Framework, APS 4.6.);
(c) employee targeted voluntary separation package information;
(d) employees whose normal remuneration is $130 744 or more (within $10 000 bandwidths) and the aggregate of the
remuneration paid or payable or otherwise made available, directly or indirectly by the entity to those employees; and
(e) Commission members and remuneration information, where a Commission member is entitled to receive income
from membership other than a direct out-of-pocket reimbursement.
SA Lotteries’ Statement of Comprehensive Income, Statement of Financial Position, and Statement of Changes in Equity have
been prepared on an accrual basis and are in accordance with the historical cost convention, except for certain assets that were
valued in accordance with the valuation policy applicable.
The Statement of Cash Flows has been prepared on a cash basis.
The financial statements have been prepared based on a twelve month period and are presented in Australian currency.
The accounting policies set out below have been applied consistently in preparing the financial statements for the year ended
30 June 2011 and the comparative information presented.
(c)
Reporting Entity
The reporting entity comprises the Lotteries Commission of South Australia only.
(d) Comparative Information
The presentation and classification of items in the financial statements are consistent with prior periods except where
adjusted to reflect the early adoption of AASB 2009-12 Amendments to Accounting Standards and/or where specific
revised Accounting Standards and Accounting Policy Statements have required change.
The restated comparative amounts do not replace the original financial statements for the preceding period.
(e)
Rounding
All amounts in the financial statements and accompanying notes have been rounded to the nearest thousand dollars ($’000).
(f)
Taxation
Tax Equivalent Regime
In accordance with Treasurer’s Instruction 22 Tax Equivalent Payments, SA Lotteries is required to pay to the State
Government an income tax equivalent. The income tax liability is based on the State Taxation Equivalent Regime which
applies the accounting profits method. This requires that the corporate income tax rate be applied to profit. The current
income tax equivalent liability (included in undistributed funds liability) relates to the income tax equivalent expense
outstanding for the current period.
SA Lotteries is liable for payroll tax, fringe benefits tax, goods and services tax, emergency services levy, land tax equivalent
and local government rate equivalents.
Goods and Services Tax (GST)
SA Lotteries, as a gambling operator, is required to pay GST of one eleventh of net gambling revenue (NGR), defined as gross
sales less total monetary prizes, direct to the Australian Taxation Office (ATO). The GST on NGR is treated as a cost of sales.
Income, expenses and assets are recognised net of the amount of GST except:
•
when the GST incurred on a purchase of goods or services is not recoverable from the ATO, in which case the GST is
recognised as part of the cost of acquisition of the asset or as part of the expense item applicable; and
•
receivables and payables that include GST.
The net amount of GST recoverable from, or payable to, the ATO is included as part of receivables or payables in the
Statement of Financial Position.
Cash flows are included in the Statement of Cash Flows on a gross basis and the GST component of cash flows arising from
investing and financing activities which is recoverable from, or payable to, the ATO is classified as part of operating cash flows.
Unrecognised contractual commitments and contingencies are disclosed net of the amount of GST recoverable from, or
payable to, the ATO. If GST is not payable to, or recoverable from, the ATO, the commitments and contingencies are
disclosed on a gross basis.
(g) Income
Income is recognised to the extent that it is probable that the flow of economic benefits to SA Lotteries will occur and can
be reliably measured.
Income has been aggregated according to its nature and has not been offset unless required or permitted by a specific
Accounting Standard, or where offsetting reflects the substance of the transaction or other event.
Note 27 discloses income where the counterparty/transaction is with an entity within the SA Government as at the reporting
date, classified according to their nature.
The following are specific recognition criteria:
•
Sales revenue for Saturday X Lotto, Monday/Wednesday X Lotto, Oz Lotto, Powerball, Keno, Super 66 and The Pools is
recognised as at the date of the draw or competition. For these games, sales revenue as at 30 June for draws or
competitions subsequent to that date is treated as sales in advance. Sales revenue for Instant Scratchies is recognised as
tickets are sold.
(h)
•
Interest revenue is recognised on a time proportionate basis as it accrues, taking into account the effective yield on the
financial asset.
•
Revenues from services, fees and charges are derived from the provision of goods and services predominantly to
agents. This revenue is recognised upon delivery of the goods or services to the recipients.
Expenses
Expenses are recognised to the extent that it is probable that the flow of economic benefits from SA Lotteries will occur and
can be reliably measured.
Expenses have been aggregated according to their nature and have not been offset unless required or permitted by a
specific Accounting Standard, or where offsetting reflects the substance of the transaction or other event.
Note 27 discloses expenses where the counterparty/transaction is with an entity within the SA Government as at the
reporting date, classified according to their nature.
The following are specific recognition criteria:
Employee Benefits Expenses
Employee benefits expenses include all costs related to employment, including salaries and leave entitlements. These are
recognised when incurred.
Superannuation expenses charged in the Statement of Comprehensive Income represent:
•
Defined contributions made by SA Lotteries to the superannuation plans in respect of current employees; and
•
Defined benefits accrued during the reporting period.
Note 2(o) provides further details.
Supplies and Services
Supplies and services generally represent the day-to-day running costs, including maintenance and occupancy costs,
incurred in the normal operations of SA Lotteries. These items are recognised as an expense in the reporting period in which
they are incurred.
Depreciation and Amortisation of Non-Current Assets
All non-current assets having a limited useful life are systematically depreciated/amortised over their useful lives in a
manner that reflects the consumption of their service potential. Amortisation is used in relation to leasehold improvements
and intangible assets (software), while depreciation is applied to tangible assets such as property, plant and equipment.
Assets’ residual values, useful lives and depreciation/amortisation methods are reviewed and adjusted if appropriate, on an
annual basis.
Changes in the expected useful life or the expected pattern of consumption of future economic benefits embodied in the
asset are accounted for prospectively by changing the time period or method, which is a change in accounting estimate.
The value of leasehold improvements is amortised over the estimated useful life of each improvement, or the unexpired
period of the relevant lease, whichever is shorter.
Land is not depreciated.
Depreciation/amortisation is calculated on a straight line basis over the estimated useful life of the following classes of
assets as follows:
Class of Assets
Estimated Useful Life
Buildings
Plant and Equipment
Current Online Lotteries System
Leasehold Improvements
Intangibles (software)
22 years
3 - 10 years
up to 7 years
up to 10 years
3 years
(i)
Current and Non-Current Classification
Assets and liabilities are characterised as either current or non-current in nature. SA Lotteries has a clearly identifiable
operating cycle of twelve months. Assets and liabilities that are sold, consumed or realised as part of the normal operating
cycle, even when they are not expected to be realised within twelve months after the reporting date, have been classified as
current assets or current liabilities. All other assets and liabilities are classified as non-current.
(j)
Assets
Assets have been classified according to their nature and have not been offset unless required or permitted by a specific
Note 27 discloses financial assets where the counterparty/transaction is with an entity within the SA Government as at the
reporting date, classified according to their nature.
Cash and Cash Equivalents
Cash and cash equivalents in the Statement of Financial Position and the Statement of Cash Flows includes cash on hand,
deposits held at call and other short-term, highly liquid investments that are readily converted to cash, are subject to
insignificant risk of changes in value and are used in the cash management function on a day-to-day basis.
Short term deposits are held with the South Australian Government Financing Authority (SAFA) in At Call Deposit and Cash
Management Fund accounts. Bank balances are held with Westpac Banking Corporation in At Call Deposit accounts.
For the purposes of the Statement of Cash Flows, cash and cash equivalents consist of cash equivalents as defined above.
Cash is measured at nominal value.
Receivables
Receivables include amounts receivable from agents and other parties, prize settlements receivable from lottery operators
in other States participating in inter-jurisdictional prize pooling arrangements, and prepayments. Receivables (other than
prepayments) arise in the normal course of selling goods and services to agents and other parties and through prize
settlement arrangements with other Bloc members.
Agent Debtors and Sundry Receivables
Agent debtors and sundry receivables are generally receivable within 7 days and 14 days respectively and are carried at
amounts due.
Collectability of agent debtors and sundry receivables are reviewed on an ongoing basis. Debts that are known to be
uncollectible are written off when identified. An allowance for doubtful debts is raised when there is objective evidence that
SA Lotteries will not be able to collect the debt.
Prize Settlements Receivable from Blocs
Saturday X Lotto, Monday/Wednesday X Lotto, Oz Lotto, Powerball, Super 66 and The Pools are games supported by
inter-jurisdictional prize pooling arrangements. Lottery operators participating in individual games form Blocs for the
relevant games. Amounts receivable from Blocs represent monies due from other jurisdictions for prizes won in
South Australia. Settlement of amounts receivable from Bloc members are normally due 14 days after the date of the draw.
Inventories
Inventories are held for distribution and include Instant Scratchies tickets, game entry coupons and ticket rolls.
Inventories are measured at the lower of actual cost or their net realisable value.
Instant Scratchies ticket costs are allocated when the tickets are settled by the Agent. Costs of game entry coupons and
ticket rolls are allocated upon distribution to the Agent.
Non-Current Asset Acquisition and Recognition
Non-current assets are initially recorded at cost, plus any incidental cost involved with the acquisition. Non-current assets
are subsequently measured at fair value less accumulated depreciation/amortisation.
All non-current assets with a value of $2 000 or more are capitalised.
Componentisation of the online lotteries system (a complex asset) has been performed as the asset’s fair value at the time
of acquisition was greater than $1 million.
Revaluation of Non-Current Assets
All non-current tangible assets are valued at written down current cost (a proxy for fair value). Revaluation of non-current
assets or groups of assets is only performed when their fair value is greater than $1 million and estimated useful life is
greater than three years.
SA Lotteries obtains an independent valuation of such assets at least every five years. However, if at any time management
considers that the carrying amount of an asset materially differs from its fair value then the asset will be revalued regardless
of when the last valuation took place. Non-current tangible assets that are acquired between revaluations are held at cost
until the next valuation, where they are revalued to fair value.
SA Lotteries has taken the exemption available under Accounting Policy Framework III Asset Accounting Framework
paragraph APS 3.8 to take asset revaluation adjustments to the asset revaluation surplus on a class basis rather than an
individual asset basis.
Any revaluation increase is credited to the asset revaluation reserve, except to the extent that it reverses a revaluation
decrease of the same asset class previously recognised as an expense, in which case the increase is recognised as income.
Any revaluation decrease is recognised as an expense, except to the extent that it offsets a previous revaluation increase for
the same asset class, in which case the decrease is debited directly to the asset revaluation reserve to the extent of the
credit balance existing in the revaluation reserve for that asset class.
Any accumulated depreciation as at the revaluation date is eliminated against the gross carrying amounts of the assets and
the net amounts are restated to the revalued amounts of the asset.
Upon disposal or derecognition, any revaluation surplus is transferred to retained earnings.
Impairment
All non-current tangible and intangible assets are tested for indication of impairment at each reporting date. If there was an
indication of impairment, the recoverable amount would be estimated. An amount by which the asset’s carrying amount
exceeds the recoverable amount would be recorded as an impairment loss. For revalued assets, an impairment loss would
be offset against the asset revaluation surplus.
Intangible Assets
An intangible asset is an identifiable non-monetary asset without physical substance. Intangible assets are measured at
cost. Following initial recognition, intangible assets are carried at cost less any accumulated amortisation and any
accumulated impairment losses.
The useful lives of intangible assets are assessed as either finite or indefinite. SA Lotteries only has intangible assets with
finite lives.
(k)
Liabilities
Liabilities have been classified according to their nature and have not been offset unless required or permitted by a specific
Note 27 discloses financial liabilities where the counterparty/transaction is with an entity within the SA Government as at
the reporting date, classified according to their nature.
Payables
Payables include creditors, accrued expenses, prizes payable, undistributed funds (owing to SA Government), and
employment on-costs.
Creditors and Accrued Expenses
Creditors represent the amounts owing for goods and services received prior to the end of the reporting period that are
unpaid at the end of the reporting period. Creditors include all unpaid invoices received relating to the normal operations of
SA Lotteries.
Accrued expenses represent goods and services provided by other parties during the period that are unpaid at the end of
the reporting period and where an invoice has not been received.
All payables are measured at their nominal amount and are normally settled within 30 days from the date of the invoice or
date the invoice is first received.
Prizes Payable
Prizes payable represent amounts due to be paid to customers for prizes won in South Australia and settlements due to
lottery operators in other States participating in inter-jurisdictional prize pooling arrangements.
Amounts payable for prizes won in South Australia are generally available for settlement the day following the draw, or in
the case of Instant Scratchies and minor Keno prizes, on the date of sale or draw. Division 1 and 2 prizes for lotto matrix
type games are normally settled 14 days after the date of draw in accordance with the Lotteries Rules. Amounts payable to
Blocs represent monies due to other lottery operators for prizes won in interstate jurisdictions. Settlement of amounts
payable to Bloc members are normally due 14 days after the date of the draw.
Non-current prizes payable relate to outstanding annuity-style Instant Scratchies prizes where the total prize is payable in
instalments over a number of years in accordance with the terms and conditions of each game. The liability is measured at
the undiscounted amount expected to be paid.
Employment On-Costs
Employment on-costs include superannuation contributions, payroll tax and workers compensation with respect to
outstanding liabilities for salaries, long service leave and annual leave. Employment on-costs are settled when the respective
employee benefit that they relate to is discharged.
Employee Benefits
These benefits accrue for employees as a result of services provided up to the reporting date and remain unpaid. Long-term
employee benefits are measured at present value and short-term employee benefits are measured at nominal amounts.
Salaries, Annual Leave and Sick Leave
The liability for salaries is measured as the amount unpaid at the reporting date at rates current at the reporting date.
The annual leave liability is expected to be payable within twelve months and is measured at the undiscounted amount
expected to be paid. No salaries or annual leave are expected to be payable later than twelve months.
No provision has been made for sick leave as all sick leave is non-vesting and the average sick leave taken in future years by
employees is estimated to be less than the annual entitlement of sick leave.
Long Service Leave
The liability for long service leave is recognised after an employee has completed 5 years of service. The benchmark for
measurement of the long service leave liability has been revised from 5½ years based on an actuarial assessment performed
by the Department of Treasury and Finance.
An actuarial assessment of long service leave undertaken by the Department of Treasury and Finance based on a significant
sample of employees throughout the South Australian public sector determined that the liability measured using the short
hand method was not materially different from the liability measured using the present value of expected future payments.
This calculation is consistent with SA Lotteries’ experience of employee retention and leave taken.
The portion of the long service leave liability classified as current represents the amount that may be expected to be paid as
leave taken or paid on termination of employment during SA Lotteries’ normal operating cycle.
Unclaimed Prizes Reserve
Other than a prize in a Special Appeal Lottery (note 2(l)), any prize in a lottery that has not been collected or taken
delivery of within 12 months of the date of the draw or relevant day is forfeited to SA Lotteries and transferred into the
Unclaimed Prizes Reserve. Subsection 16C(4) of the State Lotteries Act 1966 requires SA Lotteries to pay:
•
50 per cent of the amount derived from unclaimed prizes in The Pools (and other sports lotteries or special lotteries) to
the Recreation and Sport Fund; and
•
50 per cent of the amount derived from unclaimed prizes in other lotteries to the Hospitals Fund.
The balance in the Reserve is applied by SA Lotteries from time to time for the purposes of providing additional or increased
prizes in a subsequent lottery or lotteries, providing prizes in promotional lotteries or making ex gratia payments.
The State Lotteries Act 1966 provides for an ex gratia payment to a person who satisfies SA Lotteries that they are a winner
of a prize in a lottery conducted by SA Lotteries, despite the fact that a prize has been forfeited to SA Lotteries, the winning
ticket has been lost or destroyed or the period of notice of a claim for the prize has not been complied with.
Ex gratia payments are charged to the Unclaimed Prizes Reserve. The next payment to either the Hospitals Fund or
Recreation and Sport Fund, depending on the game played, is then reduced by an amount equivalent to 50 per cent of the
ex gratia payment.
Distribution of Funds to Government
In accordance with Subsection 16(3) of the State Lotteries Act 1966, SA Lotteries is required to pay to the Hospitals Fund
the balance of surplus funds remaining after:
•
payment of gambling tax and GST on NGR;
•
making allowances for operating and capital expenses;
•
applying the net proceeds and gambling tax of The Pools to the Recreation and Sport Fund;
•
in respect of Special Appeal Lotteries (note 2(l)), applying the net proceeds and unclaimed prizes less the GST on NGR
to the beneficiary(s) of those lotteries; and
•
retaining funds for certain designated purposes.
As detailed in note 2(f), SA Lotteries is required to make tax equivalent payments as a result of the application of the tax
equivalent regime. In recognition of the provisions of the State Lotteries Act 1966, and in accordance with Treasurer’s
Instruction 22 Tax Equivalent Payments, the transfer of funds to the Hospitals Fund is reflected in the financial statements in
the form of:
(i) a gambling tax of 41 per cent on NGR in respect of all lotteries conducted by SA Lotteries except sports lotteries, special
lotteries and special appeal lotteries;
(ii) an income tax equivalent payment (calculated on the accounting profits method), recorded as an expense item in the
Statement of Comprehensive Income;
(iii) a dividend, represented by net profit after income tax equivalent payment and increased/decreased by funds retained
for certain designated purposes; and
(iv) unclaimed prizes.
The composition of all amounts due and payable to Government on account of the Hospitals Fund and Recreation and
Sport Fund is detailed in note 24.
(l)
Special Appeal Lotteries
Section 13AB of the State Lotteries Act 1966 enables SA Lotteries to conduct Special Appeal Lotteries.
No Special Appeal Lotteries were conducted during the financial year.
(m) Foreign Currency
Exchange differences arising up to the date of purchase are included in the measurement of the purchase and are reported
in the Statement of Comprehensive Income.
(n)
Operating Leases
SA Lotteries has an accommodation lease agreement for its Head Office premises at 24-25 Greenhill Road, Wayville and an
operating lease for the remote computer site at Glenside (Kidman Park remote site lease expired 28 October 2010). In
respect of these operating leases, the lessor effectively retains substantially the entire risks and benefits incidental to
ownership of the leased assets.
Operating lease payments are recognised as an expense in the Statement of Comprehensive Income on a straight line basis
over the lease term. The straight line basis is representative of the pattern of benefits derived from the leased assets.
(o)
Superannuation
SA Lotteries has an established superannuation plan for its employees, being the Lotteries Commission of South Australia
Superannuation Plan (the Plan), which is a sub-plan of the Mercer Super Trust. The Plan provides lump sum benefits on
retirement, death, disablement and withdrawal. Some categories of members receive only defined contribution,
accumulation style benefits. The defined benefit section of the Plan is closed to new members. All new members receive
accumulation only benefits. The defined contribution (accumulation style) section receives fixed contributions from
SA Lotteries and SA Lotteries’ obligation is limited to these contributions. The withdrawal benefit for defined benefit
members may be taken immediately or deferred until preservation age.
The liability for the defined benefit section of the Plan has been determined via an actuarial valuation by Stuart Mules, FIAA
(Mercer Investment Nominees Limited) using the projected unit credit method. The report was dated 11 July 2011.
Actuarial gains and losses are recognised in full, directly in profit and loss in the period in which they occur, and are
presented in the Statement of Comprehensive Income.
The superannuation expense of the defined benefit section of the Plan is recognised as and when the contributions become
payable and consist of current service cost, interest cost, actuarial gains and losses, and past service cost.
The defined benefit superannuation plan asset/liability recognised in the Statement of Financial Position represents the
surplus/deficit of the fair value of the defined benefit superannuation plan assets over the present value of the defined
benefit obligation to members. The expected payment to settle the obligation has been determined using national
government bond market yields with terms and conditions that match, as closely as possible, to estimated cash outflows.
SA Lotteries also contributes to other externally managed superannuation plans. These contributions are expensed when
they fall due and SA Lotteries’ obligation is limited to these contributions.
(p) Funds Retained for Capital Purposes
SA Lotteries has retained funds which represent the historical cost of the investment in land and buildings at
24-26 Payneham Road, Stepney.
(q) Asset Revaluation Surplus
This surplus is used to record increments and decrements in relation to the fair value of land and buildings and the online
lotteries system to the extent that they offset one another. Relevant amounts are transferred to retained earnings when an
asset is disposed of or derecognised.
(r)
Reserves
Building Maintenance Reserve
This reserve was established to meet future major building maintenance costs.
Capital Asset Reserve
This reserve was established to contribute to the financing of the cost of replacement of the online lotteries system
hardware and software, and the purchase of other non-current assets.
Keno Prize Reserve
This reserve was established to meet Keno Spot 10 prizes. The reserve has been funded from retained earnings as a
proportion of all Keno Spot 10 gross sales through SA Lotteries’ agents and ACTTAB Limited. To the extent possible, the
value of the Keno Spot 10 prize won is transferred from the reserve to retained earnings and paid to the Hospitals Fund.
(s)
Unrecognised Contractual Commitments
Commitments include those from capital and operating commitments arising from contractual sources and are disclosed at
their nominal value.
(t)
Insurance
SA Lotteries has arranged, through the SAICORP Division of the South Australian Government Financing Authority, to
insure all major risks of the organisation. The excess payable under this arrangement varies depending on each class of
insurance held.
(u)
Sub-licence to Private Operator
On 9 June 2011 the South Australian Government announced that it intended to create a sub-licence to operate lotteries in
South Australia. Further, it is intended that the sub-licence will be available to a private sector operator. The licensing
details, including the term and when the arrangement will take effect are still being determined. As of the reporting date,
SA Lotteries is unable to make an assessment of the impact on the reported values of assets and liabilities contained within
this financial report. All assets and obligations are reported in accordance with the information disclosed in note 2 (j) and
(k), note 21 and note 22.
3. New and Revised Accounting Standards and Policies
In accordance with amendments to APS 4.8 within Accounting Policy Framework II, effective 1 July 2010, SA Lotteries has
disclosed all employees whose normal remuneration is equal to or greater than the base executive level remuneration of
$130 744. Previously APS 4.8 within APF II required the disclosure of all employees whose normal remuneration was equal to or
greater than $100 000.
SA Lotteries did not voluntarily change any of its accounting policies in 2010-11.
Except for early adoption of AASB 2009-12 Amendments to Accounting Standards which mainly relates to terminology changes,
the Australian Accounting Standards and interpretations that have recently been issued or amended, but are not yet effective,
have not been adopted for the reporting period ended 30 June 2011. SA Lotteries has assessed the impact of the new and
amended standards and interpretations and considers there will be no impact on the accounting policies or the financial
statements of SA Lotteries.
4. Related Party
SA Lotteries is controlled by the SA Government. Transactions and balances between SA Lotteries and related parties (ie other
SA Government controlled entities) are disclosed in Note 27.
5. Sales Revenue
Saturday X Lotto
2011
2010
$’000
$’000
137 897
125 764
Monday and Wednesday X Lotto
34 684
37 133
Oz Lotto
36 871
44 530
Powerball
42 740
48 673
Keno
95 866
92 566
Instant Scratchies
39 113
40 189
1 138
1 184
Super 66
The Pools
Total sales revenue
631
665
388 940
390 704
Sales revenue includes agents’ commission.
6. Cost of Sales
2011
2010
$’000
$’000
235 412
233 407
Gambling tax on net gambling revenue
62 946
64 492
Agents’ commission
29 010
29 179
Prizes
GST on net gambling revenue paid to the ATO
Total cost of sales
13 957
14 300
341 325
341 378
7. Other Revenues
Agents’ fees and charges
2011
2010
$’000
$’000
3 649
3 577
Easiplay Club service fees
442
374
Sundry
585
628
4 676
4 579
Total other revenues
8. Employee Benefits Expenses
Salaries (including annual leave)
2011
2010
$’000
$’000
5 997
6 419
Long service leave
137
204
Employment on-costs - superannuation contributions (note 26(j))
641
677
Decrease in carrying value of defined benefit superannuation plan net asset/liability (note 26(e))
( 7)
102
Employment on-costs - other
426
490
Commission Members’ fees
121
137
7 315
8 029
Total employee benefits expenses
Remuneration of employees
The table covers all employees who received remuneration of $130 700 or more during the year. Remuneration reflects all costs
of employment including salaries, superannuation contributions, fringe benefits tax, any other salary sacrifice benefits, and
payment of any leave entitlements on ceasing employment. Employer contributions for employees who are members of the
defined benefit section of the Lotteries Commission of South Australia Superannuation Plan were reduced from 1 July 2007 and
subsequently increased from 5 January 2009 in accordance with actuarial advice and Commission endorsement.
2011
2010
No.
No.
The number of employees whose remuneration received or receivable falls within the following bands:
$140 700 to $150 699
-
1
$150 700 to $160 699
1
1
$160 700 to $170 699
1
1
$170 700 to $180 699
1
1
$320 700 to $330 699
1
1
Total number of Employees
4
5
In accordance with the revised Accounting Policy Framework II General Purpose Financial Statements Framework, SA Lotteries
has changed its accounting policy and now discloses all employees who receive remuneration equal to or greater than the base
executive remuneration level rather than all employees who receive remuneration equal to or greater than $100,000. The impact
of this change in accounting policy is the number of employees disclosed has reduced by 10 for 2011 and 7 for 2010.
Total remuneration received or receivable by employees whose remuneration was $130 700 or more
2011
$’000
2010
$’000
822
948
Key Management Personnel Compensation
The key management personnel are the Commission Members and the Senior Management Team (including the Chief Executive)
who have responsibility for the strategic direction and management of SA Lotteries.
Commission Members
The following persons held the position of Member of the Lotteries Commission of South Australia for the full financial year unless
otherwise stated:
H J Ohff, PhD, BA (Hons), B Com, FIEAust, CPEng (Presiding Member)
S J Mackenzie, B Comm (Accounting), LLB (Hons)
W R Jackson, BEc, FASA
A E Lindsay, BA (Hons), LLB (Hons)
A E Heyworth, BA (Acc), MBA (AGSM), SF Fin, FAICD **
Commission Members’ remuneration
The total remuneration received and receivable by Commission Members includes fees, superannuation contributions, fringe
benefits tax and professional indemnity insurance paid on behalf of Commission Members.
2011
2010
No.
No.
The number of Commission Members whose remuneration received or
receivable falls within the following bands:
$0 to $9 999
1
1
$20 000 to $29 999
-
1
$30 000 to $39 999
3
3
$40 000 to $49 999
1
1
Total number of Commission Members
5
6
The total remuneration received or receivable by Commission Members
2011
2010
$’000
$’000
148
165
** In accordance with DPC Circular 16, government employees did not receive any remuneration for Commission duties during
the financial year.
No Commission Member has entered into a contract with SA Lotteries since the end of the previous financial year and there were
no material contracts with Commission Members’ interests at the end of the financial year.
Senior Management Team
The Senior Management Team comprised the following persons for the full financial year unless otherwise stated:
J R Roache BAcc, CPA, Grad Cert Mgt (Monash) FAICD, FAIM - Chief Executive
I D Clayfield BEc, FCA - General Manager Financial and Corporate Services 1 July 2010 to 12 November 2010
C J Yeeles BComm, CPA - Acting General Manager Financial and Corporate Services 15 November 2010 to 7 December 2010
C I McSporran BEc - Chief Financial Officer 8 December 2010 to 30 June 2011
J F Favretto BA - General Manager Information and Communications Technology
D G Hardy LLB, BA GDLP - General Manager Legal and Risk Management/Company Secretary
C M Mulvihill BComm, CPA, MBA - General Manager Marketing and Sales
The compensation of key management personnel included in Employee Benefits Expenses is as follows:
2011
$’000
2010
$’000
Short-term employee benefits
865
951
Post-employment benefits *
181
191
18
18
1 064
1 160
The compensation of key management personnel included in Employee Benefits Expenses is as follows:
Long-term employee benefits
Total key management personnel compensation
*Post-employment benefits include an allocation of the change in the defined benefit superannuation plan liability to key management personnel based on
the share of the defined benefit obligation.
Targeted Voluntary Separation Packages (TVSPs)
No employees were paid TVSPs during the reporting period.
9. Supplies and Services
2011
2010
$’000
$’000
Marketing and promotions
6 471
6 176
Computer operations
2 998
3 235
Tickets, coupons, terminal rolls and ribbons
1 787
1 937
Operating leases
933
835
Other occupancy costs
635
626
Temporary staff and contractors
212
483
Agent distribution costs
242
271
Consultancies
19
8
Motor vehicle fleet costs
224
243
Insurance
132
124
External audit fees (note 12)
151
129
Internal audit fees
171
223
Training costs
141
670
72
79
1 458
1 503
15 646
16 542
Gambling tax - other
Other
Total Supplies and Services
2011
2010
2011
2010
No.
No.
$’000
$’000
Below $10 000
2
2
5
8
$10 000 to $50 000
1
-
14
-
Above $50 000
-
-
-
-
Total paid/payable to consultants engaged
3
2
19
8
Consultancies
The number and dollar amount of consultancies paid/payable
(included in Supplies and Services) that fell within the following bands:
10. Depreciation and Amortisation Expense
2011
2010
$’000
$’000
Depreciation
Buildings
38
38
174
155
Online lotteries system
1 855
1 681
Total depreciation
2 067
1 874
245
248
3
41
248
289
2 315
2 163
2011
2010
$’000
$’000
1
-
19
-
( 18)
-
Plant and equipment
Amortisation
Leasehold improvements
Intangible assets - Software
Total amortisation
Total depreciation and amortisation
11. Net Gain (Loss) on Derecognition of Non-current Assets
Proceeds from disposal
Less: Net book value of assets derecognised
Net gain (loss) on derecognition of non-current assets
Assets are derecognised on disposal or when no future economic benefits are expected from the asset’s use or disposal.
12. Auditor’s Remuneration
2011
2010
$’000
$’000
Audit Services
Audit fees payable for the financial year
(Over) under accrual
External audit fees expense
The Auditor-General is the auditor of SA Lotteries.
Other Services
No other services were provided by the Auditor-General.
151
153
-
( 24)
151
129
13. Cash and Cash Equivalents
2011
2010
$’000
$’000
Bank balances and cash on hand
10 546
8 089
Short-term deposits
42 000
42 000
Total cash and cash equivalents
52 546
50 089
Bank balances comprise unpresented cheques net of outstanding deposits and cash on hand.
Short-term deposits are with the South Australian Government Financing Authority.
Interest Rate Risk
Cash on hand is non-interest bearing. Bank balances and short-term deposits earn a floating interest rate based on daily bank
deposit rates. The weighted average interest rate earned was 4.93% (2010: 3.75%).
Net Fair Values
The carrying amount of cash and cash equivalents represents fair value.
14. Receivables
2011
2010
$’000
$’000
Current
Agent debtors
1 489
2 251
611
16 622
Sundry receivables
339
363
Prepayments
344
331
Prize settlements receivable from Blocs
Total current receivables
2 783
19 567
Non-current
Prepayments
133
186
Total non-current receivables
133
186
2 916
19 753
Total receivables
Interest Rate Risk
All receivables are non-interest bearing.
Credit Risk
Credit risk represents the loss that would be recognised if parties owing monies to SA Lotteries at the reporting date fail to
honour their obligations. SA Lotteries minimises its credit risk in relation to agents by undertaking its sales transactions with a
large number of agents and, in accordance with policy, requiring those agents to remit outstandings on a twice weekly basis.
It is not anticipated that counterparties will fail to discharge their obligations. In addition, there is no concentration of credit risk.
Net Fair Values
The carrying amount of receivables approximates net fair value due to being receivable on demand.
15. Property, Plant and Equipment
2011
2010
$’000
$’000
Land and buildings
Land at fair value
920
700
Buildings at fair value
580
650
-
( 114)
1 500
1 236
2 101
2 111
(1 596)
(1 661)
505
450
Online lotteries system at cost (deemed fair value)
13 038
12 981
Accumulated depreciation
(2 164)
( 310)
10 874
12 671
Total land and buildings
Plant and equipment
Plant and equipment at cost (deemed fair value)
Total plant and equipment
Total online lotteries system
Leasehold improvements at cost (deemed fair value)
Accumulated amortisation
Total leasehold improvements
Total property, plant and equipment
2 532
2 476
(1 523)
(1 281)
1 009
1 195
13 888
15 552
Reconciliation of Property, Plant and Equipment
The following table shows the movement of Property, Plant and Equipment during 2010-11 and 2009-10.
Online
Lotteries
System
Leasehold
Improvements
Land
Buildings
Plant &
Equipment
$’000
$’000
$’000
$’000
$’000
$’000
700
536
450
12 671
1 195
15 552
Additions
-
-
246
58
61
365
Assets derecognised (including disposals)
-
-
( 17)
-
( 2)
( 19)
Carrying amount at 1 July 2010
Revaluation increment
Total
220
82
-
-
-
302
-
( 38)
( 174)
(1 855)
( 245)
(2 312)
Carrying amount at 30 June 2011
920
580
505
10 874
1 009
13 888
Carrying amount at 1 July 2009
Depreciation and amortisation
700
574
368
2 750
1 436
5 828
Additions
-
-
237
11 602
7
11 846
Assets derecognised (including disposals)
-
-
-
-
-
-
Depreciation and amortisation
-
( 38)
( 155)
(1 681)
( 248)
(2 122)
700
536
450
12 671
1 195
15 552
Carrying amount at 30 June 2010
Valuation of property, plant and equipment
The valuation of the 24-26 Payneham Road, Stepney property was performed by Simon Hickin AAPI, Certified Practising Valuer,
an independent valuer from Jones Lang LaSalle, as at 30 June 2011. The valuer arrived at fair value based on recent market
transactions for similar land and buildings in the area taking into account zoning and restricted use and was determined on an
in-use value, assuming a fully tenanted (subject to a notional five plus five year lease back) basis.
2011
2010
$’000
$’000
Land and buildings
335
346
Plant and equipment
505
450
10 818
12 671
1 009
1 195
12 667
14 662
2011
2010
$’000
$’000
The carrying amount of property, plant and equipment that would
have been recognised if these assets were stated at cost is:
Total carrying amount of property, plant and equipment that would
have been recognised if these assets were stated at cost
Impairment
There were no indications of impairment of property, plant and equipment assets at 30 June 2011.
16. Intangible Assets
Software
Software at cost
182
182
( 182)
( 179)
-
3
2011
2010
$’000
$’000
Carrying amount at 1 July
3
44
Additions
-
-
( 3)
( 41)
-
3
Accumulated amortisation
Total Intangible Assets
Reconciliation of Intangible Assets
The following table shows the movement of Intangible Assets during 2010-11 and 2009-10.
Amortisation
Carrying amount at 30 June
Impairment
There were no indications of impairment of intangible assets at 30 June 2011.
17. Payables
2011
2010
$’000
$’000
Current
Creditors and accrued expenses
Prizes payable
GST payable
Undistributed funds (note 24)
Employment on-costs
Total current payables
2 539
3 241
13 427
29 623
790
455
8 090
8 253
102
121
24 948
41 693
1 356
960
92
108
1 448
1 068
26 396
42 761
Non-current
Prizes payable
Employment on-costs
Total non-current payables
Total payables
Based on an actuarial assessment performed by the Department of Treasury and Finance, the percentage of long service leave
expected to be taken as leave is 35 per cent (45 per cent in 2010). This rate is used in the calculation of employment on-costs.
The net financial effect of the change on employment on-costs in the current financial year is a decrease of $4 000.
Interest Rate Risk
All payables are non-interest bearing.
Net Fair Values
The carrying amount of payables represents fair value due to the amounts being payable on demand.
18. Employee Benefits
2011
2010
$’000
$’000
Annual Leave
542
666
Long Service Leave
124
95
-
108
666
869
Long Service Leave
920
935
Defined benefit superannuation plan liability (note 26(d))
421
428
Total non-current employee benefits
1 341
1 363
Total employee benefits
2 007
2 232
The total current and non-current employee liability (ie aggregate employee benefit (above)
plus related employment on-costs (note 17)) is:
2 201
2 461
Current
Accrued Salaries
Total current employee benefits
Non-Current
Based on an actuarial assessment by the Department of Treasury and Finance the benchmark for measurement of the long
service leave liability has changed from the 2010 benchmark of 5½ years to 5 years in 2011. The net financial effect of the change
in the current financial year is an increase in employee benefits plus related employment on-costs liability and employee benefits
expenses of $14 000.
One day of salaries for the pay period ended 1 July 2011 are prepaid and are included in Note 14 Receivables.
19. Other Liabilities
2011
$’000
2010
$’000
8 349
7 434
Current
Prize reserve fund (a)
Unearned revenue - sales in advance
2 048
1 464
10 397
8 898
Unclaimed prizes reserve (b)
6 939
8 586
Total non-current other liabilities
6 939
8 586
17 336
17 484
7 434
8 700
Total current other liabilities
Non-current
Total other liabilities
(a)
Prize Reserve Fund
Balance at 1 July
Allocated to prize reserve fund
10 675
11 021
Applied to additional or increased prizes
(9 760)
(12 287)
8 349
7 434
Balance at 30 June
SA Lotteries sets aside a proportion of the total amount of net sales (gross sales revenue less agents’ commission) for
X Lotto, Oz Lotto, Powerball, Super 66 and The Pools in the prize reserve fund in accordance with the Rules of each game.
These funds are available for distribution at any time as additional or increased prizes in subsequent lottery draws in the
respective games or as prizes in respect of missed prize entries for previous lottery draws.
(b)
2011
$’000
2010
$’000
Balance at 1 July
8 586
8 020
Unclaimed monies forfeited
4 102
3 220
12 688
11 240
(2 040)
(1 608)
( 1)
( 2)
(3 708)
(1 044)
6 939
8 586
Unclaimed Prizes Reserve
Monies provided for distribution to the Hospitals Fund
Monies provided for distribution to the Recreation and Sport Fund
Applied to additional or increased prizes in subsequent lottery draws,
prizes in promotional lotteries or ex gratia payments
Balance at 30 June
20. Capital Asset Reserve
2011
$’000
2010
$’000
Capital asset reserve comprises:
•
Capital fund account
4 396 2 761
•
Capital fund assets (at written down value)
13 161 15 073
17 557
17 834
Balance at 1 July
2 761
12 607
Transfer from retained earnings
2 000
2 000
Assets financed
( 365)
(11 846)
Balance at 30 June
4 396
2 761
Capital fund account
Capital fund assets
Written down value at 1 July
Assets financed
Depreciation
Written down value of assets disposed of
Written down value at 30 June
15 073
4 730
365
11 846
(2 258)
(1 503)
( 19)
-
13 161
15 073
21. Unrecognised Contractual Commitments
2011
$’000
2010
$’000
Capital commitments
Capital expenditure contracted for at the reporting date but not recognised as liabilities are payable as follows:
Within one year
-
2 557
Later than one year but not longer than five years
-
-
Total capital commitments
-
2 557
793
758
1 528
2 148
-
-
2 321
2 906
2 321
2 906
Operating lease commitments
Commitments in relation to operating leases contracted for at the reporting date but not recognised
as liabilities are payable as follows:
Within one year
Later than five years
Total operating lease commitments
Representing:
Non-cancellable operating leases
The 10-year accommodation operating lease at 24-25 Greenhill Road (head office) is non-cancellable with rent payable monthly
in advance. Rental provisions within the lease agreement require future lease payments to be increased by 3 per cent per annum.
The lease term expires 3 May 2014.
A memorandum of administrative arrangement with the Department of Transport, Energy and Infrastructure for the remote
computer site at Glenside is non-cancellable with rent payable monthly in advance. Rent payable is fixed for the term of the lease
agreement. The 5 year term expires 30 June 2014.
2011
$’000
2010
$’000
Other Commitments
Other expenditure contracted for at the reporting date but not recognised as liabilities are payable as follows:
Within one year
2 323
4 980
6 428
517
1 125
7 820
10 033
Later than five years
Total other commitments
2 480
SA Lotteries’ other commitments are for existing and new agreements relating to online lotteries system software, hardware,
communications and associated services and other fixed services.
22. Contingent Assets and Liabilities
SA Lotteries is not aware of any contingent assets.
A claim for damages was received by SA Lotteries on 15 July 2008 for alleged loss of potential winnings. Proceedings were
served on SA Lotteries in October 2010. The claim is for unspecified damages, interest and costs. At this time it is not possible to
make a reasonable estimate of the financial effect of this claim or whether the claim will be successful.
Other than this claim, SA Lotteries is not aware of any contingent liabilities.
SA Lotteries has made no guarantees.
23. Cash Flow Reconciliation
2011
$’000
2010
$’000
Statement of Financial Position
52 546
50 089
Statement of Cash Flows
52 546
50 089
20 623
20 589
(20 298)
(21 968)
(2 041)
(1 610)
2 315
2 163
18
-
( 7)
102
16 837
42 092
63
( 217)
Reconciliation of cash and cash equivalents
Reconciliation of Net Profit after income tax equivalent to Net Cash
provided by (used in) Operating Activities:
Less: Dividend contribution provided
Less: Unclaimed prizes distribution provided
Add (less): Non-cash items
Net (gain) loss on derecognition of non-current assets
Increase (Decrease) in carrying value of defined benefit superannuation plan net liability
Changes in Assets/Liabilities
Decrease in Receivables
Decrease (Increase) in Inventories
(Decrease) in Payables (including Undistributed funds)
(15 125)
(52 340)
(Decrease) Increase in Employee benefits
( 218)
137
Increase in Other liabilities
1 893
971
Net cash provided by (used in) operating activities
4 060
(10 081)
Financing Facility
SA Lotteries has the following arrangement with SAFA:
Working capital facility
Amount used
8 000
-
8 000
-
Unused working capital facility
8 000
8 000
The working capital facility was established on 22 June 2010 as a general operations contingency measure only.
24. Distribution of Funds to SA Government
Balance
1 July
Gambling tax (notes 6 and 9)
Distribution Distribution
Provided
(Paid)
Balance
30 June
$’000
$’000
$’000
$’000
5 910
63 018
(63 228)
5 700
773
8 839
(8 899)
713
1 425
20 298
(20 160)
1 563
145
2 041
(2 072)
114
Totals 2010-11
8 253
94 196
(94 359)
8 090
Totals 2009-10
13 155
96 973
(101 875)
8 253
5 902
62 879
(63 104)
5 677
Dividend
Unclaimed prizes
Comprising:
Distribution to Hospitals Fund
Gambling tax
Dividend
Unclaimed prizes
Totals
773
8 839
(8 899)
713
1 336
20 204
(20 076)
1 464
145
2 040
(2 071)
114
8 156
93 962
(94 150)
7 968
Distribution to Recreation and Sport Fund
Gambling tax
Dividend
Unclaimed prizes
Totals
8
139
( 124)
23
89
94
( 84)
99
-
1
( 1)
-
97
234
( 209)
122
25. Financial Risk Management
SA Lotteries is exposed to a variety of financial risks, including market risk, credit risk and liquidity risk.
Risk management is carried out by all areas of the organisation and risk management policies and practices are in accordance
with the Australian Risk Management Standards and an internal written policy approved by the Commission.
SA Lotteries has non-interest bearing assets (cash on hand, receivables and inventories) and liabilities (payables and other
liabilities) and interest bearing assets (bank balances and short-term deposits). The maturity of financial assets and liabilities is
disclosed separately in the relevant notes: current items mature in less than 12 months; non-current items mature between one
and five years.
SA Lotteries’ exposure to cash flow interest risk is minimal. SA Lotteries is exposed to price risk for changes in interest rates that
relate to investments at fair value.
SA Lotteries’ exposure to credit risk is minimal. SA Lotteries has policies and procedures in place to ensure that transactions
occur with agents with appropriate credit history. SA Lotteries has no significant concentration of credit risk.
Liquidity risk arises where an organisation is unable to meet its financial obligations as and when they fall due. SA Lotteries has
consistent and stable cash flows from operations, which means its exposure to liquidity risk is minimal. SA Lotteries’ exposure to
liquidity risk is insignificant based on past experience and current expectations regarding risk.
26. Superannuation
2011
$’000
(a)
2010
$’000
Expense (Income) Recognised in the Statement of Comprehensive Income
Amounts recognised as expense (income) in respect of the defined benefit superannuation plan as follows:
Current service cost
300
308
Interest cost
286
283
( 390)
( 357)
95
179
291
413
291 413
Expected return on plan assets
Actuarial loss (gain)
Superannuation expense (income)
The expense (income) is recognised in the following item in
the Statement of Comprehensive Income:
• Employee benefits expenses (note 26(e))
(b)
Reconciliation of the Present Value of the Defined Benefit Obligation
Present value of defined benefit obligation at beginning of financial year
6 588
5 717
300
308
Interest cost
286
283
Contributions by plan participants
200
244
Current service cost
Actuarial losses (gains)
153
254
Benefits paid
( 777)
( 107)
Taxes, premiums and expenses paid
( 109)
( 111)
-
-
6 641
6 588
6 160
5 391
390
357
Transfers in
Present value of defined benefit obligation at end of financial year
(c)
Reconciliation of the Fair value of Defined Benefit Plan Assets
Fair value of plan assets at beginning of financial year
Expected return on plan assets
Actuarial gains (losses)
58
75
Employer contributions
298
311
Contributions by plan participants
200
244
Benefits paid
( 777)
( 107)
Taxes, premiums and expenses paid
( 109)
( 111)
-
-
6 220
6 160
Transfers in
Fair value of plan assets at end of financial year
The fair value of Plan assets includes no investments over which SA Lotteries retains ownership control relating to:
• any of SA Lotteries’ own financial instruments; or
• any property occupied by, or other assets used by, SA Lotteries.
(d)
2011
$’000
2010
$’000
Defined benefit obligation
6 641
6 588
Fair value of plan assets
6 220
6 160
Surplus (Deficit)
( 421)
( 428)
Net superannuation asset (liability)
( 421)
( 428)
421
428
Net superannuation asset (liability) at beginning of financial year
( 428)
( 326)
Income (expense) recognised in Statement of Comprehensive Income
( 291)
( 413)
298
311
7
( 102)
( 421)
( 428)
Reconciliation of the Asset (Liability) Recognised in the Statement of Financial Position
The amount included in the Statement of Financial Position arising from SA Lotteries’ net
superannuation asset/liability in respect of its defined benefit plan is shown in Note 18:
Employee Benefits (Non-current) - Defined benefit superannuation plan liability
(e)
Movement in Asset (Liability) Recognised in the Statement of Financial Position
Employer contributions
Net movement
Net superannuation asset (liability) at end of financial year
(f)
Plan Assets
The percentage invested in each asset class at the reporting date:
Percentage Invested *
2011
2010
Plan Assets
2011
2010
$’000
$’000
Australian equity
27%
29%
1 679
1 786
Overseas equity
27%
32%
1 679
1 971
Fixed interest and bonds
14%
12%
871
739
Property
10%
10%
622
616
Alternative assets **
11%
10%
684
616
Cash
11%
7%
685
432
100%
100%
6 220
6 160
Total Plan Assets
*Asset allocation as at 30 June 2011 was not available. The asset allocation at 31 December 2010 has been used as an
approximation of the allocation as at the reporting date.
**Alternative assets generally comprise those investments which do not fit within the traditional broad asset classes
(such as shares, property, fixed interest and cash).
(g)
Expected Rate of Return on Plan Assets
The expected return on assets assumption is determined by weighting the expected long-term return for each asset class by
the target allocation of assets in each class and allowing for the correlations of the investment returns between asset classes.
The returns used for each asset class are net of investment tax, investment fees, and asset-based administration fees.
Expected Rate of Return
2011
2010
The expected rate of return for each asset class at the end of the financial year is as follows:
(h)
Australian equity
7.5%
7.5%
Overseas equity
6.7%
6.7%
Fixed interest and bonds
4.7%
4.7%
Property
6.1%
6.1%
Alternative assets
5.7%
5.7%
Cash
3.8%
3.8%
Weighted average expected return
6.75%
6.75%
Actual Return on Plan Assets
2011
$‘000
2010
$‘000
448
432
Actual return on plan assets
(i)
Principal Actuarial Assumptions
The principal actuarial assumptions at the reporting date
(expressed as weighted averages):
Discount rate (active members)
Expected rate of return on plan assets (active members)
Expected salary increase rate
(j)
Contributions
2011
2010
4.6% pa
4.5% pa
6.75% pa
6.75% pa
2.5% pa for 1 year,
3.5% pa thereafter
2.5% pa for 2 years,
3.5% pa thereafter
2011
$‘000
2010
$‘000
Defined benefit members
262
294
Defined contribution (accumulation) members
376
378
3
5
641
677
272
289
Contributions paid/payable by SA Lotteries to superannuation plans:
Private funds
Total contributions
(k)
Expected Employer Contributions
The estimated employer contributions expected to be paid to
the plan during the year beginning after the reporting date:
The estimated employer contributions are based on a contribution rate of 14.4% of defined benefit members’ salaries
(see note 26(m)(ii)).
(l)
(m)
2011
$’000
2010
$’000
2009
$’000
2008
$’000
2007
$’000
Historical Information
Present value of defined benefit obligation
Fair value of plan assets
6 641
6 220
6 588
6 160
5 717
5 391
5 385
5 927
6 323
7 405
Surplus (deficit) in plan
( 421)
( 428)
( 326)
542
1 082
Experience adjustments - gain/(loss):
•
plan assets
•
plan liabilities
58 ( 188)
75 ( 86)
(1 220)
379 (1 110)
540 655
( 561)
Funding Arrangements for Employer Contributions
(i)
Surplus/Deficit
The following is a summary of the most recent financial position of the Lotteries Commission of South Australia
Superannuation Plan calculated in accordance with AAS25 Financial Reporting by Superannuation Plans.
as at 30 June 2009
$’000
Defined benefit members:
Accrued benefits
4 807
Net market value of plan assets
4 653
Net surplus (deficit)
( 154)
Accumulation members and additional accumulation accounts for defined benefit members:
Assets and benefits
2 402
(The Plan is subject to a triennial review and is externally managed. The last full actuarial investigation was
conducted as at 30 June 2009 by Stuart Mules, FIAA, of Mercer (Australia) Pty Limited. The report was dated
31 May 2010.)
(ii)
Current Contribution Rates
As at 30 June 2011, the current contribution rates, in accordance with actuarial advice and Commission
endorsement, are:
•
14.4% of defined benefit members’ salaries effective from 6 July 2009;
•
at the Superannuation Guarantee rate of 9% of accumulation members’ salaries.
(iii)
Funding Method
The method used to determine the employer contribution recommendations at the last actuarial review was the
“target” funding method. The method adopted affects the timing of the cost to SA Lotteries.
Under the “target” funding method, the employer contribution rate is determined with the aim of maintaining the
assets at or close to the value of Accrued Benefits and above the total of the Vested Benefits (leaving service
benefits) by a margin sufficient to give security against adverse circumstances.
(iv)
(n)
Economic Assumptions
The long-term economic assumptions adopted for the last triennial actuarial review of the Plan as at
30 June 2009 were:
Weighted-Average Assumptions
•
Expected rate of return on assets (discount rate)
6.75% pa
•
Expected salary increase rate
2.5% pa for 3 years to 2011-12
3.5% pa thereafter
Nature of Asset/Liability
SA Lotteries has recognised a liability in the Statement of Financial Position in respect of its defined benefit
superannuation arrangements. If a surplus exists in the Plan, SA Lotteries is able to take advantage of it in the form of a
reduction in the required contribution rate, depending on the advice of the Plan’s actuary.
27. Transactions with SA Government
As required by APS 4.1 of Accounting Policy Framework II General Purpose Financial Reporting Framework, the following table
discloses revenues, expenses, financial assets and liabilities where the counterparty/transaction is with an entity within the
SA Government as at the reporting date, classified according to their nature.
SA Government
Note
Non-SA Government
Total
2011
2010
2011
2010
2011
2010
$’000
$’000
$’000
$’000
$’000
$’000
-
-
388 940
390 704
388 940
390 704
INCOME
5.
Sales Revenue
6.
Cost of Sales
Prizes
Gambling tax on NGR
Agents’ commission
GST on NGR paid to the ATO
Total cost of sales
Interest Revenue
7.
-
-
(235 412)
(233 407)
(235 412)
(233 407)
(62 946)
(64 492)
-
-
(62 946)
(64 492)
-
-
(29 010)
(29 179)
(29 010)
(29 179)
-
-
(13 957)
(14 300)
(13 957)
(14 300)
(62 946)
(64 492)
(278 379)
(276 886)
(341 325)
(341 378)
2 100
1 835
365
407
2 465
2 242
Other Revenues
18
30
4 658
4 549
4 676
4 579
TOTAL INCOME
(60 828)
(62 627)
115 584
118 774
54 756
56 147
365
430
6 950
7 599
7 315
8 029
-
-
6 471
6 176
6 471
6 176
52
-
2 946
3 235
2 998
3 235
EXPENSES
8.
Employee Benefits Expenses
9.
Supplies and Services
Marketing and promotions
Computer operations
Tickets, coupons, terminal rolls and ribbons
-
-
1 787
1 937
1 787
1 937
131
132
802
703
933
835
22
16
613
610
635
626
Temporary staff and contractors
-
-
212
483
212
483
Agent distribution costs
-
-
242
271
242
271
Consultancies
-
-
19
8
19
8
223
234
1
9
224
243
72
124
60
-
132
124
151
129
-
-
151
129
-
-
171
223
171
223
670
Operating leases
Other occupancy costs
Motor vehicle fleet costs
Insurance
External audit fees
Internal audit fees
Training costs
-
-
141
670
141
Gambling tax - other
72
79
-
-
72
79
Other
22
19
1 436
1 484
1 458
1 503
745
733
14 902
15 809
15 646
16 542
1 110
1 163
21 852
23 408
22 961
24 571
Total Supplies and Services
TOTAL EXPENSES (excluding
Depreciation and Amortisation)
SA Government
Non-SA Government
Total
2011
2010
2011
2010
2011
2010
$’000
$’000
$’000
$’000
$’000
$’000
Agent debtors
-
-
1 489
2 251
1 489
2 251
Prize settlements receivable from Blocs
-
-
611
16 622
611
16 622
175
171
164
192
339
363
-
-
344
331
344
331
175
171
2 608
19 396
2 783
19 567
-
-
133
186
133
186
Note
FINANCIAL ASSETS
14.
Receivables
Current
Sundry receivables
Prepayments
Total current receivables
Non-current
Prepayments
Total non-current receivables
Total receivables
-
-
133
186
133
186
175
171
2 741
19 582
2 916
19 753
242
282
2 297
2 959
2 539
3 241
-
-
13 427
29 623
13 427
29 623
FINANCIAL LIABILITIES
17.
Payables
Current
Creditors and accrued expenses
Prizes payable
GST payable
Undistributed funds
Employment on-costs
Total current payables
-
-
790
455
790
455
8 090
8 253
-
-
8 090
8 253
42
49
60
72
102
121
8 374
8 584
16 574
33 109
24 948
41 693
-
-
1 356
960
1 356
960
Non-current
Prizes payable
Employment on-costs
51
54
41
54
92
108
Total non-current payables
51
54
1 397
1 014
1 448
1 068
8 425
8 638
17 971
34 123
26 396
42 761
Total payables
CERTIFICATION OF THE FINANCIAL STATEMENTS
We certify that the attached general purpose financial statements for the Lotteries Commission of South Australia:
• comply with relevant Treasurer’s Instructions issued under section 41 of the Public Finance and Audit Act 1987 and relevant
Australian Accounting Standards;
• are in accordance with the accounts and records of the Lotteries Commission of South Australia; and
• present a true and fair view of the financial position of the Lotteries Commission of South Australia as at 30 June 2011 and the
results of its operations and cash flows for the financial year.
In our opinion the internal controls employed by the Lotteries Commission of South Australia for the financial year over its
financial reporting and its preparation of the general purpose financial statements have been effective throughout the reporting
period and there are reasonable grounds to believe the Lotteries Commission of South Australia will be able to pay its debts as
and when they become due and payable.
Signed in accordance with a resolution of the Commission.
Hans J Ohff
Presiding Member
June Roache
Chief Executive
Chris McSporran
Chief Financial Officer
25 August 2011
REPORT OF THE
AUDITOR-GENERAL
GLOSSARY
AGENT Entity appointed under an
Agent Agreement to operate an
SA Lotteries agency.
AGENCY Distribution outlet selling
SA Lotteries’ games.
APLA The Asia Pacific Lottery
Association currently representing 25
lotteries, and 14 associate members
from the supplier industry, in the Asia
Pacific region.
BLOC Multi-jurisdictional arrangement
with other Australian lottery operators
to allow pooling for larger jackpots for
select games.
CSR Corporate Social Responsibility.
DIVISION ONE The top prize in Saturday
X Lotto, Monday and Wednesday
X Lotto, Oz Lotto, Powerball, Super 66
and The Pools. Keno Spot 8, 9 and 10
and Instant Scratchies Top Prizes are
also classed as Division One wins.
EASIPLAY CLUB SA Lotteries’ free
player registration service for ticket
purchases which provides players with
the ability to safeguard their winnings
and store favourite numbers.
EBITDA Earnings Before Interest, Tax,
Depreciation and Amortisation.
EX GRATIA PAYMENTS Made to
persons who are prize winners even
though the prize may have been
forfeited, tickets lost or damaged or a
claim not made within the statutory
period of 12 months from the date of the
game draw.
INSTANT SCRATCHIES Instant lottery
tickets whereby players can win a prize
by scratching or removing the latex on
the ticket to reveal symbols or prize
amounts.
JACKPOT Occurs when there are no
Division One winning entries recorded
for a draw, resulting in the Division One
prize pool cascading to the Division One
prize for the next draw.
KENO A numbers game of chance
whereby 20 numbers are randomly
generated from a possible 80 every
3.5 minutes. Players can choose to
select one number (Spot 1) up to ten
numbers (Spot 10).
LUCKYSA LOTTERY A traditional
raffle-style lottery with tickets
generated via SA Lotteries’ online
terminal, conducted in 2008.
MEGADRAW Saturday X Lotto draw
that offers an augmented Division One
prize pool, often exceeding $20 million.
MONDAY AND WEDNESDAY X LOTTO
A game of chance in which six
numbered balls and two supplementary
balls are randomly drawn from a barrel
of 45 every Monday and Wednesday.
MTBF The average number of
transactions processed by terminals
before there is a terminal failure.
A measure of the reliability of agent
terminals.
ONLINE LOTTERIES SYSTEM The
central computer system operating
SA Lotteries’ games, which is connected
to a Statewide network of approximately
700 Point of Sale terminals.
OZ LOTTO A game of chance in which
seven numbered balls and two
supplementary balls are randomly drawn
from a barrel of 45 balls every Tuesday.
PERFORMANCE MEASURES TABLE
A report linking targets with the
corporate strategic intent.
POS Point of Sale at SA Lotteries
agencies.
POWERBALL A game of chance in
which five numbered balls are randomly
drawn from one barrel of 45 balls, and
one numbered ball (the Powerball) is
drawn from a second barrel of 45 balls.
REPONSIBLE GAMBLING Individuals
making informed decisions about their
gambling participation in lotteries games
and play without harm to themselves,
others and their communities.
RETURN TO GOVERNMENT Total
payments to Government from
SA Lotteries’ activities comprising
Gambling Tax, Income Tax Equivalent,
Dividend and Unclaimed Prizes.
SA TAB South Australian Totalisator
Agency Board.
SATURDAY X LOTTO A game of chance
in which six numbered balls and two
supplementary balls are randomly drawn
from a barrel of 45 every Saturday.
SHAREHOLDER The Government of
South Australia, on behalf of the
community of South Australia.
SPOT 10 JACKPOT The top prize in a
game of Keno that is won when a player
correctly matches 10 of the 20 numbers
drawn.
STATE LOTTERIES CODES OF
PRACTICE Mandatory codes for
responsible gambling and advertising
approved by the Independent Gambling
Authority.
SUPER 66 A game of chance in which
the player selects a six-digit number
combination in the range of 000000 to
999999. To win Division One, players
match their selected numbers in the
order of those drawn every Saturday.
SUPERDRAW Monday and Wednesday
X Lotto draw that offers an augmented
Division One prize pool of $5 million.
THE POOLS A game of chance in which
the winning numbers are based on
the results of soccer matches played in
either the Northern Hemisphere or
Southern Hemisphere.
TOP PRIZE The highest prize available
on the Instant Scratchies ticket, and
the largest prize available in Keno Spots
8, 9 and 10.
WLA World Lottery Association is a
global professional association of
State lottery and gaming organisations
from more than 80 countries and six
continents.

2010-11 - SA Lotteries

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