When Camelot Group began measurement in 2002 it had incomplete information from utility suppliers and a need to engage staff to help improve to the company’s environmental commitments.
Camelot set out to track performance of key indicators, identify areas for improvement, carry out root cause analysis of performance decreases/increases, identify savings from specific initiatives, and to shape content for its annual Corporate Responsibility Report (CRR).
By 2007/2008 Camelot had an accurate carbon footprint figure for all its UK sites and aimed to improve performance and reduce environmental impact. Measurement is integrated into Camelot’s environmental management framework and to date all reductions in the company’s footprint have been cost neutral at worst.
Camelot gathers data into a central store which is audited internally by a group of senior managers throughout the company and then externally verified. The figures are published in the company’s annual CRR and are essential to measurement using its Environmental Management System (based on ISO14001).
Camelot’s environmental footprint takes into account the company’s influence with suppliers, the distribution chain, retailers, maintenance and service relationships, as well as National Lottery players.
Research along Camelot’s supply chain concluded that 31% of its carbon emissions came from internal operations, 56.1% from retail operations and 12.9% from other sources including suppliers. In order to measure and reduce its overall footprint, Camelot worked closely with its suppliers and has increased their levels of environmental awareness.
