G44 - Statement of Performance Expectations - NZ Parliament
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G44 Statement of Performance Expectations for the financial year ending 30 June 2018
2 Lotto New Zealand
This Statement of Performance Expectations sets out the financial forecast of the New Zealand
Lotteries Commission (Lotto New Zealand) for the financial year from 1 July 2017 to 30 June 2018,
and has been prepared in accordance with the Crown Entities Act 2004.
This Statement of Performance Expectations is written on behalf of the Board.
Matthew Boyd Tony Mossman
Chair Deputy Chair
31 May 2017 31 May 2017Statement of Performance Expectations 2018 3 Table of contents Lotto New Zealand’s strategic direction 5 Strategic focus 6 Strategic priorities 7 Forecast financial statements 10 Notes to the financial statements 13 Directory 19 This work is licensed under the Creative Commons Attribution 3.0 New Zealand licence. In essence, you are free to copy, distribute and adapt the work, as long as you attribute the work to Lotto New Zealand and abide by the licence terms. To view a copy of this licence, visit creativecommons.org. Please note that no logos may be used in any way that infringes on Lotto New Zealand’s copyright. Attribution to Lotto New Zealand should be in written form and not by reproduction of any such logo.
4 Lotto New Zealand
Statement of Performance Expectations 2018 5
Lotto New Zealand’s
strategic direction
This Statement of Performance Expectations (SPE) outlines Lotto New Zealand’s (Lotto NZ) performance targets
for 2017/18, and what we will do to achieve these targets. It should be read in conjunction with the Statement of
Intent 2015–2019, which sets out our medium-term strategy.
Lotto NZ’s statutory purpose is to provide safe gaming that allows New Zealanders to play and win while
contributing money back to New Zealand communities. As such, our overarching goal is to maximise profit for
transfer to the Lottery Grants Board, while minimising the risk of harm from problem and underage gambling
associated with our products.
Lotto NZ has one class of outputs – our games. Our focus is on responsibly promoting and running our games in
order to achieve the performance expectations set out in this document.
Profit maximisation
Actual Target Estimate Target
2017/18 SPE KPIs
2015/16 2016/17 2016/17 2017/18
Sales ($m) 974.21 947.3 1,175.62 1,081.33
Operating expenses ($m) 61.6 65.4 69.94 68.05
% operating expenses (%) 6.3 6.9 5.9 6.3
Net profit ($m) 204.0 191.1 262.86 225.0
Paid to the Lottery Grants Board ($m) 204.0 191.1 260.47 225.0
1.
Total sales in 2015/16 also included $52.8 million from Big Wednesday, which was replaced by a Wednesday draw of Lotto, Powerball and Strike in October 2015.
2.
2016/17 estimate is as at March 2017. Sales performance has been driven by the exceptional Powerball sequence during the first half of the year.
3.
The target for 2017/18 has been set based on a normal level of jackpots and also accounts for a lift in sales as a result of the Lotto family game changes.
4.
2016/17 expenses include one-off costs for a rollout of external and internal Lotto NZ branding and signage across all retail stores, along with an extended furniture upgrade
programme. The total cost of these activities in 2016/17 are approximately $5 million.
5.
2017/18 expenses include higher depreciation and software costs of around $3 million due to new projects implemented in prior years and allowance for future programmes of
work in 2017/18.
6.
In line with note 2 above, profit for 2016/17 has been significantly increased due to the exceptional Powerball sequence in the first half of the year. This has had a corresponding
flow on effect on profit. Also included in the estimated profit figure is $2.7 million associated with a special Lotto draw in aid of those affected by the Kaikoura earthquake.
7.
A part retention of profits has been factored in 2016/17 to fund future capital investment programmes.6 Lotto New Zealand
Strategic focus
Lotto NZ has three areas of strategic focus over the Growing digital
coming period. These reflect the shifts we would like As playing our games online becomes the norm
to affect in the business and where we will focus our for more and more of our customers, we want to
resources: continue to offer more engaging ways to play our
Driving demand existing games, offer new products in the digital
space, and deliver exciting content that inspires New
We need to ensure that we continue to drive demand
Zealanders to return to the MyLotto website.
for our games in order to deliver positive results in the
short term by getting more people to play our games Increasing diversification
more often. We are focused on what we know works Over time, we need to lessen our dependency
today – the things that will bring more players into on jackpot-fuelled growth and deliver a greater
the category – such as making it easy to purchase proportion of sales from new customers, in order to
our games and increasing awareness of the good deliver more consistent results and ensure long-term
things that happen as a result of lottery funding in the sustainability for the business.
community.
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Strategic priorities
Our strategic priorities for the coming period focus on growing sales and it remains fundamental to our
success that we grow in a socially responsible way.
In the 2017/18 financial year we will focus on:
Games
Offering a compelling portfolio of games that reflects the growing importance of MyLotto and the
inspire New Zealanders to play and win. Recent Lotto NZ App, and customer expectations of digital
product changes to the Lotto family of games accessibility. Game changes to Keno will include
(Lotto, Powerball, and Strike) have been designed the introduction of promotional activity, while Play
to create more Lotto winners and bigger Powerball 3 will be repurposed in order to deliver a more
prizes, and offer more ways to play our core games. contemporary and simple version of the game. We
We will continue to evolve our product offering in will continue to drive improvements in Instant Kiwi by
the coming period, which will include the launch offering new tickets and price points to increase the
of online instant win games and revamped daily appeal of instant tickets to a wider audience.
games. The introduction of online instant win games
Actual Target Estimate Target
2017/18 SPE KPIs
2015/16 2016/17 2016/17 2017/18
Lotto/Powerball/Strike Sales ($m) 731.1 754.9 978.7 877.2
Gross margin ($m) 202.7 207.6 288.6 243.5
Sales ($m) 144.0 145.5 150.0 153.0
Instant Kiwi
Gross margin ($m) 20.7 20.3 21.1 21.4
Other games Sales ($m) 46.4 46.9 46.8 51.1
(Keno, Bullseye, Play3
Gross margin ($m) 10.9 11.0 11.1 11.2
and Instant Play)8
Average weekly transaction count (m) 1.22 1.30 1.62 1.47
Brand and communications
Given the intangible nature of our products, having our players to dream big about the possibility of
loved brands that make New Zealanders feel a win. Stories focused on the key lottery funding
good about playing our games is imperative to recipients of sport, art and film will remind New
the success of our business. We will continue to use Zealanders of the vital role they play in supporting
emotive storytelling to inspire people to play and communities through playing our games and will
to remind our players of the important contribution help increase awareness of our reason for being.
they’re making to the community. The Powerball A fresh look and feel for our retail network will be
brand is all about making an emotional connection delivered through the completed roll out of Lotto NZ
with New Zealanders. A new Powerball brand branding and signage to all Lotto stores in our retail
campaign in the coming year will continue to inspire network.
Actual Target Estimate Target
2017/18 SPE KPIs
2015/16 2016/17 2016/17 2017/18
Lotto NZ brand health 61% 64% 62%9 65%
Instant Play is planned to launch in October 2017.
8.
Our existing brand health metric reflects the percentage of people who respond with ‘love or like’ to the question ‘How do you feel about Lotto NZ’, as measured on an 11-point
9.
scale in our monthly online brand tracking research. Source: Colmar Brunton. This methodology has resulted in very little movement in our brand health over recent years, despite
other indicators reflecting an increased positive sentiment towards the brand. As such, we are currently reviewing the methodology for measuring Lotto NZ brand health.8 Lotto New Zealand
Digital channel
In line with wider digital trends, MyLotto represents Given the continued importance of, and consumer
an increasingly important channel for Lotto NZ. In preference for, mobile devices, mobile-first principles
the 2016/17 year, we re-launched our website with will continue to drive design and functionality. The
mobile-first design functionality and re-launched growing importance of the digital environment
our mobile app with e-commerce functionality. results in increased customer expectations and,
Over the coming year we will continue to invest in as a result, we will focus on enhancing the online
our digital platforms, both the website and mobile experience and growing the services available to
app, to ensure the integrity of the channel and our players.
allow us to further strengthen our digital offering.
Actual Target Estimate Target
2017/18 SPE KPIs
2015/16 2016/17 2016/17 2017/18
Digital sales ($m) 97.4 90.9 148.3 175.1
Number registered MyLotto players 454,000 495,000 635,000 710,000
MyLotto usage - Average weekly visits 10 604,000 627,000 1,000,000 1,150,000
Retail channel
We want to be where our customers are shopping, through an integrated point-of-sale solution at both
making it easy for New Zealanders to purchase supermarket checkouts and fuel stations allows for
our games. We know that less regular players are a single transaction, increasing the efficiency of the
unlikely to go out of their way to purchase a Lotto purchase process. There will be a continued focus
ticket. Therefore being where people are already on the customer experience in-store, ensuring that
shopping and making the purchase as convenient the service we provide meets customer expectations.
as possible will encourage less frequent players to We will also investigate opportunities to sell our
purchase more often. We will continue to focus on games through new sectors where Lotto has not
growing our presence within supermarkets and fuel traditionally had a presence, in areas of the country
stations. Specifically, the ability to sell Lotto tickets where we see per capita sales underperforming.
Actual Target Estimate Target
2017/18 SPE KPIs
2015/16 2016/17 2016/17 2017/18
Retail sales ($m) 876.8 856.4 1,027.3 906.3
Number retail outlets 1,366 1,485 1,472 1,525
Supermarket penetration 83% 84% 85% 11 86%
Average number of weekly visits to the MyLotto site. Source: Google Analytics.
10.
Supermarket penetration has exceeded the 2016/17 target, while the total number of retail outlets has not met the target. Our heightened focus for new retail outlets was
11.
supermarkets due to the proportionally larger effect on sales.Statement of Performance Expectations 2018 9
Our strategic priorities will continue to be underpinned by solid business foundations in:
Harm minimisation
Lotto NZ’s commitment to responsible gaming retailers, and across channels. Strong corporate
remains a cornerstone of our business foundation. governance will continue to guide our programme,
Responsible gaming is all about players having fun, along with a focus on stakeholder engagement with
being informed and knowing their limits. Lotto NZ’s key partners, including problem gambling treatment
approach to responsible gaming was awarded providers. We will retain the highest possible level of
the ‘Best Overall Responsible Gaming Programme’ accreditation (Level 4) for our responsible gaming
by the World Lottery Association in 2016, and we programme under the World Lottery Association’s
continue to drive for continuous improvement in Responsible Gaming Framework.
how we deliver this programme to customers and
Actual Target Estimate Target
2017/18 SPE KPIs
2015/16 2016/17 2016/17 2017/18
Primary mode of gambling citations per 10,000 players12 1.910 Lotto New Zealand
Forecast financial
statements
Prospective statement of comprehensive income
For the period ended 30 June
2018 2017 2016
Budget Projection Actual
$000 $000 $000
Revenues (note 3) 1,028,294 1,114,634 926,748
Cost of sales (note 4) 735,302 781,919 661,168
Gross profit 292,992 332,715 265,580
Expenses
Promotion and retail support (note 5) 24,893 30,833 23,365
Property, plant and equipment depreciation 5,686 4,685 4,524
Computer software amortisation 2,771 1,586 1,433
Gaming system 6,940 6,916 6,440
Employee benefits 14,897 14,336 13,776
Other 12,825 11,571 12,043
Total expenses 68,012 69,927 61,581
Profit 224,980 262,788 203,999
Distribution to the New Zealand Lottery Grants Board 224,980 257,670 203,999
Special distribution to the New Zealand Lottery Grants Board - 2,718 -
Profit/(loss) after distribution to New Zealand Lottery Grants Board - 2,400 -
Total comprehensive income/(expense) - 2,400 -
The accompanying notes form part of this statement and should be read in conjunction with it.
Statement of movements in equity
For the period ended 30 June
2018 2017 2016
Budget Projection Actual
$000 $000 $000
Total comprehensive income after distribution to the Lottery Grants Board - 2,400 -
Equity of beginning of the period 25,513 23,113 23,113
Total comprehensive income for the period as above - 2,400 -
Equity at the end of the period 25,513 25,513 23,113
The accompanying notes form part of this statement and should be read in conjunction with it.Statement of Performance Expectations 2018 11
Prospective statement of financial position
As at 30 June
2018 2017 2016
Budget Projection Actual
$000 $000 $000
Assets
Current assets
Cash and cash equivalents 73,252 72,795 67,515
Term deposits 38,000 37,700 38,608
Debtors and other receivables 9,100 5,200 7,828
Prepayments 5,500 4,100 4,362
Inventories 3,500 3,500 2,581
Total current assets 129,352 123,295 120,894
Non-current assets
Property, plant and equipment 16,968 17,326 18,172
Computer software 8,405 7,655 6,914
Total non-current assets 25,374 24,981 25,086
Total assets 154,725 148,275 145,980
Liabilities
Current liabilities
Creditors and other payables 98,119 92,027 96,614
Prize reserve account 29,057 28,414 23,345
Employee entitlements 700 700 786
Provision - - 417
Lease incentive 235 235 235
Total current liabilities 128,111 121,376 121,397
Long-term liabilities
Annuity prize liabilities 100 150 -
Lease Incentive 1,001 1,236 1,470
Total long-term liabilities 1,101 1,386 1,470
Total liabilities 129,212 122,762 122,867
Equity
Retained earnings 25,513 25,513 23,113
Total equity 25,513 25,513 23,113
Total liabilities and equity 154,725 148,275 145,980
The accompanying notes form part of this statement and should be read in conjunction with it.12 Lotto New Zealand
Statement of cash flows
For the period ended 30 June
2018 2017 2016
Budget Projection Actual
$000 $000 $000
Cash flows from operating activities
Ticket sales 1,018,644 1,104,999 917,229
Net GST received - - 1,663
Other receipts 6,650 7,451 6,955
Prize payments (600,725) (634,428) (503,736)
Lottery duty (59,473) (64,657) (53,170)
Retailers' commission (66,064) (74,134) (61,983)
Employee costs (14,897) (14,336) (13,407)
Other payments (52,698) (57,020) (48,578)
Net cash inflow from operating activities 231,436 267,874 244,973
Cash flows from investing activities
Sale of property, plant and equipment 200 45 170
Interest received 3,000 2,500 2,752
(Increase)/decrease in term deposits (300) 908 (18,057)
Purchase of property, plant and equipment (5,329) (4,021) (2,749)
Purchase of computer software (3,521) (2,640) (2,501)
Net cash flow from investing activities (5,950) (3,208) (20,385)
Cash flows from financing activities
Discharge of annuity prize liabilities (50) - (50)
Payments to the New Zealand Lottery Grants Board (224,980) (259,387) (187,203)
Net cash flow from financing activities (225,030) (259,387) (187,253)
Net increase/(decrease) in cash balances 457 5,280 37,335
Opening cash and cash equivalents balance 72,795 67,515 30,180
Closing cash and cash equivalents balance 73,252 72,795 67,515
The accompanying notes form part of this statement and should be read in conjunction with it.Statement of Performance Expectations 2018 13
Notes to the forecast
financial statements
1. Accounting policies restated to ensure consistency with the current period.
Computer software
REPORTING ENTITY
The New Zealand Lotteries Commission (Lotto NZ) Computer software that is not integral to the
is a Crown entity as defined by the Crown Entities operation of hardware is recorded at purchase
Act 2004 and is domiciled in New Zealand. Lotto cost less any amortisation and impairment losses.
NZ’s ultimate parent is the New Zealand Crown. Amortisation is charged to the profit or loss on a
straight line basis over the software’s useful life of
Lotto NZ has determined that it is a profit-oriented three to seven years.
entity for the purpose of complying with the New
Zealand equivalent to International Financial The useful life of computer software is reviewed at
Reporting Standards and applies Tier 1 For- least annually to determine if there is any indication
profit Accounting standards. They comply with of impairment. Where any software’s recoverable
International Financial Reporting Standards (IFRS) amount is less than its carrying amount, it is reported
and New Zealand equivalents to International at its recoverable amount and an impairment loss
Financial Reporting Standards (NZ IFRS). will be recognised in profit or loss.
Contingent assets and contingent liabilities
BASIS OF PREPARATION Contingent liabilities are disclosed if the possibility
Accounting compliance that they will crystallise is not remote. Contingent
These forecast financial statements comprise assets are disclosed if it is probable that the benefits
prospective financial information and have been will be realised.
prepared in compliance with New Zealand Financial
Employee entitlements
Reporting Standard No. 42 – Prospective Financial
Employee entitlements to salaries and wages,
Statements (FRS-42).
annual leave, long service leave and other similar
Basis of measurement benefits are recognised in the profit or loss when
The measurement base applied is historical cost they accrue to employees.
modified by the revaluation of certain assets and
Obligations for contributions to the defined
liabilities as identified in this statement of accounting
contribution retirement plan are recognised in
policies. The accrual basis of accounting has been
surplus or deficit as they fall due.
used unless otherwise stated.
Termination benefits are recognised in surplus
These financial statements are presented in New
or deficit only when there is a demonstrable
Zealand dollars rounded to the nearest thousand.
commitment to either terminate employment prior
to normal retirement date or to provide such benefits
ACCOUNTING POLICIES as a result of an offer to encourage voluntary
The accounting policies set out below have been redundancy.
applied consistently to all periods presented in these
financial statements. Financial instruments
Cash and cash equivalents, and term deposits
Changes in accounting policies
There have been no changes in accounting policies Cash and cash equivalents include cash on hand,
since the date of the audited financial statements for bank accounts and deposits with maturities of up to
the year ended 30 June 2016. three months from acquisition date.
Comparatives Term deposits represent deposits and other
instruments with maturities of more than three
The 30 June 2016 figures are those published in the
months from acquisition date.
Annual Report 2015/16.
It is Lotto NZ’s policy to restrict its investments to
When presentation or classification of items in the
instruments issued or guaranteed by either the New
financial statements is amended or accounting policies
Zealand Government or registered New Zealand
are changed voluntarily, comparative figures are
banks. Although investments are normally held to14 Lotto New Zealand
maturity, they are readily marketable and therefore based on experience and other factors, including
may be regarded as liquid assets. The value of expectations of future events that are believed to be
investments held fluctuates as changes in market reasonable under the circumstances. There are no
interest rates occur. However, the extent of such estimates and assumptions that have a significant
fluctuations in value is relatively minor. risk of causing a material adjustment to the carrying
amounts of assets and liabilities within the next
Cash and bank balance figures include any cash
financial year.
overdrafts to reflect a total cash position.
Critical judgements in applying
Cash equivalents and term deposits are recorded at
accounting policies
cost, adjusted in the case of government stock by the
Lotto NZ has assessed the prize reserve fund as
amortisation of any premium or discount included in
a liability as itemised in the prize reserve account
the purchase price.
policy below. Lotto NZ has also classified the
Annuity prize liabilities payment to the NZ Lottery Grants Board as a
financial activity in the statement of cash flows
These represent prizes payable for Instant Kiwi
due to this payment being a distribution of profits.
games where the payments are spread over a
No other critical judgement has been made when
period of greater than 12 months from the date
applying accounting policies.
the prizes are claimed. These liabilities are initially
measured at fair value using the effective interest Leases
rate method. Any changes in value are recorded Operating leases, where the lessor substantially
through the prize reserve account. retains the risks and rewards of ownership, are
Foreign currency transactions recognised in a systematic manner over the term of
the lease. Leasehold improvements are capitalised
Foreign currency transactions are translated into
and the cost is amortised over the unexpired
New Zealand dollars using the exchange rates
period of the lease or the estimated useful life of the
prevailing at the dates of the transactions.
improvements, whichever is shorter. Lease incentives
Goods and Services Tax (GST) received are recognised evenly over the term of the
All items in the financial statements are exclusive lease as a reduction in rental expense.
of GST, with the exception of amounts due from
Prize reserve account
retailers for current games, trade receivables,
This account is established in accordance with the
moneys received for games not drawn at balance
requirements of the Rules governing the conduct
date, and trade creditors.
and operation of Lotto NZ’s games. Lotto NZ has
Inventories classified this account as a current liability due to the
Inventories held for sale are recorded at the lower Rules requiring the balance to be paid to winners
of cost (calculated using the first in, first out (FIFO) in the future. Transfers into this account comprise
method) and net realisable value. amounts set aside from the prize pools for games,
together with prizes unclaimed after 12 months from
The write-down of inventories to net realisable value
the date of the relevant draw or game closure and
is recognised as an expense in the period the write-
interest earned on investments representing prize
down occurs.
liabilities. Funds accumulated in this account are
Interest used exclusively for the purposes of augmenting
Interest income is recognised by accruing on a time the prize pools for various draws and games. The
proportion basis the interest due for the investment. balance in the account fluctuates as a result of a
number of factors, the most significant of which is the
Estimates and assumptions frequency of Lotto Powerball division one wins. Long
In preparing these financial statements, Lotto NZ jackpot runs typically result in an increase in the
has made estimates and assumptions concerning balance. Conversely, wins early in the jackpot cycle
the future. These estimates and assumptions may cause a decrease in the balance in the account.
differ from the subsequent actual results. Estimates
and judgements are continually evaluated and areStatement of Performance Expectations 2018 15
Property, plant and equipment Work in progress included in property, plant and
Items of property, plant and equipment are initially equipment is not depreciated.
recorded at cost. The residual value and useful life of an asset is
Additions reviewed, and adjusted if applicable, at each
financial year end. If an adjustment to the useful life
The cost of an item of property, plant and of an asset is made then the remaining book value
equipment is recognised as an asset only when it is at that point is depreciated on a straight line basis
probable that future economic benefits or service over the adjusted remaining life of the asset.
potential associated with the item will flow to Lotto
NZ and the cost of the item can be measured Revenue and expense recognition
reliably. Work in progress is valued at costs less Revenues and corresponding direct expenses for
impairment. Lotto (including Lotto Strike and Lotto Powerball),
Keno, Bullseye, and Play 3 are recognised when
Disposals
each lottery is drawn. Instant Kiwi revenue and
Gains and losses on disposals are determined by corresponding direct expenses are recognised when
comparing the proceeds with the carrying amount retailers activate ticket stock prior to sale to players,
of the asset. Gains and losses on disposals are making those tickets part of a game.
included in the profit or loss.
Taxation
Subsequent costs
Lotto NZ is exempt from income tax by virtue of
Costs incurred subsequent to initial acquisition are Section 264 of the Gambling Act 2003.
capitalised only when it is probable that future
The following taxes are paid by Lotto NZ:
economic benefits or service potential associated
with the item will flow to Lotto NZ and the cost of the • Lottery duty of 5.5 cents in the dollar on GST-
time can be measured reliably. The costs of day-to- inclusive sales
day servicing of property, plant and equipment are • Problem gambling levy on GST-inclusive sales less
recognised in the profit or loss as they are incurred. prizes payable
Depreciation • GST charged on lottery sales less related prizes
payable
Depreciation of property, plant and equipment,
other than freehold land, which is not depreciated, • Fringe benefit tax
is calculated on a straight-line basis so as to allocate • Non-resident withholding tax.
the cost of the assets, or the revalued amount, over
the shorter of the economic life or the relevant lease
periods as follows: 2. Principal assumptions
The principal assumptions made in arriving at the
Gaming computers, associated 4-7 years
forecasts for the remainder of 2016/17 and for 2017/18
equipment and integral software
are as follows:
Other computer hardware 3 years
• There will be no major outages affecting our
Leasehold improvements 1-9 years lottery systems
• There will be no changes in lottery duty or
Draw equipment 5 years
taxation, which will continue to be levied on Lotto
Furniture and fittings 10 years NZ on the same basis as at March 2017
Motor vehicles 4 years • There will be no statistically abnormal series of
jackpot runs for Powerball. Major variations in
Office equipment 5 years jackpotting behaviour may have a significant
effect on actual financial results.16 Lotto New Zealand
3. Revenues
2018 2017 2016
Budget Projection Actual
$000 $000 $000
Sales including GST 1,081,331 1,175,584 974,217
GST 62,688 70,586 56,977
Sales excluding GST 1,018,644 1,104,999 917,240
Other revenue 9,650 9,635 9,508
Total revenues 1,028,294 1,114,634 926,748
4. Cost of sales
2018 2017 2016
Budget Projection Actual
$000 $000 $000
Lottery duty 59,473 64,657 53,582
Problem gambling levy 1,850 2,165 1,288
Retailers' and interactive commission 66,064 74,134 62,695
Prizes paid and payable 540,182 568,613 487,193
Prize reserve account 60,543 65,815 49,762
Interest transferred to prize reserve account 1,000 1,000 960
Ticket costs 5,739 5,100 5,111
Cost of goods sold to retailers 450 435 577
Total cost of sales 735,302 781,919 661,168
5. Promotion and retail support
2018 2017 2016
Budget Projection Actual
$000 $000 $000
Media advertising 12,218 12,758 12,251
Media production and draw 7,242 7,049 4,454
Point of sale, game stationery and distribution 3,045 3,884 4,063
Retail revitalisation 348 2,916 597
Promotion and retail support other 2,040 4,226 2,000
Total promotion and retail support 24,893 30,833 23,365
Included within the retailer revitalisation costs for 2016/2017 is a $2.75 million allocation for the ‘Lotto NZ’ rebranding to our retail network.
Included within the promotion and retail support costs for 2016/17 is $2.48 million for a furniture upgrade programme.Statement of Performance Expectations 2018 17
18 Lotto New Zealand
Statement of Performance Expectations 2018 19
Directory
Auckland office Board members
Level 1, 73 Remuera Road Matthew Boyd
Remuera, Auckland 1050 Chair
PO Box 8929, Symonds Street Tony Mossman
Auckland 1150 Deputy Chair
Telephone 09 356 3800 Monique Cairns
Facsimile 09 366 1605 Mark Gilbert
Keiran Horne
Logan Sears
Wellington office David Tapsell
Level 1
The Woolstore Design Centre
258 Thorndon Quay
PO Box 9448
Wellington 6011
Executive team
Wayne Pickup
Chief Executive
Christchurch office Dan Balasoglou
Chief Financial Officer
66-68 Mandeville Street
PO Box 8609 Ben Coney
Riccarton Chief Innovation and Technology Officer
Christchurch 8011 Guy Cousins
Chief Marketing Officer
Kathryn Haworth
General Manager, Strategy
Contact
Chris Lyman
Website mylotto.co.nz
Chief Operating Officer
Email info@lottonz.co.nz
Telephone 0800 695 6886 Amie McKinlay
General Manager,
People and Culture
Emilia Mazur
General Manager,
Corporate Communications
and Social Responsibility20 Lotto New Zealand
mylotto.co.nzYou can also read
