LOTTO NZ STATEMENT OF INTENT - MYLOTTO

 
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LOTTO NZ STATEMENT OF INTENT - MYLOTTO
LOTTO NZ
STATEMENT
OF INTENT
for the financial years ending 30 June 2019 - 2022
LOTTO NZ STATEMENT OF INTENT - MYLOTTO
This Statement of Intent for the New Zealand Lotteries
Commission (Lotto New Zealand) meets the requirements of
the Crown Entities Act 2004. It sets out the strategic objectives
that Lotto New Zealand intends to achieve over the four-year
period ending 30 June 2022.
On behalf of the Board of the New Zealand Lotteries
Commission.

Matthew Boyd            Tony Mossman
Chair                   Deputy Chair

23 May 2018             23 May 2018
CONTENTS
Lotto New Zealand’s role                                                          4

Supporting the community                                                          5

Lotto New Zealand’s organisation                                                  6

Operating environment                                                             7

Lotto New Zealand’s strategic direction                                           8

Operating intentions                                                              10

Organisational health and capability                                              12

How we will measure our success                                                   14

Directory                                                                         15

ISSN 1172-4676 (Print)
ISSN 1179-0245 (Online)

Crown copyright ©. 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

    Lotto New Zealand’s role

    OUR PURPOSE

    To provide safe gaming that allows New Zealanders to play and win while
    contributing money back to New Zealand communities.

    OUR BACKGROUND                                           OUR STATUTORY FUNCTIONS
    The New Zealand Lotteries Commission (Lotto New          The activities of Lotto New Zealand are specifically
    Zealand) was established in 1987 and operates as a       authorised and controlled through the Gambling
    Crown Entity under the Gambling Act 2003.                Act 2003 and the Crown Entities Act 2004.

    We exist to promote, organise and conduct lottery        This legislative framework gives Lotto New Zealand
    games for the purpose of generating profits for the      four main statutory functions:
    benefit of New Zealand communities.
                                                             • to promote, organise and conduct New Zealand
    Lotto was introduced to New Zealand in 1987. It was        lotteries for the purpose of generating profits for
    our first game and over the years it has remained          distribution by the Lottery Grants Board, or for a
    New Zealand’s flagship lottery game. Our product           community purpose for which a special purpose
    range has expanded over the years to include               lottery is promoted under section 245 of the
    Lotto Powerball, Lotto Strike, Bullseye, Instant Kiwi,     Gambling Act 2003
    Keno, Play 3 and Instant Play.                           • to maximise profits so generated, subject to
    Profits from Lotto New Zealand are transferred to          ensuring that the risk of problem gambling and
    the New Zealand Lottery Grants Board, which works          underage gambling is minimised
    to build strong, sustainable communities by funding      • to make rules regulating the conduct and
    a wide range of social, community, arts, heritage,         operation of New Zealand lotteries under section
    sports, recreation and health research activities          243 of the Gambling Act 2003
    across New Zealand. The Lottery Grants Board is a        • to advise the Minister of Internal Affairs on matters
    major funder of Sport New Zealand, Creative New            relating to New Zealand lotteries.
    Zealand, and the New Zealand Film Commission,
    as well as over 3,000 community projects every
    year.

    The success of our business is built on the integrity
    of our products, the transparency of our systems,
    and our commitment to growing our business in a
    socially responsible manner.
Statement of Intent 2019 - 2022          5

Supporting the community

WHERE THE MONEY GOES                                                  HOW LOTTERY FUNDING IS
                                                                      DISTRIBUTED
In the 2107/18 financial year, approximately 22%
of Lotto New Zealand’s sales will be distributed to                   The Lottery Grants Board is responsible for
New Zealand communities through the Lottery                           distributing lottery funding. Through the Lottery
Grants Board. Prizes paid out to winners across all                   Grants Board, Lotto New Zealand is a major
of our games will account for approximately 55% of                    supplier of funding for Sport New Zealand,
our sales.                                                            Creative New Zealand, and the New Zealand Film
                                                                      Commission. We are proud to play a significant role
Figure 1: For every $1 from combined sales*
                                                                      in supporting New Zealand artists, film-makers and
                                                                      those involved in sport at all levels.
                                                Prizes
                                                                      Lottery funding also supports more than 3,000
                                                Operating Costs
                                                                      community activities and projects each year,
    22c                                         Retailer commission
                                                                      with funding distributed between a national
                                                Taxes                 committee, 11 regional committees and nine
                                                (includes GST,
                                                gaming duty and       specialist committees with diverse focuses including
                                                problem gambling
 12c                              55c                                 community facilities, health research, and outdoor
                                                levy)
                                                                      safety.
                                                NZ Lottery
                                                Grants Board
       6c
            5c

*Based on forecast results for the year ending 30 June 2018.
6   Lotto New Zealand

    Lotto New Zealand’s organisation

    OUR ORGANISATION                                        CORPORATE GOVERNANCE:
                                                            EXTERNAL RELATIONSHIPS
    The Lotto New Zealand Board is responsible for our
    overall policy and direction. The Board members         The Crown Entities Act 2004 details Lotto New
    are appointed by the Government. Day-to-day             Zealand’s reporting requirements. As outlined in
    running of Lotto New Zealand is the responsibility of   section 139 of the Act, we provide the Minister with
    the chief executive and the other members of the        a copy of our Statement of Intent, which sets out
    executive team.                                         our plans for the next four years. In addition, before
    Lotto New Zealand employs approximately 125             the start of each year we prepare a Statement of
    staff, who are mostly based in our Auckland head        Performance Expectations, which sets our specific
    office. A small number of our retail support staff,     performance measures and financial targets for the
    whose role is to support our network of retailers,      forthcoming financial year.
    work from offices in Wellington and Christchurch        Before the start of each financial year, Lotto New
    or are field-based.                                     Zealand submits its budget and business plan to the
    Our retail network is made up of almost 1,500 lottery   Minister for approval. This includes an amount for
    outlets across the country that employ more than        budgeted profit transfer to the Lottery Grants Board.
    6,000 people, making it the single largest retail       The Treasury advises the Minister on Lotto New
    network in New Zealand.                                 Zealand’s activities and we provide Treasury with
                                                            quarterly updates on our operating performance.

    CORPORATE GOVERNANCE:                                   After each financial year, we provide the Minister
    WITHIN LOTTO NEW ZEALAND                                with an annual report of our performance and
                                                            operations, together with a copy of our audited
    The Board meets at least eight times a year, with       accounts and a report from the Office of the
    the chief executive and chief financial officer in      Auditor-General on those accounts. Our Annual
    attendance.                                             Report is published and tabled in Parliament. Once
                                                            the Annual Report has been tabled, representatives
    We provide financial and non-financial information
                                                            from Lotto New Zealand may be requested to
    for every Board meeting, to enable the Board
                                                            appear before Parliamentary Select Committee to
    to monitor Lotto New Zealand’s year-to-date
                                                            answer questions about our financial performance.
    performance. The Board uses the information
    to monitor any variances from the approved
    operating and capital expenditure budgets.

    Our Audit and Risk Committee generally consists of
    three Board members. The Committee meets with
    officials from Audit New Zealand, who conduct the
    audit on behalf of the Office of the Auditor-General.
    This Committee is responsible for compliance and
    risk management matters, with assistance from
    our executive team. Final approval of Lotto New
    Zealand’s accounts is recommended by the Audit
    and Risk Committee before they are approved by
    the full Board.
Statement of Intent 2019 - 2022                                     7

Operating environment

REGULATORY ENVIRONMENT                                                                                  THE NEW ZEALAND GAMBLING
                                                                                                        INDUSTRY
The Gambling Act 2003 (“the Act”) provides the
legislative boundaries for all gambling bodies in                                                       Gambling as a form of economic activity is
New Zealand. The lottery rules for all of our games                                                     conventionally measured in terms of ‘gambling
are consistent with the provisions of the Act and are                                                   expenditure’, which is the amount players spend
approved by the Minister of Internal Affairs.                                                           minus the amount won as prizes.
We work closely with our regulators to bring well-                                                      In New Zealand, the four main forms of gambling
designed lottery games to market, which support                                                         are gaming machines outside casinos, lotteries,
our purpose of providing safe gaming that allows                                                        casinos, and racing and sports betting.
New Zealanders to play and win while contributing
money back to New Zealand communities.                                                                  Gaming machines outside casinos is still the largest
                                                                                                        form of gambling in New Zealand, with 27% of
The process for introducing a new game to market,                                                       expenditure in the 2016/17 year. Class 4 gambling
or making changes to existing games, involves                                                           expenditure declined from 2008 to 2013, but has
consultation with the Department of Internal Affairs                                                    seen an increase in each of the following years
and the Ministry of Health with an emphasis on                                                          since 2014, despite the continuing decline in the
harm minimisation considerations.                                                                       number of venues and gaming machines.
Under the Act, Lotto New Zealand may conduct                                                            Expenditure in casinos currently makes up around 24%
approved forms of remote interactive gambling.                                                          of the total and the NZ Racing Board accounts for 14%.
Our online channel MyLotto was introduced in 2008,
following consultation with our regulators.                                                             Expenditure on Lotto New Zealand products was
                                                                                                        $555 million in the 2106/17 financial year, accounting
                                                                                                        for 24% of total gambling expenditure and an
                                                                                                        average spend per person of $151.

Figure 2: New Zealand Gambling Market Expenditure 1988 – 2017

             2500

                                       Gaming machines
                                       (outside casinos)
             2000
                                       Casinos

                                       Lotto NZ
             1500

                                       NZ Racing Board
$ Millions

                                       (TAB)
             1000

             500

               0
                 88

                        89

                               90

                                      91

                                             92

                                                    93

                                                           94

                                                                  95

                                                                         96

                                                                                97

                                                                                       98

                                                                                               99

                                                                                              00

                                                                                                       01

                                                                                                       02

                                                                                                       03

                                                                                                      04

                                                                                                                5

                                                                                                                       6

                                                                                                                               07

                                                                                                                              08

                                                                                                                                      9

                                                                                                                                             0

                                                                                                                                                    1

                                                                                                                                                            12

                                                                                                                                                                 13

                                                                                                                                                                      14

                                                                                                                                                                             15

                                                                                                                                                                                     16

                                                                                                                                                                                            7
                                                                                                                                                     1

                                                                                                                                                                                             1
                                                                                                                 0

                                                                                                                        0

                                                                                                                                       0

                                                                                                                                              1

                                                                                                                                                  20

                                                                                                                                                         20

                                                                                                                                                                                          20
                                                                                                                                                                 20

                                                                                                                                                                           20
                                                                                                                                                                      20
                                    19

                                                                                                                                                                                  20
                                                                                                    20

                                                                                                                                           20
                                                                              19

                                                                                                                            20
                                           19

                                                                                                    20
                                                  19

                                                                19
                                                         19

                                                                       19
                      19

                                                                                                    20

                                                                                                              20
                                                                                     19

                                                                                            19
               19

                             19

                                                                                                                     20

                                                                                                                            20

                                                                                                                                    20
                                                                                            20

                                                                                                    20

                                                                                                      Year

Source: Department of Internal Affairs – Gambling Expenditure Statistics 2017
8   Lotto New Zealand

    Lotto New Zealand’s
    strategic direction

    OUR PURPOSE

    To provide safe gaming that allows New Zealanders to play and win while
    contributing money back to New Zealand communities.

    OUR VISION                                               OUTPUTS
    To be a world-leading lottery for the maximum            Lotto New Zealand has one class of outputs – our
    benefit of New Zealand communities – through the         games. By successfully and responsibly promoting
    delivery of great games that Kiwis feel good about       and running our games, we will deliver these results.
    playing.

                                                             STRATEGIC FOCUS
    GOAL
                                                             Our strategic focus in the 2019 – 2022 period is on:
    Our goal for the next four financial years is to
                                                             • Driving demand
    transfer upwards of $275 million to the Lottery Grants
    Board every year.                                        • Growing digital

                                                             • Increasing diversification.
    KEY RESULTS
                                                             Underpinned by a focus on ensuring the integrity of
    In all of our activities, we aim to:                     the business through:

    • Maximise profits for transfer to the Lottery           • Responsible gaming
      Grants Board for the benefit of New Zealand            • Technology
      communities
                                                             • People and culture
    • Minimise the harm from problem and underage
      gambling associated with our products.                 • Risk and security

                                                             • Health and safety.
Statement of Intent 2019 - 2022      9

                                                 STRATEGIC FOCUS

                                                                                  INCREASING
                DRIVING DEMAND                  GROWING DIGITAL                 DIVERSIFICATION

              Ensuring Kiwis want to play   Providing inspiring solutions     Developing our product
                our games and can do            in the digital space             proposition and
                       so easily                                             engaging with more New
                                                                                   Zealanders
VISION
To be a
world-leading lottery
for the maximum benefit of
New Zealand communities –                   BUSINESS FOUNDATIONS
through the delivery of
great games that Kiwis
feel good about
playing

                       Being world leading in      Investing in technology    Putting our people first
                        Responsible Gaming

                                     Uncompromising Risk           Adhering to the highest
STATUTORY                                and Security            Health and Safety standards
PURPOSE
To provide safe gaming
that allows New Zealanders
to play and win while
contributing money back to
New Zealand communities
10   Lotto New Zealand

     Operating intentions

     STRATEGIC OVERVIEW
     Lotto New Zealand exists to generate essential          This will be achieved through a strategic focus on
     funding to help build strong Kiwi communities and       driving demand, growing digital and increasing
     our goal is to transfer more than $275 million per      diversification, and will be supported by solid
     year to the Lottery Grants Board. The strategies        business foundations in responsible gaming,
     outlined for the next four years focus on growing       technology, people and culture, risk and security
     sales in order to deliver this goal. However, it is     management, and health and safety.
     fundamental to our success as a business that
                                                             Our long-term strategic priorities remain in line with
     we grow in a socially responsible way. This is
                                                             those set out in our previous Statement of Intent.
     reflected in our overarching strategy of increasing
                                                             However, we have refined certain areas of the plan
     penetration and driving frequency of play – more
                                                             to reflect the changing operating environment and
     people playing our games, more often.
                                                             the performance of the business in recent years.

     Strategic focus

     DRIVING DEMAND – ensuring Kiwis want to play our games and can do so easily
     Given the intangible nature of our products,            family of games (Lotto, Powerball, and Strike) to
     the ability to connect with our customers on an         maximise appeal and participation – ensuring
     emotional level and inspire them to play our games      they capture the imagination of as many Kiwis as
     is imperative to the success of the business. Every     possible. In order to achieve this, we will continue
     New Zealander who has ever bought a Lotto               to make enhancements to each of the three
     ticket has played an important role in helping          Lotto family games, ensuring the strength and
     to build strong, sustainable communities – from         positioning of each in its own right, while continuing
     funding facilities that bring communities together,     to strengthen Powerball’s role as the hero of the
     to fostering young talent, providing life-saving        category.
     community services, and preserving our national
                                                             As consumer habits, preferences and priorities
     heritage and wildlife.
                                                             continue to evolve, Lotto NZ must also adapt to
     This unique reason for being is a key position of       the changing face of retail, by ensuring that we
     strength and differentiation within an increasingly     are offering our products where our customers
     crowded market, and the ability to make people          are choosing to shop. The in-store experience
     feel good about playing our games through an            also needs to evolve over time to reflect available
     appreciation of where the funding goes cannot be        technology and digital content, to improve and
     underestimated. We therefore need to continue to        enhance the interactions players have in our
     evolve our brands and our brand story in order to       physical retail outlets. There remains a strong
     resonate with New Zealanders today and in the           correlation between retail penetration and spend
     future.                                                 per capita and as such we will continue to increase
                                                             our retail footprint. This will be achieved through key
     The biggest driver of performance in the business
                                                             partnerships with supermarkets and fuel providers,
     is by far the Powerball jackpot – with its ability to
                                                             as well as by exploring new channels that provide
     generate talk-ability and exponentially increase
                                                             the opportunity to gain a presence in locations
     player penetration, the positive effect a high
                                                             where Lotto is currently underrepresented.
     Powerball offer has on our results is evident. We
     need to continue evolving and enhancing our Lotto
Statement of Intent 2019 - 2022          11

GROWING DIGITAL – providing inspiring solutions in the digital space
Playing our games online is increasingly becoming        of data and the ability to meaningfully analyse
the norm for our customers. However, MyLotto is no       this data provides businesses with increasingly
longer simply about e-commerce, it also provides         sophisticated insights about their customers –
a platform to interact and engage with our players,      allowing products, services and communications
and will help enable an omni-channel experience          to be developed that are more relevant and
in the future. In order to continue to grow digitally    meaningful. Lotto NZ is no different and we will look
as a business, we will continue to provide relevant      to further develop our analytical capability to drive
features and functionality to our customers through      better decisions, across all areas of the business.
MyLotto and the Lotto NZ App to make it easier and
                                                         As video and visual content continue to dominate
more convenient to purchase our games whether
                                                         the consumer landscape, we need to ensure that
our customers are at home, on the go, or in a store.
                                                         we are providing entertaining and informative
In today’s digital world, technology and data are        content that our players want to engage with –
inextricably linked, and we are producing more           including the games we offer, our storytelling, and
data than ever before. The increasing volumes            how we communicate directly with our players.

INCREASING DIVERSIFICATION – developing our product portfolio and engaging
with more New Zealanders
Over time, in order to deliver more consistent results   performing games to make way for new product
and ensure long-term sustainability for the business,    development over time. The initial success of
we need to lessen our dependency on jackpot-             Instant Play highlights the potential for future game
fuelled growth and deliver a greater proportion          development in the digital space.
of sales from new customers. Jackpots and their
                                                         We need to make sure our game portfolio and
associated volatility are part of the nature of a
                                                         brand experiences continue to be compatible with
lottery business. However, the ability to provide a
                                                         the lifestyle and needs of today’s New Zealanders,
strong foundation of gaming revenue that is not
                                                         and that we don’t become obsolete in an age of
subject to the same types of peaks and troughs
                                                         limitless entertainment options. We will employ
will reduce the risk of underperformance in years
                                                         a combined approach to product development
without large jackpots on offer. We therefore need
                                                         and brand building that continues to move our
to actively manage our game portfolio – enhancing
                                                         proposition forward, allowing us to engage with
our daily and instant games where there is
                                                         new players, while maintaining our core player
opportunity for growth, as well as removing poor
                                                         base.
12   Lotto New Zealand

     Organisational health
     and capability

     The integrity of Lotto NZ remains critically important for the business. Therefore,
     being a world leader in responsible gaming, together with a strong emphasis
     on technology, people and culture, risk and security management, and health
     and safety will continue to be non-negotiable for the business over the coming
     period.

     RESPONSIBLE GAMING                                     TECHNOLOGY
     Lotto NZ is committed to providing a safe, secure,     The integrity and performance of our operations
     and friendly gaming environment that encourages        and technology remain robust. However, key
     responsible play. Providing a responsible gaming       components of our technology infrastructure are
     environment is central to all of our operations. We    reaching end of life and will begin to present
     cannot achieve our objective of maximising benefits    challenges in terms of speed to market, especially
     for New Zealand communities if playing our games       with regards to developing our digital capabilities
     is causing undue harm.                                 and customer offering.

     Lottery games are based on the principle of a large    Therefore, an extensive capital programme of
     number of players entering a draw for a low entry      work is required over the coming years to maintain
     price. While for most players this provides fun and    integrity and ensure that we can continue to
     rewarding entertainment, there are a small number      develop our games and channels with few incidents
     of people who may experience gambling problems         and minimal disruption.
     while playing our games.
                                                            Our gaming platform is central to all of our
     Our responsible gaming programme is certified          critical business processes, including conducting
     to the highest possible level by the World Lottery     draws, selling tickets and paying prizes. To ensure
     Association, and we continue to look for ways to       we continue to adhere to the highest levels of
     improve our approach to responsible gaming. This       performance and availability, a programme of
     includes providing our players and retailers with      work will be undertaken over the coming years to
     relevant tools, information and support, building an   upgrade our core infrastructure and retail gaming
     internal culture that values harm minimisation, and    systems.
     learning from leading experts in the responsible
                                                            A new digital infrastructure, with a more adaptable
     gaming field.
                                                            and flexible platform will allow us to support a
                                                            growing digital player base and keep up with the
                                                            pace of change required to deliver the strategic
                                                            goals for the business. A new platform will have
                                                            the benefit of providing easier access to player
                                                            behaviour data and facilitating greater customer
                                                            insights, which will be used to drive better business
                                                            decisions.
Statement of Intent 2019 - 2022            13

PEOPLE AND CULTURE                                       HEALTH AND SAFETY
A strong internal culture is a key factor in the         Lotto NZ aims to be a proactive leader in the area
success of any business and we continually look          of Health and Safety. We will remain compliant
for ways to strengthen our internal culture. Over the    with strong Health and Safety practices and
coming four years, we will be focused on attracting      procedures, while also placing more emphasis on
the best people to Lotto NZ through continuing to        promoting worker resilience and wellbeing. We will
build our employer brand, differentiating ourselves      maintain our focus on established Health and Safety
through the benefits we offer our people, and            procedures and practices, including thorough board
ensuring diversity and inclusion. We will continue       reporting, a strong emphasis on risk and hazard
to invest in employee development through talent         management, monthly site checks, and accident
management and learning and development                  and near miss reporting, as well as effective
programmes. In addition to this, we need to ensure       collaboration with partners, retailers, contractors
that our offices and how we work at Lotto NZ             and visitors to ensure everyone is clear on their roles
reflect a modern environment.                            and responsibilities.

RISK AND SECURITY MANAGEMENT
Effective risk management increases the
probability of business success and reduces the
chance of failure by providing better information
to support good business decisions. This is not
simply about minimising risks; it is also about
defining opportunities by identifying, assessing and
prioritising risks and then managing those risks
through appropriate planning.

Reflecting the importance of secure and transparent
operations for the business, we are now one of only
63 lotteries worldwide to have obtained the World
Lottery Association’s Security Control Standard.
This demonstrates that we follow international
best practice in the security management of our
information systems, and we will undergo an
annual audit of all elements of our programme in
order to retain this certification.

This continuous improvement cycle includes actions
to raise our cyber security maturity level, as well as
increasing the depth of our security management
tools, processes and capability.
14   Lotto New Zealand

     How we will measure
     our success

     We are able to directly measure our impacts through the profit transferred to the Lottery Grants Board each
     year and through the number of times that Lotto New Zealand products are cited by individuals seeking
     assistance from problem gambling service providers.

                                                                         Actual            Target           Estimate Budget                     Target            Target            Target
               Key results                           KPI
                                                                         2016/17           2017/18           2017/18 2018/19                    2019/20           2020/21           2021/22

          Profit maximisation               Sales ($m)                       1,206.7           1,081.3          1,268.61          1,282.5            1,320.1         1,358.0            1,424.9
          Maximise profits
          for transfer                      Operating
                                            expenses ($m)                       68.8              68.0              68.62             74.93             77.0             79.3              81.0
          to the Lottery
          Grants Board
                                            % operating
          for the benefit                                                         5.7               6.3                5.4             5.8               5.8               5.8               5.7
                                            expenses1
          of New Zealand
          communities                       Net profit ($m)                    275.2            225.0             286.64            274.75            289.8            294.6              314.7

                                            Paid to the
                                            Lottery Grants                     272.8            225.0             278.66            274.7             289.8            294.6              314.7
                                            Board ($m)

          Harm minimisation                 Citations per
                                                                                   1.4
Statement of Intent 2019 - 2022   15

Directory

AUCKLAND OFFICE                  BOARD MEMBERS
Level 1, 73 Remuera Road         Matthew Boyd
Remuera, Auckland 1050           Chair
PO Box 8929, Symonds Street
Auckland 1150                    Tony Mossman
                                 Deputy Chair
Telephone 09 356 3800
                                 Monique Cairns
                                 Kim Gordon
WELLINGTON OFFICE                Keiran Horne
Level 1                          Logan Sears
The Woolstore Design Centre
258 Thorndon Quay                David Tapsell
PO Box 9448
Wellington 6011

CHRISTCHURCH OFFICE              SENIOR MANAGEMENT
66-68 Mandeville Street          Chris Lyman
PO Box 8609                      Chief Executive
Riccarton
Christchurch 8011                Dan Balasoglou
                                 Chief Financial Officer

                                 Ben Coney
CONTACT                          Chief Innovation and Technology Officer

Website     mylotto.co.nz        Kathryn Haworth
Email       info@lottonz.co.nz   General Manager, Strategy
Telephone   0800 695 6886
                                 Sonja Johnson
                                 General Manager,
                                 People and Culture
mylotto.co.nz
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