Inclusion & equal opportunities

We embrace everyone from all backgrounds. We want our colleagues to be themselves in an atmosphere of openness and respect. We believe that different backgrounds and viewpoints increase creativity, new ideas and synergy.
 
Everyone should be entitled to equal opportunities. This means equal opportunities for example for internal promotions and a fair recruitment process based on talent and competences. We ensure providing equal pay and pay attention for a diverse and gender balanced workplace on all levels within the organisation.

A great place to work

We want to give employees a positive working experience, and we strive to be a great place to work. We see it as our role to facilitate, to stimulate and to cultivate fun. We attach great importance to respect, credibility, companionship and pride. Every two or three years, we carry out an anonymous survey among all our staff to get feedback.

We have zero-tolerance when it comes to workplace harassment. We are exercising our responsibility as an employer to make this a safe place to work: a workplace where colleagues look after each other if they notice that someone is being intimidated. We have policies in place in which sanctions are imposed on misbehaviour. We have also trained and appointed confidential counsellors.

The Postcode Lotteries are founded by Novamedia, owner of the Postcode Lottery format, and initiator and investor in new lotteries, with social purpose central to our mission, fusing together our ideals with our core business as a lottery operator.

Novamedia/Postcode Lottery Group has been successful in the highly regulated charity lottery environment, in which the Postcode Lottery Group needs to work closely with governments to secure permits to operate. With these constraints, and other risks and uncertainties, continuous innovation and a collaborative culture are necessary to maintain our success and our fundraising force for good.

Whilst working to increase the success and reach of the Postcode Lotteries, we believe that charity lotteries are complementary to state lotteries, together growing the size of the lotteries sector and thus the overall return to good causes. This view is backed up by research commissioned by the Association of Charity Lotteries in Europe and undertaken by expert gambling consultancy, Regulus Partners.

Essential for continued success is:

• To offer attractive and accessible lottery concepts and entertainment that we can roll out cross border. We are developing and innovating our product, marketing and tech strategy every day.

• Our social mission is one of our major distinguishing factors. We organise safe lotteries in contrast with profit-driven international competitors offering lotteries and online casinos.

People are key to our success. To maintain our success and continue our mission we want to attract and retain the best commercial business and tech professionals. People who are intrinsically motivated by our purpose, share our core values, who are driven to make great results, and have tremendous passion for the Lotteries and our ambitions.

We offer a competitive compensation package, considering the perspectives of our players, partners, and the societal context in which we operate. Our team members must be able to act in a commercial environment and do business in a business-like, competitive context. We reward employees consistently for the daily responsibilities they take on at the Postcode Lottery Group at all levels in the organisation.

The Executive Board, consisting of the CEO, CCO and CMO, is directly responsible for the Lottery operations that work with our brands and lottery formats. The headquarters is based in Amsterdam, the Netherlands, where the first Postcode Lottery was founded in 1989. 

The remuneration package is the same for all members of the Executive Board and includes short-term incentives and pension arrangements. Annually, the Supervisory Board reviews the results and achievements of the Executive Board and the yearly remuneration is included in the annual report. 

Insight into external pay ratios, provided by human capital consultancy Focus Orange, shows that the pay ratio is well below average: the ratio of the highest full-time salary to the median full-time salary in the Dutch team is around five.