Stakeholder engagement and dialogue

The NLC has a range of stakeholders who have influence over the NLC and its operations and/or over whom the NLC has influence. The table below covers the key stakeholders, explains their influence on the NLC or the influence over them, the means of NLC engagement, their legitimate needs, interests and expectations and how the NLC has responded to these.

For more detailed information on our regulatory response to the needs of our stakeholders, please see here.

National Lottery licensed operator and other lotteries and Sports Pools
Influence	Engagement	Needs, interests and expectations
Revenue Sustainability Influence public perception Image and integrity of the Board	Bi-annual joint Board meetings Monthly joint operations meetings Ongoing basis	Regulatory fairness Interaction Predictability Promptness Approvals continuity
NLC response: The NLC Board provided oversight in the monitoring of the operator. The Board considered and approved the operator’s business and marketing plans, which include the game design. The NLC strengthened relations with enforcement agencies to create an enabling environment for the operator.

Government, government agencies and regulators The NLC is accountable to its shareholder, being the government and has established relationships with other key government stakeholders pursuant to its objectives.
Influence	Engagement	Needs, interests and expectations
Approvals and timing of: – Approvals – Assistance Appointment of Board/ distributing agencies legislation Regulatory environment Remuneration Sanction Legislation	Portfolio Committee engagements Ministerial engagements The dti CCRD initiatives Agreed methods through MOUs Prescribed reporting to respective Portfolio Committees, the dtic, National Treasury	Conformance Governance continuity reporting Accountability Governance integrity ethics Contribution to national priorities
NLC response: The Board and Commission engaged with Parliament every quarter, not only presenting the Commission’s quarterly performance but also addressing all matters of concern raised by the Portfolio Committee. There were two engagements with the Minister where policy, licence and reputation matters were discussed.

NLC applicants and beneficiaries The NLC is a grantmaker, and a key objective is to ensure equitable distribution of the NLDTF society lotteries operators.
Influence	Engagement	Needs, interests and expectations
Public perception Turnaround Risk profile of the Board Geographic spread of funding Quality of grants Social impact Risk Public acknowledgement and declaration of grants received	Indabas and post-Indaba stakeholder engagements, as detailed in the Operations Report Capacity building workshops, as detailed in the Operations Report Walk-in centres	Clarity of criteria Transparency Responsiveness Turnaround Mentorship/guidance Accessibility Interaction accessibility Fairness and consistency Visibility
NLC response: The NLC engaged with applicants through the provincial post-Indaba stakeholder engagements, education and awareness sessions, as well as various media platforms to discuss NLC funding matters, to support society lotteries towards greater sustainability and to support the capacity building of stakeholders.

The public and National Lottery participants The NLC is required to protect participants and raise public knowledge and awareness regarding the lotteries and provisions of the Lotteries Act through the development and implementation of educational and informational measures.
Influence	Engagement	Needs, interests and expectations
Ensuring the integrity of the lottery to sustain interest in the lottery and growth in lottery ticket sales Uplift society through grant funding	NLC website Social media platforms Media coverage National Lottery draw shows	Transparency Integrity Assistance and counselling Visibility Communication Fair chance of realising their aspirations of winning Consistent delivery Information sharing Regulatory fairness Access to the National Lottery
NLC response: The NLC conducts periodic reviews on key elements of the National Lottery value chain. The National Lottery Participant Trust (NLPT) was established for protection of participants. The NLPT obtained an unqualified audit opinion in the year under review. The NLC implemented the participant protection strategy. For more information on the outcomes of the above initiatives, please see here.

NLC employees and organised labour NLC employees are key drivers of the organisation’s continued success.
Influence	Engagement	Needs, interests and expectations
Productivity Morale Public perception Performance effectiveness Policy	Quarterly staff meetings Internal communications Awareness sessions Wellness engagements	Fairness Respect for worker rights Equity Involvement Best practice human resource management policies/practices Conducive work environment Adequate resourcing Transparency Ethical behaviour Framework for engagement Willingness to work Structures Enabling environment for association
NLC response: The NLC participated in the Employer of Choice to benchmark against best practice and global standards. Zithande, the employee wellness programme, continued to show an increase in uptake. The NLC responds positively to staff development, whilst balancing the interest of the NLC and considering skills capacity required for the sustainability of the organisation. For more information, please see here.

Media and interest groups The NLC’s reputation is a critical element of the performance of the organisation as the custodian of public funds, ensuring the credibility of the National Lottery and player protection.
Influence	Engagement	Needs, interests and expectations
Public perception Policy Structure	Media briefings Press statements Information sharing on various media platforms	Transparency and fairness Control of excessive participation Communication involvement enforcement Regular communication Access to information Indaba Post-Indaba stakeholder engagements Social media Responses to enquiries Publishing of media statements
NLC response: The NLC continues to engage with media through responses to questions posed by outlets. The NLC proactively engages with various media outlets to educate the public on the NLC’s mandate and initiatives.

Illegal lottery operators
Influence	Engagement	Needs, interests and expectations
Enforcement	Investigations	Interaction Predictability Promptness Approvals Continuity
NLC response: 100% of all identified and reported lottery schemes investigated

Suppliers
Influence	Engagement	Needs, interests and expectations
Risk Effectiveness Turnaround	Implementation of NLC enterprise supplier development programmes Expedited payment turnaround times to alleviate unnecessary cash flow pressures experienced by SMMEs Encourage sub-contracting to emerging black enterprises and SMMEs	Transparency Fairness Consistency Ethical behaviour
NLC response: We invested in localised procurement and empowering disadvantaged groups. Our procurement strategy focuses on preferential procurement as well as enterprise supplier development. The NLC maintained its internal control environment with no irregular or fruitless and wasteful expenditure. We supported our small to medium enterprises by paying invoices within 8 days on average

Auditor-General South Africa
Influence	Engagement	Needs, interests and expectations
Governance Compliance Public perception	Rigorous external audit processes	Conformance to legislation/standards Integrity Comprehensiveness and accuracy of information Reporting
NLC response: The NLC engaged robustly with external auditors during the 2019/20 audit in line with the external audit strategy and engagement letters. Site visits to sampled projects were undertaken. The NLC engaged with the Auditor-General at the scheduled Audit Steering Committee meetings.