A proven strategy

We achieve strong returns on capital invested, through our unrelenting focus on providing a great customer experience, and maximise the multiple growth opportunities available to us.

Driving like‑for-like revenue growth

We grow our like-for-like (LFL) revenue by attracting new customers, increasing the frequency of visits of existing customers and stimulating higher spend per game.

Progress in the year
  • In FY2021 our LFL revenue (from May 2021 reopening vs same period in FY2019) was up by 28.6 per cent
  • Investments were made across the Group to improve customer experience – including the website, a new CRM platform and the rollout of a new scoring system
  • During restriction-free trading the Group recorded both record days and months in terms of consumer activity and LFL revenue
  • Further investments in technology, the digital customer journey, marketing, developing our people, optimising space and lane capacity


LFL growth from May 2021 reopening vs same period in FY2019

Actively refurbishing our assets

Investing in the customer experience creates improved sales and profitability at existing centres. Our upgrades attract new customers, increase customer satisfaction and encourage repeat usage.

Progress in the year
  • Full centre refurbishments were completed in Basildon and Stevenage, with amusement enlarging works in The O2 and Cheltenham
  • Pins on Strings installed in a further six centres
  • Glasgow Springfield Quay full refurbishment completed in November 2021
  • Six refurbishments to be carried out in FY2022
  • The continued rollout of Pins on Strings to improve games per stop (GPS)


centres refurbished in FY2021

Developing new centres and acquisitions

We actively explore growth opportunities via new build centres and through acquisition and rebranding of the sites of other operators.

Progress in the year
  • We have doubled our new centre pipeline to take advantage of our leading position in the sector and favourable market trends
  • Birmingham Resorts World opened in December 2021 and Belfast (Hollywood Bowl) and Harrow (Puttstars) in February 2022
  • Opening a total of four new centres in FY2022, and at least a further ten centres by the end of FY2024
  • Continuing to work with landlords to grow our pipeline beyond FY2024
  • Continuing review of UK and overseas acquisition opportunities


new centre openings targeted by the end of FY2024

Focusing on our people

Our dedicated and dynamic teams enable us to deliver on our Group purpose. Attracting and retaining the top talent is a key priority.

Progress in the year
  • The full team was brought back to work on full pay in June, after 98.6 per cent were furloughed in January
  • All team members were provided with tailored training and support before centres were reopened
  • New bonus and incentive schemes were introduced for all team members
  • Training, development, internal succession planning and team wellbeing
  • Continuing to attract and retain the best talent in the leisure industry


of management positions filled internally

Leveraging our indoor leisure experience

We believe there are potential sustainable, profitable growth opportunities through acquisition or organic expansion into other indoor leisure sectors.

Progress in the year
  • Strong trading levels for the new Puttstars brand when the centres have been open
  • Excellent customer and team member feedback
  • Evolution of the Puttstars brand through insight led brand positioning, centre environment and customer proposition enhancements
  • Opening of two Puttstars centres in FY2022, with five planned by FY2024
  • Continuing the review of adjacent market opportunities


customer net promoter score since Puttstars reopened in May