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Hollywood Bowl Group plc
Annual Report and Accounts 2025
A unique mix of
experience and innovation
Hollywood Bowl Group plc
Annual Report and Accounts 2025
A unique mix of
experience and innovation
We bring people together
through fun, connection
and competition
Inclusive entertainment experiences
that evolve with our customers
and drive long-term growth.
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Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic
Report
Governance
Report
Financial
Statements
What’s inside
Strategic Report
02 Highlights
03 Company overview
04 Our competitive edge – investment case
05 Playing to win – strategic overview
06 Q&A with our new Chair
07 Chief Executive Officer’s review
10 Our markets – United Kingdom
12 Our markets – Canada
14 Our business model
16 Our strategy
17 Our strategy in action –
Building our Canadian brand
18 Our strategy in action –
Developing our people
Playing and
winning
Discover more about our competitive
edge — page 4
Growth and
resilience
Discover more about the strength of our
business model — page 14
Experience and
ambition
Discover more about our growth
opportunity in Canada — page 17
Innovation and
enhancement
Discover more about our investment
in technology — page 19
19 Our strategy in action –
Investing in technology
20 Key performance indicators (KPIs)
22 Chief Financial Officer’s review
27 Sustainability review
28 Performance against our targets
29 Safe and inclusive centres
31 Outstanding workplaces
33 A sustainable estate
35 Transitioning to Net Zero
38 Greenhouse gas emissions data
42 Risk management
50 Section 172
51 Stakeholder engagement
54 Going concern and viability statement
56 TCFD statement
Financial Statements
111 Independent auditor’s report
118 Consolidated income statement and
statement of comprehensive income
119 Consolidated statement of
financial position
120 Consolidated statement of changes
in equity
121 Consolidated statement of cash flows
122 Notes to the financial statements
151 Company statement of financial position
152 Company statement of changes
in equity
153 Company statement of cash flows
154 Notes to the Company
financial statements
159 Company information
Our reporting suite
Investor relations:
www.hollywoodbowlgroup.com/investor-relations
Online Annual Report:
www.ar.hollywoodbowlgroup.com
Governance Report
65 Chair’s introduction to governance
67 Board of Directors
69 Governance at a glance
70 Corporate governance report
78 Report of the Nomination Committee
84 Report of the Audit Committee
89 Report of the Corporate
Responsibility Committee
90 Report of the Remuneration Committee
94 Annual report on remuneration
104 Summary of remuneration policy
and implementation in FY2026
107 Director’s report
110 Statement of Director’s responsibilities
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Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic
Report
Governance
Report
Financial
Statements
2025 250.7
230.4
215.1
2024
2023
2025 0.6
0.22024
2025 1.3
0.72024
2025 12.04
11.05
10.82
2024
2023
2025 12
12
14
2024
2023
2025 34.6
29.9
34.2
2024
2023
2025 36.7
37.6
36.6
2024
2023
2025 71
70
65
2024
2023
2025 21.51
21.92
21.37
2024
2023
2025 13.28
12.06
11.81
2024
2023
2025 15.2
28.7
52.5
2024
2023
2025 53.0
56.8
61.0
2024
2023
2025 8.8
7.1
11.0
2024
2023
2025 92
85
79
2024
2023
Highlights
Financial highlights
Revenue
£250.7m
LFL revenue
+0.6%
LFL Revenue
(Constant currency)
+1.3%
Total average spend per game
£12.04
Group centres refurbished
12
Profit after tax
£34.6m
Adjusted profit after tax
1
£36.7m
UK customer net promoter score
71
Adjusted earnings per share
21.51p
UK team engagement awards
Total ordinary dividend per share
13.28p
Net cash
£15.2m
UK carbon intensity ratio
53.0
Total revenue growth
+8.8%
Number of Group centres
92
Operational highlights
Definitionsforthesemeasuresareinthekeyperformanceindicatorssection(pages20and21).Areconciliationbetweenkeyadjustedandstatutorymeasures,aswellasnotesonalternativeperformancemeasures,isprovidedinthe
ChiefFinancialOfficer’sreview(pages22to26).ManagementbelievesprovidingthesespecificfinancialhighlightsgivesvaluablesupplementaldetailregardingtheGroup’sresults,consistentwithhowmanagementandinvestors
evaluate the Group’s performance.
1
ThewayadjustedprofitaftertaxiscalculatedhaschangedsinceFY2024andthecomparativeshavealsobeenre-presented.SeetheReportoftheAuditCommitteeonpage84forfurtherdetails.
2025 20.28
17.42
19.92
2024
2023
Earnings per share
20.28p
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Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic
Report
Governance
Report
Financial
Statements
Company overview
One of the world’s largest operators
often-pinbowlingcentres,we
offer inclusive and memorable
entertainment experiences for all.
Bowling
We are proud to be the UKandCanada’sten-pinbowlingmarketleaders.Ourcentres
aretypicallylocatedinprime,highfootfall,out-of-townleisureandretailparkssituated
alongside cinema and casual dining operators.
UK
Canada
77
centres
Hollywood Bowl centres (including Putt & Play)
Splitsville centres (including Stoked)
Centralsupportoffice
Centralsupportoffice
15
centres
Amusements
Family arcades
withvideo,prize
redemption games
andpooltables,
increasingly with
digital payments.
Beverages
Bars offering a
comprehensive and
great value range of
drinks,supportedby
ourat-laneordering
technology.
Food
Diners offering a
simplifiedfoodmenu
offering quality and
greatvalue,alongside
our popular snack
and sharer options.
Other activities
Selected centres
offer extra activities
includingmini-golf,
e-dartsandgo-
karting,dependenton
space availability.
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03
Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic
Report
Governance
Report
Financial
Statements
Our competitive edge
A resilient model that’s hard to replicate
We have a track record of sustainable growth enabled by
innovation and investment. We deliver outstanding customer
experiences and create long-term value for our stakeholders.
Universal appeal
Inclusive,safeandaffordableentertainment
See pages 10 and 12
Prime locations
Accessible,highlyvisiblevenueswithparking
See pages 10 and 12
Customer obsession
Listening to feedback and enhancing our offer
See pages 10 and 12
Market leader
Our scale and business model create opportunities
See pages 10 and 12
Highly cash generative
Enabling us to invest for future growth
See page 22
Resilient against cost inflation
Well insulated against external pressures
See page 22
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Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic
Report
Governance
Report
Financial
Statements
Playing to win
Set up for sustainable growth
We capitalise on multiple growth opportunities by
investing in our people, the quality and scale of our
estate and enhancing the customer experience.
A growth business
70% estate growth since 2016 IPO
See page 20
Exciting new centre trajectory
Targeting 130 centres by 2035
See page 7
Proven upgrade programme
Refurbishments delivering 33% ROI target
See page 22
Outstanding workplaces
One of the Sunday Times Best places to work 2025
See page 31
Tenants of choice
Strong covenant and sector leading offer
See pages 10 and 12
Canadian opportunity
Group playbook transferring well in a new market
See page 12
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Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic
Report
Governance
Report
Financial
Statements
Q&A with our new Chair
We ask Darren Shapland about his highlights
of FY2025 and future ambitions for the Group.
Q
What attracted you to
Hollywood Bowl Group?
DS
Hollywood Bowl Group is all about
creatingfun,affordableand
memorable experiences for people
ofallages,andthatreallyresonated
with me.
The strength of the Hollywood Bowl
brand,thepassionoftheteam
members,andtheopportunity
to continue to grow in a sector
thatbringsjoytomillionsmadeit
an easy decision. It’s a business
withastrongcompetitiveedge,
aclearstrategy,averyambitious
leadership team and a fantastic
organisational culture.
Q
What excites you most
about the Group strategy?
DS
Our strategy is exciting because
it’s focused on organic and
expansionary growth while staying
true to what makes us special –
delivering brilliant experiences
for our customers.
I love that we’re investing in
building new centres in both
markets,embracingtechnology,
and always looking at ways to
innovate right across the business.
It’s a strategy that balances
ambitionwithdiscipline,and
that’s what makes it powerful.
Q
How have you engaged with
stakeholders since you joined?
DS
Building strong relationships across
our stakeholder groups has been a
priority for me. I’ve spent time with
our teams in the UK and Canada
to understand what matters most
to them and listened to customers.
I’ve also connected with investors
and partners to share our vision and
listen to their perspectives. Open
conversations and collaboration are
keytokeepingeveryonealigned,
supportiveandconfidentinwhere
we’re heading.
Q
What have your highlights been
in your first year as Chair?
DS
Visiting our centres and seeing
the energy and enthusiasm of
ourteamsandthejoywebringto
customers has been a real highlight.
I’m proud of the progress we’ve
made on our sustainability
commitments and how we’ve
continued to grow through excellent
operational standards and
managementflexibilitytomitigate
somewidermacrochallenges.Most
ofall,it’sbeeninspiringtoseethe
passion and creativity of our team
members across the business –
they are a key part of what makes
us unique.
Q
What is your ambition for
the future?
DS
I want Hollywood Bowl Group to be
thego-tooperatorforaffordable,
inclusivefun,whereverweoperate.
That means continuing to reinvest
ambitiously to enhance and grow
our estate and explore new market
opportunities. We’ll keep investing
inourpeople,continuetomake
ourbusinessagreatplacetowork,
and focus on our sustainability
ambitions so that our success is
for the long term.
Ultimately,ourpurposeistocreate
experiences that our customers
love,whichinturnwillcontinue
todeliverlong-termvaluefor
our stakeholders.
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Strategic
Report
Governance
Report
Financial
Statements
Hollywood Bowl Group plc — Annual Report and Accounts 2025
Chief Executive Officer’s review
Our teams have delivered
excellent results in both territories
I’m very pleased with our strong financial and operational
performances, the advancement of our growth strategy
and the strengthening of our market-leading positions.”
Stephen Burns
Chief Executive Officer
We have delivered a year of excellent
progressatHollywoodBowlGroup,driving
strongfinancialperformancethroughour
operational excellence and clear strategy
forgrowth.TheGroupmadesignificant
investment in the opening of seven new
centres and 12refurbishments,further
solidifyingourmarket-leadingpositionin
ten-pinbowlingandcompetitivesocialising,
executing on our expansion plans in both the
UK and Canada.
Ourstrategy,focusedondelivering
affordable,family-friendlyexperiences,
continues to underpin our success.
Weachievedrecordlevelsofrevenue,
supported by disciplined cost management
and continued investment in our customer
proposition in line with our capital
allocation policy.
Group revenue increased 8.8% to £250.7m
(FY2024: £230.4m),withlike-for-like(LFL)
growth of 0.6%. On a constant currency
basis,LFL revenue was up 1.3%. Group
Our business model is differentiated and
resilient.Itcombinesacustomer-focused
approach,multi-generationalproduct
appealandwell-investedcentresin
prime locations.
In FY2025 we invested £36.5m across the
estate including maintenance capital
expenditure,refurbishmentsandnew
openings,andnowhave92 centres across
the UKandCanada,withastrongpipelineof
further opportunities.
Despite the UK experiencing the hottest
anddriestspringandsummeronrecord,
which presented trading challenges for
theindoorleisuresector,theresilience
ofourmodel,theinvestmentswehave
madeintechnology,andouragileand
proactivemanagementapproach,meant
that we were able to stimulate demand
throughadditionalmarketingspend,CRM
anddynamicpricing,andmanagecosts
effectivelytodriveefficiencies,which
supported our performance.
Over 70% of our UKrevenueisnotsubjectto
cost-of-goodsinflation,andlabourcosts
represent less than 20% of UK revenue.
Thesefactors,combinedwithenergy
hedging through FY2027,provideastrong
buffer against external pressures.
adjustedEBITDApre-IFRS 16 was £68.4m
(FY2024: £67.7m).Statutoryprofitafter
tax was £34.6m (FY2024: £29.9m),whilst
adjustedprofitaftertaxwas£36.7m
(FY2024: £37.6m).
Whilstthecostoflivingremainshigh,
consumers continue to prioritise their
spending on experiences as opposed to
purchases. Hollywood Bowl is uniquely
placed to capitalise on this trend with
itssignificantscaleanduniqueappeal
as an activity that is inclusive and
enjoyableforallagegroups,withawider
target market when compared to new
competitive socialising entrants which are
predominantlyadult-focusedandcity-
centre based.
Our bowling centres are out of town
destinationsforconsumers,combining
bowling with amusements and food and
drink,enhancingtheoverallcustomer
experience and driving higher spend
per visit.
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Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic
Report
Governance
Report
Financial
Statements
Chief Executive Officer’s review continued
The Canadian business delivered a good
performance in FY2025. Total revenue
increased to CAD 70.0m (£38.3m),upfrom
CAD 53.0m (£30.7m) in FY2024,withLFL
revenue growth of 3.2%.AdjustedEBITDA on
apre-IFRS 16 basis in Canada increased to
a record CAD 10.5m (£5.9m),upfromCAD
9.4m (£5.4m) in FY2024.
Asaresultofourevolvingcustomer-
focusedoperatingmodel,wegrewaverage
spend per game by 14.8% to CAD 17.36.
Our Striker bowling equipment business
also continues to perform well. Revenues in
FY2025 totalled CAD 8.6m (£4.7m),upCAD
1.3m compared to the prior year. Investing
in bowling equipment and technology at
cost has lowered capital expenditure and
shortenedleadtimesforcentreupgrades,
supporting estate improvements in Canada.
Theseresultsreflectstrongdemand
foraffordable,family-friendlyleisure
experiences and the validity of our strategy
to replicate our proven UK operating model
in Canada.
Since entering the market in FY2022,we
have grown our estate to 15centres,making
us the largest branded operator in the
country. Canada now accounts for 15% of
Group revenues.
The Canadian market remains highly
fragmentedandunderinvested,displaying
many characteristics of the UK market ten
yearsago,whichiscreatingasignificant
opportunity to extend our geographic
presencethroughnewgreenfieldcentre
developmentsinwell-populatedurban
areaswithfavourabledemographics,
thatarecurrentlyunder-servedbyfamily
entertainmentoffers,orforustoacquire
existingbusinessesthatfitourstrictcriteria.
Duringtheyear,wecompletedfive
refurbishments in the UKinTolworth,
Portsmouth,BentleyBridge,Birmingham
Resorts World and Basingstoke.
These investments are delivering strong
returnsinlinewithexpectations,and
enhancing the customer experience
through the introduction of upgraded
interiors,digitalsignageandPinson
Strings. In November 2025 we refurbished
our Norwich centre and have no more
planned in the UK for FY2026,following
significantrefurbishmentinvestmentsin
FY2024 and FY2025,aswellastheimpact
of the Covid closures increasing the life
of the refurbishments completed pre
FY2020. We expect to return to the historical
refurbishment cycle in the UK in FY2027.
We also expanded our UKestate,opening
fivenewcentres–inPreston,Inverness,
Swindon,Uxbridge,andReading–bringing
our total to 77. Each new site has traded well
in line with our expectations. The Reading
Oraclecentre,aconverteddepartment
store,co-locatedwithretailandcasual
dining,setopeningweekendtradingrecords
after a £4.5m investment.
These new centres highlight the strength of
our UK pipeline and our capability to secure
prime locations that meet strict investment
criteria,withourdevelopmentexpertise
deliveringprojectsonscheduleandwithin
budget.
We expect to open two new UK centres
in FY2026 and remain on track for 95 UK
centres by 2035.
Canada performance and expansion
WecontinuetodeliverprogressinCanada,
where we have now established a strong
platform.
UK performance and expansion
The UK business delivered an excellent
performance in FY2025. Total revenue
increased to £212.4m,withLFL revenue
growth of 1.1%.
AdjustedEBITDAonapre-IFRS 16 basis in the
UK increased to a record £62.4m.
Average spend per game grew by 9.8%,
driven by uplifts in spend on food of
6.0%,drinkof4.1%,amusementsof15.1%;
supported by new machine investment by
ouramusementsupplier,BandaiNamco,of
£5m,andinvestmentsinrevenueoptimising
technology including dynamic pricing.
LFL game volumes were down 7.5%
comparedtotheprioryear,reflectingthe
impact of unseasonal weather in the spring
andthehotsummer,aswellasthemuted
consumerconfidencethisyear.Despite
thesefactors,throughtheoperational
levers that we have in place we were able
todeliverrecordresults,whichwerealso
in the context of three previous years of
exceptional performance.
Ourpricingremainedhighlycompetitive,
with a family of four able to bowl for under
£26 at peak times. We have maintained
headlinepriceincreaseswellbelowinflation,
and utilised dynamic pricing to ensure
that our offer remains accessible to a
broad customer base. This commitment to
affordability is particularly important given
theongoingcost-of-livingchallengesfaced
by households.
Innovation continues to play a key role in
our UK performance. We trial new initiatives
regularly,introducingconceptslikeE-darts
and extended amusement areas as part of
our refurbishment programme.
Our initial expansion focused on extending
our footprint in Toronto and Calgary
throughacquisitions,butthishasevolved
to predominantly focus on new build
greenfieldopportunitieswhicharestarting
to emerge due to an evolving retail
landscape and the increased recognition
of the Splitsville brand and proposition
amongst landlords.
Weaddedtwonewgreenfieldcentres
during the year in prime high footfall
locations in Kanata and Creekside. Both are
trading above our initial expectations.
Wecompletedsevenrefurbishments,
leveraging our UK expertise to enhance the
customer offer and bring new innovations
into the market including wear your own
shoes and bowling by the game. The
investmentprofilediffersfromtheUK as
there is more upfront capital investment
required to bring the acquired centres up to
a base level from which we then implement
ourbrandstandards.Weareconfident
these investments will hit our EBITDA
targeted return in Canada of 25% in their
firstyearpostrefurbishment.
WewillopenourfirstcentreinEdmonton
in FY2026 and have an exciting pipeline of
new opportunities. We remain on track to
operate 35 centres by 2035,establishing
Splitsville as a national chain.
Technology driving revenue growth
Technology investment plays an important
roleinourstrategy.Duringtheyear,we
completedtherolloutournewin-house
Group booking platform to the UK and
Canada,deliveringafaster,morereliable
experience for customers and team
members.
We have seen improvements in booking
speed and reliability and increased online
conversion rates and order values.
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Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic
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Governance
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Financial
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Chief Executive Officer’s review continued
Our teams are at the heart of delivering
an excellent customer experience and
consistently delivered high quality customer
experiences which resulted in increased
dwell time and record levels of positive
customer satisfaction and net promoter
scores in the UK and Canada.
Creating outstanding workplaces for our
team members is a key element of our
strategy and we are delighted to have
been ranked in the Sunday Times Best
places to work 2025 (very big organisation)
list,achievedathree-starexcellent
employee experience and recognised as
one of the World’s Happiest Places To Work
by WorkL in the UK,andhavealsobeen
accredited as a Great Place to Work in
Canada.
Thisyear,weachievedrecordattendance
onoursector-leadingmanagement
developmentprogrammes,including
ournewgraduatescheme,andwe
were delighted that 61% of internal UK
management positions were achieved
through internal appointments. These
results explain why we have relatively low
team member turnover rates compared to
the wider leisure market and illustrate our
recordinhome-growingtalent.
We have accelerated sharing UK best
practiceandknowledgeinCanada,not
least through several of our UK team taking
up a variety of senior operational roles
in our Canadian business including the
appointmentofLaurenceKeen,ourcurrent
CFO,asCEO of Canada from February 2026.
TofurthersupportCanada,wealsocreated
Group departments for all central support
functionswhichhasimprovedefficiencies
and is further enhancing our performance
in Canada.
Shareholder returns
TheBoardispleasedtodeclareafinal
ordinary dividend of 9.18pencepershare,in
line with our capital allocation policy of 55%
ofadjustedprofitaftertaxonapre-IFRS 16
basis. Together with the interim dividend of
4.10pencepershare,thisrepresentsgrowth
of 10.1% compared to the prior year. Total
shareholder returns for FY2025 will amount
to £37.4m,includingthesharebuybackof
£15m.
Outlook
Our continued strong performance
demonstrates the robust demand for
fun,affordable,family-friendlyleisure
experiences in both of our key territories.
TheGrouphasasuccessful,provenstrategy
focused on growing and improving the
quality of the estate in the UK and Canada
and enhancing the customer experience.
Thehighlycash-generativenatureofthe
business and strength of our balance sheet
mean that we are well placed to pursue
opportunities to invest in our future growth
and meet our target of 130 centres by
2035,whilstcontinuingtomakereturnsto
shareholders in line with our progressive
dividend policy.
Wearewellpositionedforfuturegrowth,
supported by a robust UK and international
pipeline,ongoingcapitalinvestments,a
high performing team and a differentiated
and resilient business model. We continue
to lead the competitive socialising market
in both the UKandCanada,andweare
confidentaboutourprospectsforanother
exciting year ahead.
Stephen Burns
Chief Executive Officer
15 December 2025
The system has been further evolved
to include online party and VIPsales,AI
drivenupsellsduringthebookingjourney,
and increasingly sophisticated yield
management though dynamic pricing. To
supportournextstageofgrowth,wehave
developed an exciting technology roadmap.
The integration of technology and
marketing enables us to personalise the
customerjourney,drivingengagementand
repeatvisits.Wehaveinvestedsignificantly
this year in growing the capability and
scale of our marketing team. Our marketing
approachcontinuestoevolve,leveraging
data insights to deliver targeted digital
campaigns and optimise increased levels of
marketing spend.
Enhancing our customer proposition
Constant innovation of our customer offer is
a key driver of higher spend in our centres.
In addition to introducing the latest digital
signageandnewbrandenvironments,we
arefindingnewopportunitiestooptimise
our space that complement our core
bowling offer and increase the yield per
sq. ft potential.
This includes increasing the density and
rangeofouramusements,aswellas
introducing new digital payment options.
In the UK this has helped drive amusement
spend per game (SPG) by 15.1%.
In some UKcentres,wherespaceallows,we
haveintroducedextrafull-sizeorcompact-
formatbowlinglanes,suchasduckpinand
e-darts.
We have also continued the installations of
cost-savingandexperience-enhancingPins
on Strings with all but one of the UK bowling
estate and 60% of the Canadian estate now
usingthistechnology,withtheremainderof
the Canadian estate due to be completed
in FY2026.
A responsible business
Running and growing our business in a
sustainable manner remains a key focus for
theGroup,andwemadegoodprogressthis
year against our sustainability strategy and
targets.
Our centres continue to play an important
socialroleinourlocalcommunities,andwe
were pleased to have beaten our UK targets
for concessionary discount and school
games played and for charity fundraising
forourcharitypartner,Macmillan.
We have recycled more UK waste than
ever,thankstobehaviouralprogrammes
and standardised procedures.
Solar arrays are now installed at 34centres,
and increasing renewable energy use at
more locations remains a priority as we
reduce both our carbon footprint and our
reliance on purchased electricity. We are
alsousingmorelow-carbonmaterials
andenergy-efficienttechnologiesin
refurbishments and new builds.
Our Canadian operations have started
to become more closely aligned to our
UK sustainability strategy including team
development and behavioural change
programmes,sothatwecanfurther
improve our environmental and social
performance and we have extended our
associated targets for FY2026.
UK Government Budget
Increases to living and minimum wages
announced to the Government’s budget
November 2026 will have an impact on the
Group’scostbase.Also,whilstontheface
of it the business rates multiplier appears to
reducebusinessrates,therevaluationwill
wipethisreductionout,andthereforewewill
see an increase in business rates in FY2026.
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Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic
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Financial
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Our markets – United Kingdom
This approach contributed to a 6.0%
increase in diner spend per game
compared to the prior year.
Drinksperformancealsoimproved,with
a 4.1%increaseinbarspendpergame,
supportedbyourat-laneordering
technology that allows customers to order
directly from their mobile devices.
Amusements remain a core part of the
HollywoodBowlexperience,contributing
29% of the UK’s revenue mix and we
continue to invest heavily in this area. Our
rolling machine upgrade programme
ensurescustomersenjoythelatestgames
andformats,with555 new machines
introduced across the estate in FY2025 at
a cost of £5m
Amusements remain accessible for as
little as £1perplay,andtheintroduction
of ‘tap to play’ technology has enhanced
convenience by offering digital credit
and cash payment options. These
initiatives helped deliver a 15.1% increase in
amusementspendpergameyear-on-year.
Customer service focus
Customer service is a key differentiator in
a competitive leisure market. We focus on
four critical drivers of satisfaction: value for
money,cleanliness,teamfriendliness,and
service speed.
Our digital feedback programmes capture
customersentimentaftereveryvisit,
providing actionable insights that allow us
to respond quickly to operational issues and
continuously improve performance.
The clear market leader
Ten-pinbowlingcontinuestobethe
cornerstone of the UK’s growing and diverse
competitive socialising sector. It offers an
inclusive,fun,andaffordableexperience
forfriends,families,andworkcolleagues,
making it one of the most resilient and
appealing leisure activities in the market.
Hollywood Bowl remains the undisputed
marketleaderinthisspace,operating
underabrandsynonymouswithquality,
innovationandvalue,withaprimaryfocus
on the core family market.
Our centres are designed to deliver
exceptional customer experiences and are
predominantlylocatedinprimeout-of-
town retail and leisure destinations with
ample parking.
Thesemulti-uselocationstypically
combinecinemas,casualdining,andother
entertainmentoptions,creatingavibrant
environment that attract high footfall and
encourages extended visits.
Complete entertainment
Hollywood Bowl offers far more than
bowling. Each centre is a destination in its
ownrightforentertainment,combining
bowlingwithfood,drink,andamusements
to create a comprehensive experience
that encourages longer dwell times and
increased secondary spending.
Our food proposition is built around
simplicity,quality,andvalue.Themenu
includesarangeofmeals,snacks,and
sharer options designed for quick service
without compromising on taste.
Leader in
an evolving
market
1,719
Bowling lanes
£212.4m
FY2025 UK Revenue
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Hollywood Bowl Group plc — Annual Report and Accounts 2025
In FY2025,ourNetPromoterScorerosetoa
record 71acrosstheestate,reflectingthe
impact of these initiatives.
Team member bonuses are linked to
customersatisfactionmetrics,creatinga
culture of accountability and excellence
that support both customer loyalty and
financialperformance.
Affordable fun
Affordability remains at the heart of our
proposition.Despiteinflationarypressures
we have only applied minimal price
adjustmentstobowlingandfoodanddrink
in recent years. Asaresult,therelativecost
of a game at Hollywood Bowl has fallen
since 2021,reinforcingourcommitmentto
accessible leisure.
Hollywood Bowl continues to be the UK’s
lowest-pricedbrandedbowlingoperator,
with a family of four able to bowl for under
£26—a compelling proposition in today’s
cost conscious market.
Investing in our core offer
Bowling remains the foundation of our
business,andwecontinuetoinvestin
improving the experience at the lanes.
Pins on Strings technology is now
installed in 97% of our UKestate,reducing
energy consumption and operational
costs,whileimprovingreliabilityand
customer satisfaction.
New build centres feature upgraded music
systems,digitalscreens,andimpactlighting
to create dynamic atmospheres at the
lanesandacrossthewidercentre,that
adapt to different times of day.
Optimising space and expanding choice
Our refurbishment programme focuses on
optimising layouts to improve the customer
experienceandoperationalefficiencies.
Thisincludesreconfiguringbar,diner,and
receptionareas,expandingamusement
zones,andwherepossible,adding
additional bowling lanes or complementary
leisure activities.
In FY2025,weintroducede-dartsinour
Bentley Bridge centre and have other
product trials planned. These initiatives
aredesignedtoextendvenueappeal,
encouragelongerstays,andincrease
revenue per visit.
Marketing and digital innovation
Our investment in technology and marketing
continuestoelevatethecustomerjourney.
Frompre-booking,tothein-centre
experience,topost-visitengagement,we
leverage digital tools to drive performance.
Online bookings now account for 67%
ofbowlingrevenue,supportedby
dynamic pricing strategies and targeted
CRM campaigns.
We have further evolved our digital brand
presence during the year through enhanced
content,increasedsocialmediaactivity,
and sales activation initiatives.
In-centrecustomerengagementisboosted
by features such as live digital leaderboards
and tailored screen content that varies
bytimeofday;family-focusedduring
daytime hours and more adult focused in
the evenings.
Estate expansion
Traditional retail spaces; both on the high
streetandinout-of-townlocations,are
under increasing pressure from online
shopping and the rise of the experience
economy.Inresponse,landlordsand
developers are expanding leisure offerings
to create destinations that attract footfall
and encourage longer dwell times across
the parks.
Hollywood Bowl’s strong track record of
successful partnerships with landlords and
ourstrongfinancialcovenantspositionus
as a preferred tenant in these schemes.
Our unique customer proposition
complements other leisure and dining
operators,andinmanycases,weserve
asastand-aloneanchorattraction
withinhigh-footfallretailenvironments.
This alignment with evolving property
strategies ensures we remain a key player
in shaping the future of UK retail and
leisure destinations.
Our new centre pipeline remains strong as
the Group remains on course to achieve its
target of operating 95 UK centres by FY2035.
71
FY2025 Net promoter score
£19m
FY2025 new centre capital investment
Market trends
Competitive socialising
Consumers increasingly prioritise
experiences over material purchases,
shaping how they spend their
discretionary income and leisure time.
This shift has driven growth in the
UKcompetitivesocialisingmarket,
whichblendsactivitiessuchasbowling,
mini-golf,tabletennis,andbingowith
social interaction.
Hollywood Bowl is at the forefront of this
trend. Through our active refurbishment
programme,constantevolutionofour
newcentreenvironments,consistently
highservicestandards,andnew
productinnovations,wecontinueto
set the benchmark for competitive
socialising in the UK.
These differentiators combined with
our family focus and prime location
strategy,ensureweremainahead
of a number of new adult focused
entrants,andcontinuetoreinforce
our market leadership position in this
evolving sector.
Link to strategic objectives
1
2
3
4
Our growth strategy:
Driving revenue growth
Active asset refurbishment
Focus on our people
New centres and acquisitions
International expansion
4
5
3
2
1
Key
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Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic
Report
Governance
Report
Financial
Statements
Our markets – Canada
371
Bowling lanes
CAD 70m
FY2025 Canadian revenue
Disruptor in
an established
market
Itwaslowrisk,withasignificantportionof
the initial CAD 13.6m investment backed by
freehold asset value and it also provided
the Group with an established brand and
management team.
SincejoiningtheGroup,Splitsvillehas
grownrapidly–fromfivecentresatthe
timeofacquisition,to15large-scalefamily
entertainmentvenuesacrossOntario,British
Columbia,Alberta,andSaskatchewan.
Today,Splitsvilleistheclearleaderinthe
Canadianten-pinbowlingmarket.Each
centreoffersavibrantmixofbowlinglanes,
stylishbarsanddiners,andamusement
areas,withsomelocationsfeaturing
additionalproductsuchaslasertag,
go-kartingandmini-golf.
Investment and growing returns
FY2025markedayearofsignificant
progress with our growth strategy. Since the
initial acquisition in FY2022,CAD 63m has
beeninvestedinCanada,withnewcentres
and refurbishments setting a platform for
future ROI increases.
Our refurbishment and rebrand programme
continuedatpace,withsevencompleted
this year and the two new centres opened
in FY2025 have shown strong returns. The
refurbishment upgrades are bringing
UK-inspiredfeaturessuchasVIPlanes,
dynamiclighting,andenhancedbarand
reception areas.
The Splitsville brand framework has also
furtherevolved,andallacquiredcentres–
excluding our Stoked mega centre – have
now been rebranded.
Rationale for Canada
CanadawaschosenastheGroup’sfirst
international territory due to a variety of
favourable market characteristics.
It has a population of 42million,
concentrated in a small number of
key regional areas. This combines with
attractivedemographics,economicand
legalstability,similarconsumerhabitstothe
UK,andweatherextremesmakingindoor
leisure popular.
The bowling sector is fragmented and under
invested,withnobrandedchainsofscale
which created a favourable competitive
landscape for a new entrant looking to
disrupt an established market.
Market opportunity
There are over 180bowlingcentres,
mostlyindependentlyowned,presenting
opportunitiesforacquisitionorout-pitching
in better locations.
The rise of competitive socialising and the
evolution of shopping malls to include a
more blended offer with retail and leisure
combining,providesaccesstohigh-footfall
locations.
Disciplined growth strategy
Extensivecustomerresearchconfirmedthat
Canadawasreadyforamodern,branded,
family-friendlyleisureexperience,inspired
by our successful UK model.
The Group entered the market with the
acquisitionofSplitsvilleinMay2022.
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Theseincludedwear-your-own-shoes
(aNorthAmericanmarketfirst)bowlingby
the game (was historically based on a per
hourbooking),dynamicpricing,newparty
packages,andsimplifiedfoodmenus.
Investment in the centres and the
introduction of new innovations have
driven increased customer satisfaction.
Leveraging Group expertise
Our Group UK-basedteamsprovide
finance,recruitment,digitalmarketing,IT,
andcustomercontactsupportforCanada,
driving synergies and best practice across
the Group. A new Group reservation
system and several sustainability initiatives
were also introduced this year creating
a solid platform to drive performance
moving forward.
Creating outstanding workplaces
TheCompanyhasinvestedinattracting,
developing,andretainingtalent,backedby
a Group talent and recruitment structure
and is making excellent progress in
this area.
Managementdevelopmentprogrammes
includingCentreManagerinTraining(CMIT)
andAssistantManagerinTraining(AMIT)
programme have operated successfully
and are now backed by a strong
employer brand.
Internalpromotionsandtotaljob
applicationshaveincreased,andthe
Company is accredited as a Great Place
To Work in Canada.
We have continued to strengthen our
Canadian leadership team and introduced
UKtalenttokeyroles,includingthe
ManagingDirectorofSplitsvilleandtwo
regional managers.
Estate growth
Our staged expansion plan has been
balanced by acquiring existing bowling
centresandnewbuildgreenfieldcentres.
FY2022:Low-riskmarketentryacquisition
inToronto(fivecentres).
FY2023: Scaling and concentration
inToronto,extendingtoCalgary,with
acquisitions,refurbishments,andrebrands
(six –11 centres).
FY2024–5: Focus on AAAgreenfieldlocations,
and a mega centre trial (12–15 centres).
FY2026 onwards:Greenfieldexpansionand
new builds or acquisitions in AAA prime
locations (16–34 centres).
FY2035: Establishment of Splitsville as a
national chain with 35+ centres.
Location selection
We use proprietary models for
location selection based on sales
data,demographics,competition,
and footfall drivers.
40newgreenfieldlocationshave
beenidentified,andweareseeing
increasing brand awareness and
interest amongst landlords.
Enhanced customer experience
As we have deepened our understanding
oftheCanadianmarketandthecustomer,
we have introduced proven UK operational
practices to enhance consistency and
servicedelivery.Alongsidethese,following
extensivetrials,FY2025 saw the launch of
some new customer initiatives.
Market trends
Under invested sector
Bowling centres in Canada have
historically suffered from low levels of
investment leading to a decline in the
standard of the customer experience.
Throughouracquisitions,subsequent
refurbishments and Splitsville rebrand
programmes,wehaveelevatedthe
physical environment inside and
outside of the centres.
These upgrades cover every aspect
within the centre including improving
the bowling experience with Pins
onStringsandnewseating,stylish
dinerandbarareas,newsignage
and reception desks and extended
amusementsareaswithnewmachines,
digital payment and improved
redemption offers.
Alongsideenvironmentupgrades,
our team member development
programmes and customer feedback
surveyshaveelevatedthein-centre
service experience for our customers.
Link to strategic objectives
1
2
3
4
5
Cultural development initiatives aligned to
the UKhaveincludedabehaviouralwheel,
onlinelearning,regularfeedback,benefits,
andanannualconference,allcontributing
to creating a positive workplace culture.
Supporting the industry
Our Striker Bowling Solutions business
continuestoplayanimportantrole,
supplying and installing equipment
nationwide and supporting Splitsville’s own
refurbishment and expansion programme.
Its extensive network provides valuable
insightintoindustrytrends,helpingto
reinforce our leadership position in Canada.
An exciting growth opportunity
We have made excellent progress
inCanadainthelastthreeyears,
successfully translating our UK operating
model,establishingmarketleadership,
andmakingsignificantinvestmentsfor
future growth.
Our staged expansion approach has moved
fromlow-riskentrytoscaling,focusingon
primelocations,andtoultimatelybuildinga
national chain.
We are on track to achieve our target of 35
Canadian centres by FY2035,withlearnings
being gained to support potential future
international opportunities.
Our growth strategy:
Driving revenue growth
Active asset refurbishment
Focus on our people
New centres and acquisitions
International expansion
4
5
3
2
1
Key
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Our business model
Powering
growth
Ourdifferentiated,customer
focused business model
givesusatruelong-term
competitive advantage
and is hard for new market
entrants to replicate.
Ourmarket-leadingstrategy,
operational experience
and high levels of cash
generation,helppowerour
growth business model
enabling us to create value
for all of our stakeholders.
Discover more see pages 10 – 19
Powering
growth
1.Anindustry-
leading,valuefor
money leisure
experience
2.Multi-
generational
appeal through
our inclusive range
of experiences
4. Innovating
and investing
to enhance
the customer
experience
5. High customer
satisfaction
leading to
increased spend
6. Revenue growth
and high levels of
cash generation
for future
investment
C
O
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3. Superior service
through
operational
experience and
dedicated teams
T
H
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A
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I
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S
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For our Partners
We support a diverse ecosystem
of partners and suppliers to foster mutually
beneficiallong-termrelationships.
Link to strategy
1
Driving revenue growth
2
Active asset refurbishment
3
New centres and acquisitions
5
International expansion
For our Team
Ourteamdevelopmentprogrammesattract,
retainandnurturetoptalent,whoarededicated
to delighting our customers.
Link to strategy
1
Driving revenue growth
4
Focus on our people
For our Investors
Wedeliverlong-termreturnsthrough
investment in our growth strategy and
strongfinancialmanagement.
Link to strategy
1
Driving revenue growth
2
Active asset refurbishment
3
New centres and acquisitions
4
Focus on our people
5
International expansion
For our Communities
Weofferwelcominginclusivesocialactivities,
createlocalemploymentopportunities,andwork
to limit our impact on the environment.
Link to strategy
1
Driving revenue growth
3
New centres and acquisitions
4
Focus on our people
For our Customers
We deliver memorable experiences
in well invested centres
at affordable price points.
Link to strategy
1
Driving revenue growth
2
Active asset refurbishment
3
New centres and acquisitions
5
International expansion
Delivering
stakeholder value
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2025 70
53
37.3
2024
2023
2025 7
4
3
2024
2023
Our strategy
Investment led growth
Driving revenue growth
We grow revenues by attracting new
customers, increasing the frequency
of visits, and encouraging higher
ancillary spending.
• Record customer satisfaction scores
• Record spend per game levels
driven through £5m UK amusements
investment,technologyenhancements
and yield management gains
• Maintainrelentlessfocusonanalysing
and reacting to customer feedback
• Increased investment in technology and
marketing spend to acquire and retain
customers and drive yields
Active asset refurbishment
We invest in our centres to enhance the
customer experience and drive revenue,
satisfaction levels and profitability.
• 12 Group refurbishments completed
• Pins on Stings in 97% of UK estate
• Spaceoptimisationprojectsinselected
centres introduced additional offers like
e-dartsandduckpinbowling
• One UK refurbishment in FY2026
• UK external signage upgrades
• Complete Pins on Strings roll out
in Canada
• Trials of additional activities
New centres & acquisitions
We actively pursue growth opportunities
in new local markets by building new
centres and acquiring existing centres
in prime locations.
• Five new centres opened in UK
• Two new centres opened in Canada
• Achieved new centre target returns
levels of 33% ROI
• Increased landlord demand in Canada
• Three new UK centres planned to be on
site in FY2026
• FirstcentreinEdmonton,Canadadueto
open in H1 FY2026
• Exciting pipeline in both territories – on
target for 130 Group centres by FY2025
Focus on our people
We invest in creating outstanding
workplaces for our dedicated, dynamic,
and diverse teams who are key to
fulfilling the Group’s purpose.
• Ranked in the Sunday Times Best places
to work 2025 (very big organisation)
• Accredited as a Great Place to Work in Canada
• 61% of UKmanagementpositionsfilledinternally
• Launched graduate and apprenticeship
programmes in the UK
• Maintainrelentlessfocusondelivering
sector-leadingteamdevelopment
programmes
• Continue to develop our employer
brands in UK and Canada
See pages 31 – 32
International expansion
In addition to growing our Canadian
business, we actively evaluate other
international opportunities in
the indoor leisure sector.
• Now Canadian market leader in bowling
• Increased presence in key regions
• 3.9x revenue growth since market
entrance in FY2022
• Revenues account for 15% of Group total
• Optimise future returns from FY2025
refurbishment and new centre
investments
• 40potentialgreenfieldcentresidentified
for new build centres in Canada
See pages 12 – 13
Strategic pillars Key achievements KPIs Future plans
1
2
3
4
5
2025 67
65
63
2024
2023
UK customer satisfaction score
New Group centres opened
Canadian revenue CADm
Scores based on an overall blended index of
customer satisfaction measures
Excludes acquisitions
£11m
Group refurbishment spend
129,000
Job applications received
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