HOLLYWOOD BOWL GROUP PLC

Annual Report • Jan 5, 2026

213800XB8YZNGJYDEZ972024-10-012025-09-30iso4217:GBPxbrli:shares213800XB8YZNGJYDEZ972024-10-012025-09-30hbgplc:BeforeAdjustingItemsMemberiso4217:GBP213800XB8YZNGJYDEZ972024-10-012025-09-30hbgplc:AdjustingItemsMember213800XB8YZNGJYDEZ972023-10-012024-09-30hbgplc:BeforeAdjustingItemsMember213800XB8YZNGJYDEZ972023-10-012024-09-30hbgplc:AdjustingItemsMember213800XB8YZNGJYDEZ972023-10-012024-09-30213800XB8YZNGJYDEZ972025-09-30213800XB8YZNGJYDEZ972024-09-30213800XB8YZNGJYDEZ972023-09-30ifrs-full:IssuedCapitalMember213800XB8YZNGJYDEZ972023-09-30ifrs-full:CapitalRedemptionReserveMember213800XB8YZNGJYDEZ972023-09-30ifrs-full:SharePremiumMember213800XB8YZNGJYDEZ972023-09-30ifrs-full:MergerReserveMember213800XB8YZNGJYDEZ972023-09-30ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember213800XB8YZNGJYDEZ972023-09-30ifrs-full:RetainedEarningsMember213800XB8YZNGJYDEZ972023-09-30213800XB8YZNGJYDEZ972023-10-012024-09-30ifrs-full:IssuedCapitalMember213800XB8YZNGJYDEZ972023-10-012024-09-30ifrs-full:CapitalRedemptionReserveMember213800XB8YZNGJYDEZ972023-10-012024-09-30ifrs-full:SharePremiumMember213800XB8YZNGJYDEZ972023-10-012024-09-30ifrs-full:MergerReserveMember213800XB8YZNGJYDEZ972023-10-012024-09-30ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember213800XB8YZNGJYDEZ972023-10-012024-09-30ifrs-full:RetainedEarningsMember213800XB8YZNGJYDEZ972024-09-30ifrs-full:IssuedCapitalMember213800XB8YZNGJYDEZ972024-09-30ifrs-full:CapitalRedemptionReserveMember213800XB8YZNGJYDEZ972024-09-30ifrs-full:SharePremiumMember213800XB8YZNGJYDEZ972024-09-30ifrs-full:MergerReserveMember213800XB8YZNGJYDEZ972024-09-30ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember213800XB8YZNGJYDEZ972024-09-30ifrs-full:RetainedEarningsMember213800XB8YZNGJYDEZ972024-10-012025-09-30ifrs-full:IssuedCapitalMember213800XB8YZNGJYDEZ972024-10-012025-09-30ifrs-full:CapitalRedemptionReserveMember213800XB8YZNGJYDEZ972024-10-012025-09-30ifrs-full:SharePremiumMember213800XB8YZNGJYDEZ972024-10-012025-09-30ifrs-full:MergerReserveMember213800XB8YZNGJYDEZ972024-10-012025-09-30ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember213800XB8YZNGJYDEZ972024-10-012025-09-30ifrs-full:RetainedEarningsMember213800XB8YZNGJYDEZ972025-09-30ifrs-full:IssuedCapitalMember213800XB8YZNGJYDEZ972025-09-30ifrs-full:CapitalRedemptionReserveMember213800XB8YZNGJYDEZ972025-09-30ifrs-full:SharePremiumMember213800XB8YZNGJYDEZ972025-09-30ifrs-full:MergerReserveMember213800XB8YZNGJYDEZ972025-09-30ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember213800XB8YZNGJYDEZ972025-09-30ifrs-full:RetainedEarningsMember 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. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 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 Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 01 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 Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 02 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. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 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 Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 04 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 Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 05 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. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 06 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. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 07 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. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 08 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements 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. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 09 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements 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 Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 10 Strategic Report Governance Report Financial Statements 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 Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 11 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. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 12 Strategic Report Governance Report Financial Statements Hollywood Bowl Group plc — Annual Report and Accounts 2025 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 Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 13 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements 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 M P L E T E E N T E R T A I N M E N T E X P E R I E N C E S B O W L I N G A M U S E M E N T S F O O D B E V E R A G E S M I N I - G O L F + + M E M O R A B L E C U S T O M E R V I S I T S L O C A L A N D I N T E R N A T I O N A L E X P A N S I O N A M A Z I N G T E A M M E M B E R S D I S C I P L I N E D I N V E S T M E N T 3. Superior service through operational experience and dedicated teams T H E B E S T L O C A T I O N S Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 14 Strategic Report Governance Report Financial Statements Hollywood Bowl Group plc — Annual Report and Accounts 2025 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 Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 15 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements 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 Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 16 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Building our Canadian brand Our strategy in action Leveraging the Group playbook We have successfully replicated elements of our UK operatingmodel,todriveconsistencyandelevate service delivery. We are creating synergies across both territories and are embedding best practices that strengthen our overall performance. Building a scalable platform for growth Our support infrastructure has been enhanced to meet theneedsofalarger,morecomplexbusiness.Wehave rolledoutanewreservationsystem,standardised ITplatforms,andreinforcedsafetyandcompliance measures.Inaddition,ourGroupMarketing,Technology, Finance,Property,andPeopleteamscontinuetoprovide the expertise and resources required to support superior customer experiences and sustainable growth. International expansion5 Combining our Group expertise with local Canadian insights, we’re building a market-leading brand that’s redefining family entertainment” Stephen Burns Chief Executive Officer Market innovation We have introduced a number of new customer innovations designed to elevate the overall Splitsville experience. Customerscannowenjoythe freedomtoweartheirownshoes, something that has never been seen before in the North American market. We have also introduced a new game versustimeformat,alongsideour dynamic pricing technology to deliver greatervalueatoff-peaktimes. The extension of our UK amusement partner agreement to now include our Canadian operations is bringing an upgraded range of machines. Asimplifiedfoodmenuhasbeen introducedtoimprovespeed, consistency and quality. Guest satisfaction surveys are helping usrefineourserviceexperienceand our customer contact centres (UK and Calgary based) provide support with bookings and service enquiries. Case study Discover more online: www.hollywoodbowlgroup.com Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 17 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Case study Our strategy in action continued Discover more online: www.hollywoodbowlgroup.com Developing our people Canadian programmes Thisyearwelaunchedourfirst CentreManagerinTraining(CMIT) programme. Designed for Assistant andDeputyManagersreadytolead theirowncentre,thisprogrammeis supporting nine team members in taking the next step in their careers. We also have 39 team members on ourAssistantManagerinTraining programme (AMIT). This is tailored forhigh-performinginternalteam members,buildingthemindsetand practical skills needed for leadership. Asourbusinessexpands,we’vealso created pathways for UK based team members to develop their careers inCanada,leveragingtheskillsand leadership development they’ve gained in the UK. Our mission is to offer every team member a rewarding career.Wearecommittedtoensuringthateveryone, regardlessofbackground,education,orexperiencehas access to meaningful opportunities for growth. Over the pastfouryears,we’vesignificantlyincreasedinternal promotionsacrossthebusinessaclearreflectionof our investment in nurturing future talent. Tosupportearlycareers,welaunchedourthirdand largestcohortofgraduatemanagersintraining,a programme designed for university graduates looking to accelerate their careers. In addition we have welcomed 20 new apprentices in October 2025 onto our new Degree Apprenticeship Programme. This fully funded BA(Hons)inAppliedManagementincludespaid, hands-onexperience. Focus on our people4 We have a relentless commitment to attracting, developing, and retaining talent.” Melanie Dickinson Chief People Officer Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 18 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Case study Digital customer journey In FY2024 we launched our new in-housedevelopedbooking reservation platform in the UK. This was subsequently rolled out to our Canadian operations. Ourin-housetechnologyteamhave continued to develop the platform withupgradesnowbenefiting both territories. Examples include the introduction of VIPlanesales,groupparty packagesandmulti-activitiesnow being bookable online. These product lineshaveallseensignificantuplifts in revenue. We have improved the structure of our customer data which is now helping us improve our use of AI to improve thedigitalcustomerjourneyinareas like optimising targeted upsells. Our strategy in action continued Discover more online: www.hollywoodbowlgroup.com Investing in technology Strategically we are moving to implement standard Group wide technology platforms and have made good progress this year. Thesetechnologyplatformsandourdigital-first approachareenhancingthecustomerjourney,and creating improved ways of working for our team members in the UK and Canada. They are key to helping us drive operational efficiencies,customerengagementlevels,booking conversion rates and spend levels – all supporting future revenue growth. We have also taken steps to further enhance our cybersecurityprotectionandmonitoring,usinga blendofin-houseexpertiseandexternalguidance and monitoring. Driving revenue growth1 Our in-house reservation platform has already enhanced performance and we have an exciting road map of new developments ahead.” Rob Demirtges Chief Marketing and Technology Officer Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 19 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements 2025 64.1 58.2 52.0 2024 2023 2025 83.3 83.0 82.6 2024 2023 2025 91.2 87.6 82.7 2024 2023 2025 30.0 31.0 13.8 2024 2023 2025 250.7 230.4 215.1 2024 2023 2025 23.2 23.2 25.1 2024 2023 Key performance indicators We systematically monitor our performance through regular reviews of key performance indicators (KPIs). This approach enables us to gain a comprehensive understanding of the factors influencing our performance, operational efficiency, and financial health. Group adjusted EBITDA (£m) +4.1% Revenue generating capex (£m) -3.2% Group adjusted operating cash flow (£m) +10.1% Revenue (£m) +8.8% Gross profit margin on cost of goods sold (%) +0.3%pts Definition Revenue is generated from customers visitingourcentrestobowlorplaymini- golf,andspendingmoneyononeofthe ancillaryoffers,amusements,dinerorbar. It also includes revenue generated by our Striker installations business in Canada. Comment Revenue increased by 8.8%,to£250.7m, driven through LFL growth and new centres. Definition Grossprofitmarginoncostofgoodssold is calculated as revenue minus the cost of good sold (COGS),dividedbyrevenue. COGS excludes any labour costs. This is how grossprofitmarginisreportedmonthlyby the Group and how Centres are managed. Comment Adjustedgrossprofitmarginincreasedyear on year due to a combination of higher margin in UKamusements,aswellasa stronger margin in the Canadian business as Splitsville revenue represented a larger proportion of the business in FY2025. Definition GroupadjustedEBITDA is calculated as operatingprofitbeforedepreciation, impairment,amortisation,lossondisposal ofproperty,plant,equipmentandsoftware andadjustingitems.A reconciliation betweenGroupadjustedEBITDA and statutoryoperatingprofitisonpage133. Comment GroupadjustedEBITDA increased by £3.6m to £91.2m,largelyduetorevenuegrowth. 1 Someofthemeasuresdescribedarenotfinancial measures under Generally Accepted Accounting Principles(GAAP),includingInternationalFinancial ReportingStandards(IFRS),andshouldnotbe considered in isolation or as an alternative to the IFRS Financial Statements. These KPIs have been chosen as ones which represent the underlying trade of the business and which are of interest to our shareholders. Definition Capitalexpenditureonrefurbishments, rebrands and new centres (excluding maintenance capex). Comment Revenue generating capex decreased to £30.0m,duetoamarginallylowerspendon refurbishments and new centres in the year than FY2024. Definition Groupadjustedoperatingcashflowis calculatedasGroupadjustedEBITDA less workingcapital,maintenancecapital expenditure and corporation tax paid. A reconciliationofGroupadjustedoperating cashflowtonetcashflowisprovidedon page 25. Comment Groupadjustedoperatingcashflow increasedduetoahigherGroupadjusted EBITDA combined with lower maintenance capital expenditure. Group operating profit margin (%) +0.0%pts Definition Operatingprofitmarginiscalculated asoperatingprofitpertheFinancial Statements divided by revenue. Comment Operatingprofitmarginremainedflatat 23.2%. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 20 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements 2025 0.6 0.2 4.5 2024 2023 2025 12.04 11.05 10.82 2024 2023 2025 44.3 42.8 45.1 2024 2023 2025 36.4 38.0 38.5 2024 2023 2025 15.2 28.7 52.5 2024 2023 2025 21.52 21.92 21.37 2024 2023 Adjusted earnings per share (p) -1.8% Adjusted Profit After Tax (£m) -2.4% Definition Adjustedearningspershareiscalculated asadjustedprofitaftertaxdividedbythe weighted average number of shares in issue during the year. Comment Adjustedearningspersharehas decreased 1.8% compared to FY2024. Definition Adjustedprofitaftertaxisstatutoryprofit aftertax,adjustedforadjustingitems (see note 5oftheconsolidatedfinancial statements). Comment Adjustedprofitaftertaxhasdecreasedby 2.4% compared to FY2024. 2025 36.7 37.6 36.6 2024 2023 Key performance indicators continued Profit before tax (£m) +3.5% Group adjusted EBITDA margin (%) -1.6%pts Net cash (£m) -47.0% Like-for-like revenue growth (%) +0.6%pts Total average spend per game (£) +8.9% Definition Profitbeforetaxasshowninthefinancial statements. Comment Profitbeforetaxincreasedto£44.3 driven by higher revenue in centres and the lower impairments in the year compared to the prior year. Definition GroupadjustedEBITDA margin is calculated asGroupadjustedEBITDA divided by total revenue. Comment GroupadjustedEBITDA margin was 36.4% (FY2024: 38.0%),inlinewithmanagement expectations.GroupadjustedEBITDA marginonapre-IFRS 16 basis was 27.3% (FY2024: 29.4%) declining year on year given the greater impact of the Canadian centres aswellastheinflationarycostincreasesin the year. Definition Netcashisdefinedascashandcash equivalents (£15.2m) less borrowings from bank facilities (£nil) excluding issue costs. Comment Net cash reduced in FY2025 compared to theprioryearduetothesignificantcapital investment in the year as well as the dividends paid and completion of a £15m sharebuy-backprogramme.Furtherdetails on cash utilisation are shown on page 25. Definition LFL revenue growth is total revenue excluding any new centres and closed centres. New centres are included in the LFL revenue growth calculation for the period after they complete the calendar anniversary of their opening date. Closed centres are excluded for the full financialyearinwhichtheyclosed. Comment LFL revenue has increased 0.6 percentage points when compared to FY2024. Definition Totalaveragespendpergameisdefined astotalrevenueintheyear,excludingany adjustingitems,dividedbythenumberof bowling games and golf rounds played in the year. Comment Average spend per game increased by 8.9%,to£12.04,duetocustomerscontinuing to spend more during their visits. 1 Someofthemeasuresdescribedarenotfinancial measures under Generally Accepted Accounting Principles(GAAP),includingInternationalFinancial ReportingStandards(IFRS),andshouldnotbe considered in isolation or as an alternative to the IFRS Financial Statements. These KPIs have been chosen as ones which represent the underlying trade of the business and which are of interest to our shareholders. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 21 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Chief Financial Officer’s review Investment driving growth Group financial results Adjusted results 1 Statutory results FY2025 FY2024 Movement FY2025 vs FY2024 FY2025 FY2024 Movement FY2025 vs FY2024 Revenue £250.7m £230.4m +8.8% £250.7m £230.4m +8.8% Grossprofit £208.8m £191.2m +9.2% £157.0m £145.5m +7.9% Grossprofitmargin 83.3% 83.0% +30bps 62.6% 63.2% -60bps Administrative expenses £149.5m £130.6m +14.5% £100.4m £92.6m +8.4% Operatingprofit N/A N/A N/A £58.2m £53.5m +8.8% Group EBITDApre-IFRS 16 £68.4m £67.7m +0.9% N/A N/A N/A Group EBITDA £91.2m £87.6m +4.2% N/A N/A N/A Groupprofitbeforetax (pre-IFRS 16) £49.4m £53.4m -7.5% N/A N/A N/A Groupprofitbeforetax £46.0m £50.3m -8.6% £44.3m £42.8m +3.6% Groupprofitaftertax £36.7m £37.6m -2.4% £34.6m £29.9m +15.7% Earnings per share 21.51p 21.92p -1.9% 20.28p 17.42p +16.4% Earningspersharepre-IFRS 16 23.61p 23.95p -1.4% N/A N/A N/A Total ordinary dividend per share 13.28p 12.06p +10.1% 13.28p 12.06p +10.1% 1 Areconciliationbetweenadjustedandstatutorymeasuresisshownattheendofthisreport. amusementsupplier,BandaiNamco. Splitsville bowling centre revenue was up CAD 15.9m (35.1%) to CAD 61.1m,despite the refurbishments and amusement implementationresultinginsomeshort- term disruption to trading in the year. Striker generated revenue of CAD 8.6m (FY2024: CAD 7.7m) in the year. New centres in the UK and Canada are included in LFL revenue after they complete the calendar anniversary of their opening date. Closed centres are excluded for the full financialyearinwhichtheywereclosed. Gross profit on cost of goods sold Grossprofitoncostofgoodssoldis calculated as revenue less directly attributable cost of goods sold and does notincludeanypayrollcosts.Grossprofit on cost of goods sold was £208.8m,a9.2% increase on FY2024withgrossprofitmargin on cost of goods sold at 83.3% in FY2025,up 30bps on FY2024. Grossprofitoncostofgoodssoldforthe UK business was £179.3m with a margin of 84.4% up 50 bps on FY2024,withhigher margin seen in all areas of the UK business. Following the introduction of the lease accounting standard IFRS 16,theGroup continuestopresentadjustedEBITDA on bothapre-andpost-IFRS 16basis,with thepre-IFRS 16 measure remaining the key metricforinternaldecision-making,investor assessment and loan facility compliance. We have also amended our dividend policy toreflectthisimpact. Revenue Total Group revenue for FY2025 was £250.7m,8.8% growth on FY2024. UK centre LFL revenue growth was up 1.1%, with spend per game growth of 9.2%,anda 7.5% decline in LFL game volumes. Alongside the impact of our new UKcentres,totalUK revenue for FY2025 was £212.4m up 6.4% compared to the same period in FY2024. Canadian LFLrevenuegrowth,when reviewing in Canadian Dollars (CAD) to allow for the disaggregation of the foreign currencyeffect(constantcurrency), was 3.2%,withtotalrevenuesup32.8% to CAD 70.0m (£38.3m). FY2025 was a year of investment in our Splitsville estate inCanada,withsevenrefurbishments completed as well as the commencement ofamajorpartnershipwithourUK Our investment strategy delivered strong growth and shareholder returns in FY2025.” Laurence Keen Chief Financial Officer Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 22 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Chief Financial Officer’s review continued Grossprofitoncostofgoodssoldfor the Canadian business was in line with expectations at CAD 53.9m (£29.5m),with a margin of 77.2% (FY2024: 76.8%). This margin increase is primarily due to the significantrevenuegrowthseeninthe Splitsville bowling centres which make up a larger proportion of total revenue in Canada versus our Striker equipment business. Splitsvillehadagrossprofitmarginon cost of goods sold of 82.8%,inlinewith expectations. Administrative expenses pre- adjusting items Following the adoption of IFRS 16 in FY2020, administrative expenses exclude property rents (turnover rents are not excluded) and include the depreciation of property right-of-useassets. Totaladministrativeexpenses,including allpayrollcosts,were£149.5m (FY2024: £130.6m).Onapre-IFRS 16basis, administrative expenses were £161.3m (FY2024: £146.9m). Employee costs in centres were £51.8m (FY2024: £45.7m),anincreaseof£6.1m when compared to FY2024,duetoacombination oftheimpactofthehigherthaninflationary national minimum and living wage increasesseencomparedtotheprioryear, the impact of higher LFLrevenues,new centres,aswellasthepartyearimpactin the UK,oftheincreaseinemployersnational insurance. UK centre employee costs were £42.0m,anincreaseof£4.1m when compared to FY2024. Total centre employee costs in Canada were CAD 18.0m (£9.8m), an increase of CAD 4.5m (£2.0m). Totalproperty-relatedcosts,accountedfor pre-IFRS 16,were£49.9m (FY2024: £42.0m). The UK business accounted for £43.1m (FY2024: £37.8m). Rent costs in the UK increased to £20.2m (FY2024: £18.3m). Canadian property centre costs were in line with expectations at CAD 12.4m (£6.8m),an increase of CAD 4.4m due to the increased sizeoftheestatewhencomparedtoFY2024. Utility costs increased by £1.9m compared to the same period in FY2024,withUK centres accounting for £1.6m of this increase due in themaintothenewfixedrateannounced during FY2024,withthebalanceinrelationto the increased number of centres in Canada. Totalpropertycosts,underIFRS 16,were £53.3m (FY2024: £47.6m),including£13.0m accounted for as property lease assets depreciation and £13.1m in implied interest relating to the lease liability. Total corporate costs increased year on year,by£2.0m,to£26.9m. UK corporate costs increased by £1.0m to £21.9m due to a combination of payroll costs and increased spend on marketing as we pushed ahead with our investment in this area. As we continue to build out our support team inCanadaforgrowth,corporatecosts increased to CAD 9.1m (£5.0m) from CAD 6.5m (£3.8m). This structure in Canada should allow us to expand our estate by 25% beforeaddingsignificantlymorecost. The statutory depreciation and amortisation and impairment charge for FY2025 was £33.9m compared to £32.2m in FY2024. Depreciationandamortisationonproperty, plant,equipmentandintangibles,increased from £15.5m in FY2024 to £19.1m in FY2025, as we continued our capital investment programme into new centres and refurbishments in the UK and Canada. Following the investment activity undertaken in FY2025,theGroupexpectstobenefit fromimprovedprofitabilityandoperational performance in FY2026. Adjusting items Totaladjustingitemsbeforetaxwerea charge of £1.7mintheperiod,compared to a charge of £7.6m in FY2024.Adjusting items include impairments and therefore FY2024comparativeshavebeenre- presented as such. Duringtheperiod,impairmentsof£2.3m (FY2024: £5.3m)wererecognised,primarilyin relationtoourPutt&Playmini-golfcentres. Theimpairmentreflectsadiscountedcash flowanalysisoffuturecashflows,resulting in a reassessment of the carrying amount ofproperty,plantandequipment(PPE) and right-of-use(ROU) assets associated with themini-golfcentresonthebalancesheet. The discount rate used for the weighted average cost of capital (WACC) was 13.5 per centpre-tax(FY2024: 12.4 per cent) in the UK. Otheradjustingitemsrelatetothreeareas; the earn out consideration for Teaquinn President Pat Haggerty £0.7m,ofwhich £0.2m is in administrative expenses and £0.6m is in interest expenses; aborted acquisition and legal costs in Canada £0.2m; £1.6m is in relation to a business interruption insurance claim received in the period.Moredetailonthesecostsisshown in note 5 to the Financial Statements. Group adjusted EBITDA and operating profit GroupadjustedEBITDApre-IFRS 16 increased 0.9percent,to£68.4m. The reconciliation betweenstatutoryoperatingprofitand GroupadjustedEBITDAonbothapre-IFRS 16andunder-IFRS 16 basis is shown in the table opposite. UKadjustedEBITDApre-IFRS 16 was £62.4m (FY2024: £62.3m). Include in this FY2024 metric,theUKbusinessbenefittedfrom business rates rebates of £2.8m and Surrey Quays which closed in September 2024, worth £1.1m. CanadianadjustedEBITDApre-IFRS 16 was CAD 10.5m (£5.9m),up11.6% on a constant currencybasis,whilstbowlingcentrelevel EBITDApre-IFRS 16 was up CAD 2.9m to CAD 17.7m. Following the investment activity in theyearinCanada,theGroupexpectsto seeincrementalprofitmetricsinFY2026. FY2025 £’000 FY2024 £’000 Operatingprofit 58,224 53,506 Depreciation 30,505 25,919 Impairment 2,288 5,316 Amortisation 1,155 935 Lossonproperty,right- of-useassets,plantand equipment and software disposal 223 88 Adjustingitems excluding interest and impairment (1,160) 1,823 GroupadjustedEBITDA under IFRS 16 91,235 87,587 IFRS 16adjustment(Rent) (22,880) (19,838) GroupadjustedEBITDA pre-IFRS 16 68,355 67,749 Share-based payments Duringtheyear,theGroupgrantedfurther Long-TermIncentivePlan(LTIP) shares to the senior leadership team as well as starting a new save as you earn (SAYE) scheme for all team members. The Group recognised a total charge of £1.8m (FY2024: £1.8m)inrelationtotheGroup’sshare- based arrangements. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 23 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Chief Financial Officer’s review continued Financing Financecosts(netoffinanceincome)increasedto£13.9m in FY2025 (FY2024: £10.7m) comprisingmainlyofimpliedinterestrelatingtothenon-cashleaseliabilityunderIFRS 16 of £13.7m (FY2024: £11.6m). Duringtheyear,theGroupagreedanewthree-year,£25mRCFand£5maccordion,with itscurrentprovider,BarclaysPLC,effective8May2025,withalowermarginof1.30 per cent (from 1.65 per cent) above SONIA. The RCF remains fully undrawn at the balance sheet date. Taxation The Group’s tax charge for the year is £9.7m,aneffectiverateoftaxof21.8%,arisingonthe profitbeforetaxgeneratedintheperiod.TheeffectivetaxrateislowerinFY2025 due to the impactofpriorperiodadjustmentsandisexpectedtoreturntobetween25% and 26% in FY2026. Segmentation Year ended 30 September 2025 UK £’000 Canada £’000 Total £’000 Revenue 212,410 38,252 250,662 Grossprofitoncostofgoodssold 179,296 29,515 208,811 GroupadjustedEBITDApre-IFRS 16 1 62,418 5,937 68,355 GroupadjustedEBITDA 81,336 9,899 91,235 Depreciation and amortisation 26,055 5,605 31,660 Impairment of PPE and ROU assets 2,288 — 2,288 Loss/(profit)onproperty,right-of-useassets,plant and equipment and software disposal 245 (22) 223 Adjustingitemsexcludinginterestandimpairment (1,548) 388 (1,160) Operating profit 54,296 3,928 58,224 Finance (income) (766) (61) (827) Finance expense 11,759 3,008 14,767 Profit before tax 43,303 981 44,284 Earnings Groupprofitaftertaxfortheyearwas£34.6m (FY2024: £29.9m) and basic earnings per share of 20.28 pence per share (FY2024: 17.42 pence per share). Groupadjustedprofitaftertaxis£36.7m (FY2024: £37.6m),andbasicadjustedearnings per share of 21.51 pence per share (FY2024: 21.92pencepershare).Adjustmentshereare reconciled in the table at the end of this report. 1 IFRS16adoptionhasanimpactonEBITDA,withtheremovalofrentfromthecalculation.ForGroupadjustedEBITDApre-IFRS16,itisdeductedforcomparativepurposesandisused byinvestorsasakeymeasureofthebusiness.TheIFRS16adjustmentisinrelationtoallrentsthatareconsideredtobenon-variableandofanaturetobecapturedbythestandard. IFRS 16impactsstatutoryprofitonlythrough non-cashdepreciationandinterest, reducing FY2025profitbeforetaxby£3.4m (FY2024: £3.1m). These effects unwind as leasesmature,thoughcontinuedregears and extensions – where strategically beneficial–maymoderatethisdecline. Ourfocus,andwhereinvestorandanalysts shouldthereforefocus,isontheunderlying cashcostofoccupancy,whichremains alignedwithpre-IFRS 16metricsandreflects the Group’s proactive and disciplined lease strategy. Our market position and covenant strength continue to support favourable outcomesinleasenegotiations,reinforcing long-termvaluecreation. Therefore,giventheaccountingtreatment under IFRS 16canintroducenon-cash volatilityinreportedprofit,webelieve showingonapre-IFRS 16 basis gives a better view of underlying trade. Group adjustedprofitaftertaxonapre-IFRS 16 basis is £40.3m (FY2024: £41.1m). Cash flow and liquidity The liquidity position of the Group remains strong,withanetcashpositionof£15.2m as at 30 September 2025. The table opposite shows a breakdown of cash utilisation in the year. Adjustedoperatingcashflowwas£64.1m (FY2024: £58.2m) at a conversion of 70.2% (FY2024: 66.4%). During FY2025 the Group completed £15m of share buybacks. The Group holds no ordinary shares in treasury and therefore thetotalvotingrightsinHollywoodBowl, postthecompletionofthesharebuyback, is 166,851,906. The weighted average number of shares in FY2025 was 170,629,123. Capital expenditure Duringthefinancialyear,Groupcapital expenditure was 30.6% lower than the prioryear,at£36.5m (FY2024: £52.7m). Intheperiod,UK expansionary capital spend was £20.7m,with£15.9monthefive newcentresopenedintheperiod,£4.8m on refurbishments. Expansionary capital expenditure in Canada amounted to CAD 20.2m (£10.8m). The level of investment was consistent with management expectations and primarily reflectedthecompletionofanumberof majorrefurbishmentprojectsandthe opening of two new centres. The FY2026 capital expenditure programme is expected to comprise a broadly consistent level of maintenance expenditure,uptothreeplanned refurbishments,andthedevelopmentoftwo new centres in the UK and two in Canada. Accordingly,totalcapitalexpenditurefor FY2026 is anticipated to be in the range of£25mto£30m,althoughmayincrease should additional new centre developments in Canada commence during the year. Depreciationonproperty,plantand equipment is expected to increase by approximately £2.0m to £2.5m in FY2026, reflectingtheGroup’scontinuedinvestment in new centres and enhancement of the existing estate. These investments underpin long-termgrowth,withreturnsexpected toexceedtheGroup’scostofcapital, supportingsustainedprofitabilityand shareholder value creation. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 24 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Chief Financial Officer’s review continued Dividend and capital allocation policy In line with the comments regarding non cash volatility from IFRS 16,theGroupisproposing todeclaredividendsbasedongroupadjustedprofitaftertaxonapre-IFRS 16 basis for its finalFY2025ordinarydividendaswellasfuturedividends.TheBoardhasdeclaredafinal ordinary dividend of 9.18pencepershare.SubjecttoapprovalattheAGM,theex-dividend date will be 29 January 2026,witharecorddateof30 January 2026 and a payment date of 20 February 2026. Cash flow and net debt FY2025 £’000 FY2024 £’000 GroupadjustedEBITDA under IFRS 16 91,235 87,587 Movementinworkingcapital 1,809 1,018 Impactofadjustingitemsonworkingcapital (178) (1,387) Maintenancecapitalexpenditure (6,582) (7,973) Share-basedpayments 1,798 1,782 Taxation (9,445) (10,536) Payment of capital elements of leases (14,560) (12,305) Adjusted operating cash flow (OCF) 1 64,077 58,186 Adjusted OCF conversion 70.2% 66.4% Expansionary capital expenditure 2 (29,947) (30,952) Disposal proceeds 80 — Net bank interest received 720 1,616 Lease interest paid (13,731) (11,615) Free cash flow (FCF) 3 21,199 17,235 Adjustingitems 1,338 (436) Acquisition of centres in Canada — (9,283) Cash acquired in acquisitions — 78 Acquisition of centres in UK — (4,474) Share (buyback)/issue (15,151) (379) Dividends paid (20,827) (26,180) Effect of foreign exchange rates on cash and cash equivalents (72) (314) Net cash flow (13,513) (23,753) 1 AdjustedoperatingcashflowiscalculatedasGroupadjustedEBITDAlessworkingcapital,maintenancecapital expenditure,taxationandpaymentofthecapitalelementofleases.Thisrepresentsagoodmeasureforthe cash generated by the business after considering all necessary maintenance capital expenditure to ensure the routinerunningofthebusiness.Thisexcludesadjustingitems,netinterestpaid,debtdrawdownsandanydebt repayments. 2 Expansionary capital expenditure includes refurbishment and new centre capital expenditure. 3 Freecashflowisdefinedasnetcashflowpre-adjustingitems,costofacquisitions,debtfacilityrepayment,debt drawdowns,dividendsandequityplacing. Going concern As detailed in note 2 to the Financial Statements,theDirectorsaresatisfied that the Group has adequate resources to continue in operation for the foreseeable future,aperiodofatleast12 months from the date of this report. UK Government Budget Therecentlyconfirmedincreasestothe living and minimum wage were fully anticipated in our internal planning; however,theimpactonourcostbasewill stillbesignificant.Inaddition,thefull-year effect of the employer National Insurance changes introduced in April 2025 will be in H1 of FY2026,creatingafurtherstep-upin employment costs before any offsetting operationalefficienciestakehold.On propertycosts,theGovernment’sbusiness- rates measures announced in the Autumn Budget offer limited respite. Although the lowermultiplieriswelcome,theshifttoa three-yearlyrevaluationcycle,introduced lastyear,meansthattheApril2026 revaluation is likely to recalibrate rateable values upward for much of our estate. As such,weexpecttheoverallbusiness-rates coststoincrease,withthebenefitoflower multipliers offset by higher valuations. Laurence Keen Chief Financial Officer 15 December 2025 Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 25 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Chief Financial Officer’s review continued Note on alternative performance measures (APMs) APM FY2025 £m FY2024 £m LFL revenue Revenue 250.7 230.4 Less:newcentresnon-annualised 22.9 – Less: closed centre (full year) – 3.7 LFL revenue 227.8 226.6 Gross profit on costs of goods sold (Adjusted gross profit) Grossprofit 157.0 145.5 Add: centre staff costs 51.8 45.7 Adjusted gross profit 208.8 191.2 Administrative expenses Administrative expenses 100.4 92.6 Less:adjustingitems 2.7 7.7 Add: centre staff costs 51.8 45.7 Adjusted administrative expenses 149.5 130.6 Add: rent 22.9 19.8 Less: IFRS 16 depreciation 12.6 11.3 Adjusted administrative expenses pre-IFRS 16 159.8 139.1 Group adjusted EBITDA Operatingprofit 58.2 53.5 Add: depreciation 30.5 25.9 Add: amortisation 1.2 0.9 Add: loss on PPE 0.2 0.1 Add:adjustingitemsbeforetax (note 5) 1.7 7.6 Less:adjustingitemsininterest expense (note 5) 0.6 0.4 Group adjusted EBITDA 91.2 87.6 Group adjusted EBITDA pre-IFRS 16 GroupadjustedEBITDA 91.2 87.6 Less: rent 22.9 19.8 Group adjusted EBITDA pre-IFRS 16 68.4 67.7 Note on alternative performance measures (APMs) APM FY2025 £m FY2024 £m Adjusted group profit before tax Groupprofitbeforetax 44.3 42.8 Add:adjustingitemsbeforetax 1.7 7.6 Adjusted group profit before tax 46.0 50.3 Adjusted basic earnings per share (EPS) Adjustedgroupprofitbeforetax 46.0 50.3 Less: tax charge 9.7 12.8 Add:taxonadjustingitems 0.4 0.1 Adjusted group profit after tax 36.7 37.6 Weighted average number of shares 170,629,123 171,647,892 Adjusted basic EPS 21.51 21.92 Adjusted group profit pre-IFRS 16 Adjustedgroupprofitbeforetax 46.0 50.3 Add: IFRS 16 movement 26.3 22.9 Less: rent 22.9 19.8 Adjusted group profit before tax pre-IFRS 16 49.4 53.4 Less: tax charge 9.3 12.7 Add: IFRS 16 tax movement 0.2 0.4 Adjusted group profit after tax pre-IFRS 16 40.3 41.1 Weighted average number of shares 170,629,123 171,647,892 Adjusted basic EPS pre-IFRS 16 23.61 23.95 LFL revenue UK Total UK revenue 212.4 199.7 Less:newcentresnon-annualised 14.3 - Less: closed centres - 3.7 LFL revenue UK 198.1 196.0 LFL revenue Canada (CAD) Total Canada revenue 70.0 52.7 Less:newcentresnon-annualised 15.6 - LFL revenue CAD 54.4 52.7 Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 26 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Sustainability review A responsible business Our business begins and ends with people. Westrivetocreatewelcoming,inclusive environments at our centres—places where exciting employment opportunities and active community engagement thrive. Aswecontinuetoscaleourbusiness, we remain committed to reducing our environmentalimpact,bothlocally and globally. Our track record in the UK speaks for itself: from supporting our teams and local communities,toimplementinginnovative carbon-reducinginitiativesinourcentres. Our sustainability strategy and initiatives are increasingly being applied to our Canadian operations. Sustainabilityisnotjustagoal;it’san ongoing responsibility everyone in the Group takes seriously. 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 Safe and inclusive centres Our ambition Operating welcoming centres where healthandsafety,accessibilityand strong community connections are prioritised. See page 29 Outstanding workplaces Our ambition Continually investing in developing ourteams,supportingtheirwellbeing, andmaintainingadiverse,inclusive culture where everyone can thrive. See page 31 A sustainable estate Our ambition A growing estate with centres which combineenergyefficiency,low emissions,sustainablesourcing, and a commitment to recycling. See page 33 Link to strategic objectives 1 2 3 4 5 Link to strategic objectives 1 4 Link to strategic objectives 2 3 5 Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 27 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Managementappointmentsfrominternalcandidates 50% 61% 58% 35% Team members participating in development programmes 10% 11% 11% 7% Team members completing online development modules 96% 97% 97% 97% Team member engagement survey score 60% 78% 79% 72% Team member wellbeing survey score 60% 77% 78% 71% Sustainability review continued Performance against our targets FundsraisedfornationalcharitypartnerMacmillan £100k £174k £250k NA Concessionary discount games played 1.1m 1.32m 1.35m NA Centres passed food and drink audit 100% 100% 100% 100% Schools games played 165k 178k 185k NA Softdrinkssoldthataresugar-free 50% 50% 55% NA Team in food and drink roles who completed food safety and allergen training 97% 98% 98% 98% Safe and inclusive centres Outstanding workplaces Key Achieved See pages 33-34 See pages 29-30 See pages 31-32 * A range of sustainability targets have been introduced for our Canadian operations for FY2026 following establishment of baselines in FY2025. We will establish additional KPI baselines in Canada in FY2026 and further extended our Canadian targets in FY2027. Wasterecycled,with100%divertedfromlandfill 82% 83.5% 84% NA Directly purchased electricity from renewable sources 99.5% 100% 100% 100% Centres with solar arrays installed 33 34 35 NA Intensity ratio Scope 1 and 2 emissions – tCO 2 e 56 53 50 170 Food and drink wastage as a percentage of food and drink revenue 1% 0.7% 0.6% NA Electricityusagegeneratedfromon-siterenewables 15% 16.09% 15% NA Percentage of bowling centres with Pins on Strings 94% 97% 98% 80% Metrics or commitments FY2025 Target (UK) FY2025 Actual (UK) Status (UK) UK FY2026 target Canada FY2026 target A sustainable estate Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 28 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Sustainability review continued Safe and inclusive centres Our centres are important social venues for the local communities they serve. Why it’s important Aswegrow,ourcommitmenttopositively impacting the local communities in which we operate remains a priority. Progress in FY2025 • Our centres provided important gateway firstjobopportunities • Five new UK centres opened creating more than 150newjobs • Two new centres opened in Canada creating more than 60newjobs • Each new centre creates investment value in the local economy of c.£3m • New centre builds drive additional footfall to leisure and retail businesses supporting the wider local economy Why it’s important We are dedicated to providing inclusive activities that bring all ages and abilities together in a welcoming environment. Progress in FY2025 • A record year for concessionary discounted games bowled – more than 1.3menjoyedintheUK • Our school engagement programme saw 178kpupilsandteachersenjoyschooltrips to one of our venues • We raised a record £174k for charity through a variety of special events and activities in our centres and our support centre 1 Local investment 2 Communities Our focus areas Local investment Communities Health and safety Food and beverage 4 3 2 1 210 Newjobscreated in FY2025 100% Increase in UK charity fundraising versus FY2024 Macmillan partnership OurnationalcharitypartnerMacmillan was chosen by our team members in FY2024. We are delighted that our teams and customers have continued to support this excellent cause. One highlight was our team at Lincoln whoraisedanincredible£11k,ledbyour 2025SustainabilityCentreManagerof the Year. Case study Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 29 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Sustainability review continued Safe and inclusive centres continued Why it’s important We provide clear and transparent information,enablingcustomerstomake informed decisions about our food and beverage offer. Progress in FY2025 • We offered menu options with reduced salt and sugar content in our food and beverage ranges • We promoted a variety of sugar free soft drinks • We continued to review and streamline our supply chain and ordering practices to limit the number of food and drink deliveries • Health and safety is integral to our dailyhospitalityoperations,withteam members undergoing food safety and allergen awareness training in our centres • Our centres consistently achieve high food hygiene ratings through regular audits by internal food safety auditors orexternalenvironmentalhealthofficers Why it’s important The health and safety of our teams and customers remain our highest priority. Progress in FY2025 • We continuously measured and monitored performance across all of our locations to ensure that we provided safe and healthy environments in all aspects of our operations • Our policies and practices were reviewed with external agencies to ensure compliance with safety legislation • Hollywood Bowl Group plc has a Primary Authority agreement with South Gloucestershire Council covering both Health and Safety and food safety • Any incidents involving customers or team members were reported and reviewed by the Board on a monthly basis • Internalaudits,includingsafetyreviews, were conducted and are reviewed by the Board • Health and safety forms part of the Group risk register Plans for FY2026 1 Local investment • UK – Three new centres are planned toopen,creating90newjobs • Canada–Ourfirstcentrein Edmonton will create 30newjobs 2 Communities • UK – Continued focus on offering accessible concessionary and school rates • Target of £250k fundraising for Macmillan • Canada – Reviewing concession and charity fundraising strategy 3 Food and beverage • UK–Maintaintransparent information,enablingcustomersto make informed decisions • Canada – Continued deployment of UKoperational,auditandtraining schemes 4 Health and safety • UK – Continued measurement and monitoring of performance across all centres • Canada – Continued measurement and monitoring of performance across all centres 3 Food and beverage 4 Health and safety 50% UK soft drinks sold that were sugar free Sugar free drinks We have consistently offered a range of sugar free drinks in our UK centres. Our primary soft drink contract was tendered in FY2025. Supplier evaluation includedtherangeofdrinksoffered, commercialterms,andsustainability credentials. Following this process we were pleased to move our UK soft drink supply to Britvic who offer a comprehensive sugar free range including market leaderPepsiMax.Sinceitsintroduction we have seen an increase in the percentage of sugar free drinks sold. Discover more online: www.hollywoodbowlgroup.com Case study Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 30 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Sustainability review continued Outstanding workplaces Our team are key to delivering the best customer experience. We provide them with an outstanding workplace and a supportive culture to allow them to thrive. Why it’s important Attracting and retaining top talent is a priority – our team drive our purpose of connecting friends and families throughaffordablefunandsafe, healthy competition. Progress in FY2025 • Our digital employer brand supported ourrecruitmentstrategy,helpingto generate129kjobapplicationsfor Hollywood Bowl and Splitsville vacancies • Fully funded BA (Hons) Degree Apprenticeship Programme launched with 20 apprentices • Year-on-yearreductioninturnoverand increase in average length of service Why it’s important Teammembersworkinahigh- performance culture where exceptional training nurtures talent and supports our mission to offer every team member a rewarding career. Progress in FY2025 • Full suite of development programmes introduced in Canada • 284 UK team members on a top talent programmes • 8k classroom training courses ran in the UK • E-learningplatformavailabletoall team members 1 Top talent 2 Team development Our focus areas Top talent Team development Team wellbeing Diversity,equity&inclusion(DE&I) 4 3 2 1 59% UK team members receiving a bonus 16,250 Hoursofe-learningfor UK team members Internal promotions We are proud of the impact that our training and development programmes have on the level of internal promotions to in our centres. In FY2025 we achieved a record of 61% ofmanagementpositionsbeingfilled by existing team members in the UK. Discover more online: www.hollywoodbowlgroup.com Case study Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 31 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Sustainability review continued Outstanding workplaces continued Plans for FY2026 1 Top talent • UK – Continue to build on recruitment progress made in FY2025 • Canada–Year-on-yearreduction in team turnover and increase in average length of service 2 Training and development • UK – Largest cohort of graduate managers in training • Canada – Increase participation in development programmes 3 Team wellbeing • UK–Maintainfocusonfeedbackand action loops • Canada – Introduce more UK ways of working and wellbeing support programmes 4 Diversity, equity & inclusion • UK–Socialmobility,womenin leadership and neurodiversity workstreams • Canada – Establish diversity steering groups Why it’s important Team member wellbeing underpins the Group’spositiveandsupportiveculture,and is promoted through a range of initiatives. Progress in FY2025 • Increased number of mental health firstaiders • Employee assistance programme operated by third party specialists • Record team member survey participation rate • Maintainedscoresonemployee review websites • Sunday Times Best places to work 2025 award 4 Team wellbeing 500k Posts on team engagement platform Team member feedback With more than 2800 Group employees it is essential that we regularly listen to their feedback and act on the insights we gain. We gather feedback in a variety of ways.Atanindividuallevel,wehave a robust programme of monitored monthly 1 2 1meetings,whereteam members performance is discussed with centre and support team managers. The primary gauge of team member engagement at a centre and support teamlevelisourbi-annualteam member survey which cover a comprehensive range of topics. The feedback of these surveys is discussed and action plans agreed at centre and department level. In addition we hold listening groups for team members hosted by the senior leadership team. Discover more online: www.hollywoodbowlgroup.com Case study Why it’s important Weembraceandcelebratediversity,and ensureourworkexperiencesareequitable, inclusive and welcoming. Progress in FY2025 • Wefocusedonfivekeyareas:inclusive recruitment,trainingandtools, communityengagement,data-driven insights,andtransparentprogress • Active diversity groups established for age,female,disability,LGBTQ+,ethnicity and religion • Awarded Sunday Times Best places to work for disabled employees in 2025 Diversity statistics 3 D,E & I Team members Senior Managers Centre Managers Assistant Managers/Techs 66% Male 34% Female 50% Male 50% Female 67% Male 33% Female 46% Male 54% Female Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 32 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Sustainability review continued A sustainable estate We understand that our business operations have an impact on climateandtheenvironment,and we are committed to proactively reducing these impacts. Our focus areas Energyefficiency Waste and water Transitioning to Net Zero New centre builds 4 3 2 1 Why it’s important Running our centres in the most energy efficientwayhelpslimitourenvironmental impact and reduces cost. Progress in FY2025 • Solar installs in 34 UK centres producing 6,645 kWp in FY2025 • Maintained100% directly purchased renewable electricity • Promoted energy saving behavioural change in UK and Canadian centres • Reduced UK intensity ratio • Pins on Strings roll out nearing completion Why it’s important We are committed to reducing waste and improving recycling and waste water quality in our operations. Progress in FY2025 • Record levels of waste recycling in UK • Less than 1% of UK food and drink revenues wasted • Water usage in UK reduced from 3.21 m 3 in FY2024 to 3.14 m 3 in FY2025 • Grease traps to improve the quality of waste water now in 100% of Canadian estate and 90% of UK centres 1 Energy efficiency 2 Waste and water 97% UK bowling estate with Pins on Strings 83.5% UK waste recycled Waste recycling We had another excellent year for recycling in our UK centres. Since FY2019 we have improved our performance from 67.3% to 83.5% of waste recycled and 100%divertedfromlandfill. Waste recycling forms part of the centre sustainability benchmark programme ensuring ongoing focus from centre teams. Discover more online: www.hollywoodbowlgroup.com Case study Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 33 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Sustainability review continued Sustainable estate continued Why it’s important Our property teams embed sustainability intoeverynewcentrebuild,collaborating withcontractorstodelivergreener,more efficientbuildings. Progress in FY2025 • 100%renewableenergyusedforfitout of new UK centres • LED lights on timers in public facing centre areas • Our Liverpool Edge Lane centre reopened inMay2025. Less carbon emissions were generated through repurposing the existing shell versus a new build. Lane furniture and Pins on Strings equipment from our closed Surrey Quays centre were refurbished and recycled • A EPC rating achieved for all new UK centre builds in FY2025 3 New centre builds A EPC rating for new UK centres Sustainable construction projects By adopting Net Zero target dates and implementing robust strategies suchasbaselinereports,greengain resourcereports,andregularlyupdated sustainableconstructionpolicies,our contractors are working closely with us to ensure that all estate additions and upgrades are as sustainable as possible. Frequently used materials are sourced from suppliers with strong environmental statements supporting carbon reduction and sustainable disposal,suchasDuluxpaints. Wehavetransitionedfromgas-fired todirectelectricwaterheating, significantlyreducingemissions,and embracedoff-sitemanufacturingfor largefixturesandfittingstominimise wasteandimproveefficiency. Design occupancy has been reduced to lower ventilation and cooling requirements,whileheatingand cooling systems are now controlled by heat pumps which are cutting carbon emissions. Additionally,cellarcoolingareashave been optimised by introducing plastic curtainsorcold-roomsolutions,and heat recovery units have been integrated within the air handling plant to further enhanceenergyefficiency. Discover more online: www.hollywoodbowlgroup.com Case study Plans for FY2026 1 Energy efficiency • UK – Continue to work with landlords to extend coverage of solar panels andon-sitebatterytrials • Canada – HVAC management trials and review of solar panel potential 2 Waste and water • UK–Maintainourhighlevelsof waste recycling • Canada – Review of waste contractors and establishment of waste recycling baseline 3 New centre builds • UK–MaintainA rated EPCs for new builds and work with contractors to evolve sustainable practices • Canada – Increased focus on energy efficiencyincontracttenders 4 Transitioning to Net Zero • UK – Continue to work closely with Zero Carbon Forum to look for further climate change mitigations and maintain upper quartile ranking • Canada – Increased climate action engagement with key supplier base  NetZeroisdefinedinthisreportasthepoint where the Group can reduce its net GHG emissions by 90% compared to the FY2025 baseline year. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 34 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Sustainability review – Transitioning to Net Zero Climate action plan 2025 actual 2025 actual 2026 target 2030 target 2035 target 2045 target 2050 target 2026 target 55% UK supplier spend to suppliers who have commitments to Net Zero See our case study 95% Group centres with Pins on Strings installed 100% Directly purchased electricity in UK and Canada from renewable sources 30% Canadian supplier spend to suppliers who have commitments to Net Zero 21% Reduction vs 2025 baseline Zero Gas usage in UK estate 90% Reduction vs 2025 baseline Group target to achieve Net Zero across all Scopes Key Scope 1 & 2 Scope 3 Scope 1,2 & 3 Scope 3 focus With more than 90% of our emissions being generated throughoursupplierchain, it is essential that we focus on our supplier engagement programme to align with suppliers who have deliverable planstoachievenetzeroand are able to provide us with data on their progress. Renewable energy We now have solar panels in 34 of our UK centres and have extendedthesizeofarraysin a number of centres. All directly purchased electricity for the Group is from renewable sources. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 35 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Sustainability review continued Transitioning to Net Zero Why it’s important Our goal is to become a Net Zero business by 2050. We aim to reduce our Scope 1 and 2 emissions intensity ratios and gain a greater understanding of our Scope 3 emissions across our operations through partnerships and engagement with suppliers. Progress in FY2025 • Reduction of UK intensity ratio to 53.0 from 56.8 in FY2024 • Baseline intensity ratio established in Canada • Top quartile of UK hospitality businesses surveyed by Zero Carbon Forum for amount of completed recommended carbon reduction initiatives • Continued engagement with key UK suppliers to assess commitments to Net Zero and gather Scope 3 emissions data • Initial engagement with key Canadian suppliers to assess commitments to Net Zero and gather Scope 3 emissions data • CDP submission scores improved to B score (from D-inFY2023) Transitioning to Net Zero Scope 1 and 2 planned actions 1. Preparation for submission of Science Based Targets initiative (SBTi)1.5°C pathway targets following the establishment of a new Group baseline year of FY2025(duetoestatesizegrowth since FY2023) and new developments within the SBTi framework 2. The Group had intended to submit emissions reduction targets for validation by the Science Based Targets initiative (SBTi) in February 2026,but this has been delayed in line with the above factors 3. UKSolarpanelrollout(subjecttolandlord agreements) and evaluation of Canadian solar panel installs 4. Increasedefficiencyofplantinnewbuilds 5. Maintaincontracting100% renewable electricity across the Group (currently backed in the UK by REGOs and in Canada by RECs) 6. Contracting 100% renewable gas in the UK 7. Team member behavioural change training in Canada 8. Evaluation of Canadian solar panel programme 9. ModellingcostofScope1+2 climate action plan 10. RolloutofenergyefficientequipmentinCanada Scope 3 planned actions 1. Preparation for submission of SBTi targets 2. Ongoing supplier engagement programme in UK and Canada to encourage commitments to netzero 3. Improved accuracy of Scope 3 data evaluation andtargetsetting(subjecttoimprovedsupplier data availability) 4. Cross industry initiatives and implementation of best practice supply chain management via Zero Carbon Forum membership 5. ModellingcostsofdeliveringScope3 climate action plan Climate action plan dependencies The delivery of our climate action plan depends uponcomprehensivesystem-widechanges includingdecarbonisingnationalgrids,supporting decarbonisationpolicies,advancingcarbonmarkets, commercialisingclimatetechnologiesandmaterials, sourcingalternativematerialslikerecycledplastics, and adapting to shifts in consumer preferences. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 36 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Sustainability review continued Transitioning to Net Zero continued Collaboration with stakeholders CollectiveactioniskeytothejourneytoNetZero.Weworkcloselywitha range of stakeholder groups on the challenges we are facing together. Our suppliers Scope 3 With over 90% of our total emissions coming from Scope 3,itisimperativethatweworkcloselywithour supply chain to reduce these in line with our Net Zero targets. Engagement programmes Weoperateasupplierengagementprogramme, initially targeting our biggest suppliers in food and drink,amusementsandconstruction. Primary data We have gained access to more supplier primary data in FY2025,allowingustodevelopamoreaccurate understanding of our Scope 3 emissions. Team member action Behavioural change We equip and empower our team members to help reduce the energy used in our operations through behavioural change programmes. Incentives Energy and waste measures are included in team member incentive schemes with UK monthly league tables published of centre level performance. Reward and recognition Our leading UK centres are recognised with a sustainability award which looks at performance by centre across a variety of measures including climate impact. In FY2025 the top award went to our Lincoln centre. This benchmarking initiative is being replicated in Canada in FY2026. The hospitality industry Shared challenges Manyoftheclimatechallengeswefacearemirrored by other businesses in the leisure sector and hospitality sectors and we share insights into the success of our climate initiatives with members of the UKTBO (Ten pin bowling operators trade body). The Zero Carbon Forum (ZCF) Hollywood Bowl Group is a member of the ZCF,which isanon-profitorganisation,empoweringhospitality industry members to reach sustainability targets with morespeed,efficiency,andprofitasaunitedeffort. See how these initiatives will help us reach Net Zero in our Climate Action Plan on page 35 Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 37 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Greenhouse gas emissions data Assurance and verification Our UK greenhouse gas inventory has undergoneathird-partyverification, withmethodologychecked,aligned,and verifiedbytheZeroCarbonForum.Key material areas within the carbon footprint were closely scrutinised and estimation techniques and assumptions were validated for consistency and transparency. Limited assurance has been provided on the accuracy and integrity of the reported data. Environment Hollywood Bowl Group has a strong and genuine commitment to conduct all of its operations in an ethical and responsible manner. This is demonstrated in our environmental and energy achievements. • We have reduced our UK intensity ratio Scope 1 and 2 (tCO 2 e per centre) by 14.1% since FY2022. • We have increased our UK recycling percentage from 63.3% in FY2016 to 83.5% in FY2025. Solar Installs • In 2019 we had 1 solar array (Rochester). • By end of FY2021 we had 5 roof arrays. • By end of FY2022 we had 22 roof arrays. • By end of FY2023 we had 27 roof arrays. • By end of FY2024 we had 30 roof arrays. • By end of FY2025 we had 34 roof arrays. • The 34 roof arrays that we currently have produce 6,645.05 kWp and we have a yield of 5,658,665 kWh. Natural Gas: Total natural gas consumption = 1,354,537 kWh (this excludes Hemel support centre and Bracknell as data not available from landlord). Emission factor = 0.18296 kgCO 2 e per kWh. Emissions = 247.83 tCO 2 e. F Gas Losses: Emissions = 107.36 tCO 2 e. Total Scope 1: Emissions = 355.18 tCO 2 e. Electricity (location-based): Total electricity consumption = 19,813,008 kWh (this excludes Hemel support centre and Bracknell as data not available from landlord). Emission factor = 0.177 kgCO 2 e per kWh. Emissions = 3,506.90 tCO 2 e. Electric Company Vehicles: Total mileage is 192,358 miles and the electric company vehicles are classed as ‘luxury battery electric vehicles’. 192,358 x 0.07141 = 13.74 tCO 2 e. Emissions = 13.74 tCO 2 e. Total Scope 2: Emissions = 3,520.64 tCO 2 e. Total Scope 1 + 2: Emissions = 3,875.82 tCO 2 e. Greenhouse Gases Greenhouse Gas (GHG) emissions for FY2025 have been measured as required undertheLargeandMedium-Sized Companies and Groups (Accounts and Reports) Regulations 2008 as amended in 2013. The GHG Protocol Corporate Accounting and Reporting standards (revised edition) and the electricity and gas consumption data has been provided by IMServDatavision,SchneiderElectricand Total. Conversion factors taken from: https:// www.gov.uk/government/publications/ greenhouse-gas-reporting-conversion- factors-2025. The conversion factors for Canada are taken from: https://www.canada.ca/en/ environment-climate-change/services/ climate-change/pricing-pollution-how-it- will-work/output-based-pricing-system/ federal-greenhouse-gas-offset-system/ emission-factors-reference-values. html#toc5. ForCanada,the2025 emission factors have been used. UK – Scope 1 + 2 Thisismadeupofnaturalgas,refrigerant gas losses (Fgaslosses),electricityand electric company vehicles. UK – Location based Category tCO 2 e Gas (Scope 1) 247.83 F Gas losses (Scope 1) 107.36 Total (Scope 1) 355.18 Electricity (Scope 2) 3,506.90 Company Cars (Scope 2) 13.74 Total (Scope 2) 3,520.64 Total (Scope 1 + Scope 2) 3,875.82 UK – Market based Category tCO 2 e Gas (Scope 1) 247.83 F Gas losses (Scope 1) 107.36 Total (Scope 1) 355.18 Electricity (Scope 2) 7.56 Company Cars (Scope 2) 13.74 Total (Scope 2) 21.30 Total (Scope 1 + Scope 2) 376.48 UK FY2025 Total (Scope 1 + Scope 2) (tCO 2 e) 3,875.82 Number of centres (equivalent) 73.13 Intensity Ratio (tCO 2 e per centre) 53.00 * Bracknell not included. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 38 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Greenhouse gas emissions data continued UK – Scope 3 We have calculated Scope 3 emissions for all Scope 3 categories applicable to Hollywood Bowl Group’s emissions in the UK. This includes a total of 11 categories in addition to water supply and wastewater treatment. Category Category Name tCO 2 e C01 Purchased Goods and Services 16,448.96 C02 Capital Goods 9,963.47 C03 Fuel-andEnergy-RelatedActivitiesNotIncludedinScope1 or Scope 2 (Transmission and Distribution Losses) 1,397.57 C04 Upstream Transportation and Distribution 616.11 C05 Waste Generated in Operations 9.70 C06 Business Travel 277.51 C06 Business Travel (Hotel Stays – Optional) 33.54 C07 Employee Commuting 1,669.28 C07 Employee Commuting (Homeworking – Optional) 20.11 C10 Processing of Sold Products 37.55 C11 Use of Sold Products 2.04 C12 End-of-lifeTreatmentofSoldProducts 93.07 C15 Investments 491.00 Other Wastewater Treatment 13.48 Other Water Supply 15.88 Total 31,089.26 Excluded Categories: • C08 Upstream Leased Assets – Hollywood Bowl Group does not have any upstream leased assets,andthereforereportingforthiscategoryisnotrequired. • C09 Downstream Transportation and Distribution – Hollywood Bowl Group does not carry outanydownstreamtransportationanddistribution,andthereforereportingforthis category is not required. • C13 Downstream Leased Assets – Hollywood Bowl Group does not have any downstream leasedassets,andthereforereportingforthiscategoryisnotrequired. • C14Franchises–HollywoodBowlGroupdoesnotownoroperateanyfranchises,and therefore reporting for this category is not required. UK Scope 3 Intensity Ratio: Total Scope 3 emissions = 31,089.26 tCO 2 e. Total Centres = 74.13. Scope 3 Intensity Ratio =419.36 tCO 2 e per centre. Canada – Scope 1 + 2 The conversion factors for Canada are taken from: https://www.canada.ca/en/ environment-climate-change/services/ climate-change/pricing-pollution-how-it- will-work/output-based-pricing-system/ federal-greenhouse-gas-offset-system/ emission-factors-reference-values. html#toc5. Note that Canadian data for emissions is provided in CO 2 for natural gas and no data is provided that make up the other greenhouse gases, so this number is also used as CO 2 e. Also, the emission factors for natural gas and electricity vary by province. Total natural gas consumption = 583,030 m³ = 6,150,970 kWh (assuming 1 m³ = 10.55 kWh). Emissions = 1,126.18 tCO 2 e. Total Scope 1: Emissions = 1,126.18 tCO 2 e. Electricity(location-based): Total electricity consumption = 7,235,256 kWh. Emissions = 1,361.64 tCO 2 e. Company cars Total kilometres is 23,505 and the company vehiclesareclassedas‘averagecar,petrol’. 23,505 x 0.16272 = 3.82 tCO 2 e. Emissions = 3.82 tCO 2 e. Total Scope 2: Emissions = 1,365.47 tCO 2 e. Total Scope 1+2: Emissions = 2,491.64 tCO 2 e. Canada – Location based Category tCO 2 e Gas (Scope 1) 1,126.18 Total (Scope 1) 1,126.18 Electricity (Scope 2) 1,361.64 Company Cars (Scope 2) 3.82 Total (Scope 2) 1,365.47 Total (Scope 1 + Scope 2) 2,491.64 Canada – Market based Category tCO 2 e Gas (Scope 1) 1,126.18 Total (Scope 1) 1,126.18 Electricity (Scope 2) 0.00 Company Cars (Scope 2) 3.82 Total (Scope 2) 3.82 Total (Scope 1 + Scope 2) 1,130.00 Canada FY2025 Total (Scope 1 + Scope 2) (tCO 2 e) 2,491.64 Number of centres 13.74 Intensity Ratio (tCO 2 e per centre) 181.35 Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 39 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Greenhouse gas emissions data continued Canada – Scope 3 We have calculated Scope 3 emissions for all Scope 3 categories applicable to Hollywood Bowl Group’s operations in Canada. This is a total of 11 categories in addition to water supply and wastewater treatment. Category Category Name tCO 2 e C01 Purchased Goods and Services 12,223.90 C02 Capital Goods 8,960.87 C03 Fuel-andEnergy-RelatedActivitiesNotIncludedinScope1 or Scope 2 (Transmission and Distribution Losses) 426.31 C04 Upstream Transportation and Distribution 249.11 C05 Waste Generated in Operations 9.69 C06 Business Travel 90.45 C06 Business Travel (Hotel Stays – Optional) 1.96 C07 Employee Commuting 690.14 C07 Employee Commuting (Homeworking – Optional) 5.91 C09 Downstream Transportation and Distribution 627.16 C11 Use of Sold Products 1,629.08 C12 End-of-lifeTreatmentofSoldProducts 3.99 C15 Investments 420.00 Other Wastewater Treatment 7.44 Other Water Supply 8.77 Total 25,354.78 Excluded Categories: • C08 Upstream Leased Assets – Hollywood Bowl Group’s Canadian operations does not haveanyupstreamleasedassets,andthereforereportingforthiscategoryisnotrequired. • C10 Processing of Sold Products – No data available. • C13 Downstream Leased Assets – Hollywood Bowl Group’s Canadian operations does not haveanydownstreamleasedassets,andthereforereportingforthiscategoryis not required. • C14 Franchises – Hollywood Bowl Group’s Canadian operations does not own or operate anyfranchises,andthereforereportingforthiscategoryisnotrequired. Canada Scope 3 Intensity Ratio: Total Scope 3 emissions = 25,354.78 tCO 2 e. Total Centres = 13.74. Scope 3 Intensity Ratio = 1,845.36 tCO 2 e per centre. Canada Scope 3–splitbyXtremeBowlingEntertainment,StrikerInstallationsInc,Striker Bowling Solutions (there is the possibility for some overlap in emissions between Striker InstallationsIncandStrikerBowlingSolutions.Forexample,someemissionsrecordedunder Striker Installations Inc may actually originate from Striker Bowling Solutions (and vice versa); however,themethodologyensuresthatnoemissionsaredoublecounted). Xtreme Bowling Entertainment Striker Installations Inc Striker Bowling Solutions Total Total Scope 3 Emissions (tCO 2 e) 16,681.37 7,662.13 1,011.27 25,354.78 tCO 2 e per centre 1,214.10 1,845.36 All Totals Scope UK Canada Combined Scope 1 (tCO 2 e) 355.18 1,126.18 1,481.36 Scope 2 (tCO 2 e) 3,520.64 1,365.47 4,886.11 Scope 1+2 (tCO 2 e) 3,875.82 2,491.64 6,367.47 Scope 3 (tCO 2 e) 31,089.26 25,354.78 56,444.04 Total (tCO 2 e) 34,965.08 27,846.42 62,811.50 UK Total Electricity and Gas Usage Scope Electricity (kWh) Gas (kWh) Total Energy (kWh) Number of Centres FY2022 17,857,086 2,945,207 20,802,293 69 FY2023 16,713,202 2,415,585 19,128,787 70 FY2024 18,805,491 1,876,123 20,681,614 72 FY2025 19,813,008 1,354,537 21,167,545 77 • Electricity excludes solar generated electricity exported to grid and electricity from Hemel Support Centre where data is unavailable. • Bracknell electricity not included in FY2025 as data not available from landlord. • We have seen our electricity consumption naturally increase compared to FY2024 due to the opening of new centres. We have also included data from landlord centres in FY2025 which have been included since FY2024(Belfast,BracknellandLondonO2,Bracknellnot included in FY2025). Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 40 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Greenhouse gas emissions data continued Scope 1 and 2 Emissions Scope 1 Scope 2 Scope 1+2 Intensity Ratio (Scope 1+2 tCO 2 e per centre) FY2022 541.5 3,373.8 3,915.3 61.70 FY2023 647.45 3,377.00 4,024.44 61.00 FY2024 395.90 3,645.09 4,040.99 56.80 FY2025 355.18 3,520.64 3,875.82 53.00 Canada Total Electricity and Gas Usage Electricity (kWh) Gas (kWh) Total Energy (kWh) Number of Centres FY2022 953,709 248,467 1,202,176 6 FY2023 3,619,113 2,589,139 6,208,252 9 FY2024 5,050,583 3,373,344 8,423,927 13 FY2025 7,325,256 6,150,970 13,386,227 15 Scope 1 and 2 Emissions Scope 1 Scope 2 Scope 1+2 Intensity Ratio (Scope 1+2 tCO 2 e per centre) FY2022 45.20 26.90 72.10 34.3 FY2023 473.76 402.64 876.40 97.40 FY2024 619.81 744.31 1,364.12 123.10 FY2025 1,126.18 1,365.47 2,491.64 181.30 Electricity Usage Ourcommitmenttoefficientlyandethicallyusenaturalresourcesisongoing. In the UK,allourdirectlypurchasedelectricityis100% renewable and is fully backed by REGOs(RenewableEnergyGuaranteesofOrigin).InCanada,alldirectlypurchasedelectricity starting from 1 October 2024 is 100% renewable and is fully backed by RECs (Renewable EnergyCertificates). We have reduced our UK Intensity Ratio for Scope 1+2 by 8.7 tCO 2 e per centre or by 14.1 % for FY2025 compared to FY2022. UK Waste Recycling We recycle the waste that we produce as this is part of our commitment to mitigate against the environmental impacts of our operations. In FY2019 we recycled 67.3% of our waste and this has increased to 83.5 % for FY2025. All of our waste is 100%divertedfromlandfill. General Glass Mixed Recycling / Organic FY2022 4,581.06 2,106.72 13,542.48 FY2023 3,824.22 2,107.44 16,227.30 FY2024 3,922.52 2,298.62 17,590.30 FY2025 4,013.70 2,240.00 18,629.90 General Recycling Total Waste Recycling Percentage FY2022 4,581.06 15,649.20 20,230.26 77.4% FY2023 3,824.22 18,334.74 22,158.96 82.7% FY2024 3,922.52 19,888.92 23,811.44 82.9% FY2025 4,013.70 20,869.90 24,883.60 83.5% All waste data supplied by Biffa. This excludes data from centres where the landlord manages the waste streams. Waste data is for UK only. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 41 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Risk management Our Approach to Risk The Board and senior management are committed to embedding robust risk management and internal control systems across the business. These systems are reviewedregularly,atleasttwiceayear,to ensure they remain effective and aligned withourstrategicobjectives.Drawingon best-practiceinoursector,werecognise that effective risk management requires a thoughtful balance between risk andreward,underpinnedbyassessed judgementsoflikelihoodandimpact. The Board has ultimate responsibility for ensuring an effective process is in place and that reasonable assurance is provided that significantrisksareidentified,understood and managed. Our review of risk considers thepotentialeffectsonourbusinessmodel, our organisational culture and our capacity todeliverourlong-termstrategicpurpose. Weconsiderbothshort-termandlonger- termrisks,andweorganisethemintothe followingbroadcategories:financial,social, operational,technical,governanceand environmental. Risk Appetite Our risk appetite statement sets out the amount and type of risk we are willing to accept in pursuit of our strategic aims. We have a higher appetite for risks that accompany clear opportunities to execute our strategy and deliver value. Conversely,wemaintainalowtolerance for risks that are purely downside or which couldadverselyimpacthealthandsafety, ourcorevalues,ourcultureorourbusiness model. This aligns with the approach of other hospitality groups which emphasise lowtoleranceofriskstopeople,reputation and operating continuity. These reviews feed into the Board’s considerationoftheGroup’slong-term viabilityandarereflectedintheViability Statement. Furthermore,theprincipalrisksarepresented by Department Heads / Directors at Board meetings as outlined on page 73. Risk Management Activities Risksareidentifiedthrougharangeof activities including: operational reviews by senior management; internal audit programmes;controlsself-assessments; ourwhistle-blowinghelpline;and independentprojectreviews. Our Risk Management Process The Board has overall responsibility for ensuring that a robust risk management processisinplace,andthatitisconsistently applied throughout the business. The main steps in our process are as follows: 1. Department Heads / Directors Every functional area of the Group maintains an operational risk register. Senior management in that area identify and document the key risks facing the department — both in the short term and over the longer term. Each register is reviewedatleastbi-annually.Foreachrisk we assess: • The potential impact on the department and on the Group as a whole; • The mitigating controls in place; and • The estimated likelihood and impact of therisk,andwhetheradditionalmitigation is required. 2. Executive Team The Executive Team reviews all departmental risk registers. Those risks which exceed ourdefinedriskappetiteareescalated to the Group Risk Register (GRR). The GRR alsoincludesstrategic,cross-Groupand emergingrisksidentifiedattheGrouplevel. The Executive Team proposes mitigation plans for these escalated risks which are then submitted to the Board for review. 3. The Board At least twice a year the Board formally reviews and challenges: • All of the Group’s key risks; • Our risk appetite and tolerance levels; • The progress of mitigation actions; and • Emerging risks and changes in the business environment. The internal audit team provides independent assessment of the operation and effectiveness of the risk framework andprocessincentres,includingthe effectivenessofthecontrols,reportingofrisks and reliability of checks by management. We continually review the organisation’s riskprofiletoensurethatcurrentand emergingrisksareidentified,evaluatedand considered by each head of department. Each risk is scaled and visualised through ourrisk-heat-mapframework,enabling clear prioritisation of risks by severity (impact × likelihood) and monitoring of whether these are increasing or decreasing over time. Financial risks 1. Economic environment 2. Covenant breach 3. Expansion and growth Operational risks 4. Core systems 5. Food and drink services 6. Amusement services 7. Managementretention and recruitment 8. Health and safety Technical risks 9. Cyber security 10. GDPR Regulatory risks 11. Compliance 12. Climate change Impact Likelihood Low High 71 10 9 43 52 12 11 6 8 Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 42 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Risk management Principal risks The Board has identified 12 principal risks which are set out on pages 43 to 49. These are the risks which we believe to be the most material to our business model, which could adversely affect the revenue, profit, cash flow and assets of the Group and operations, which may prevent the Group from achieving its strategic objectives. Risk and impact • Changeineconomicconditions, particularlyarecession,aswell asinflationarypressuresfromthe warsinUkraineandtheMiddle East.Macroeconomicgrowthinthe UK and Canada is low and could present risk of recession. • Adverseeconomicconditions, includingbutnotlimitedto, increasesininterestrates/inflation may affect Group results. • With an abundance of empty retail units across the UK,thisprovides opportunities for less focused operators to open new locations in Hollywood Bowl markets which impacts on the revenue of our centres. • A decline in spend on discretionary leisure activity could negatively affectallfinancialandnon- financialKPIs. Risk and impact • Thebankingfacility,withBarclays Plc,hasquarterlyleverage covenant tests which are set at a level the Group is comfortably forecasting to be within. • Covenant breach could result in a review of banking arrangements and potential liquidity issues. Mitigating factors • Thereisstillariskofacontractionondisposableincomelevels,impacting consumerconfidenceanddiscretionaryincome.TheGrouphaslowcustomer frequency per annum and also the lowest price per game of the branded operators in the UK.Therefore,whilstitwouldbeimpactedinsucharecession,the Boardiscomfortablethatthemajorityofcentrelocationsarebasedinhigh-footfall locations which should better withstand a recessionary decline. • The impacts of the UK Government’s Budget national insurance and living wage increaseshavebeenconsideredandfactoredintotheGroup’sfinancialplanning. • Continued focus on maintaining a value for money offering as well as appealing to all demographics. • Alongwithappropriatefinancialmodellingandavailableliquidity,afocuson openingnewcentresandacquiringsitesinhigh-qualitylocationsonlywith appropriatepropertycosts,aswellascapitalcontributions,remainskeytothe Group’snewcentre-openingstrategy. • Electricity prices are hedged in the UK until September 2027. Plans are developed tomitigatemanycostincreases,aswellasaflexiblelabourmodel,ifrequired, in an economic downturn. • The recently introduced customer booking system will provide more detailed customer data and trends which should allow for further enhancement of targeted offers in both the UK and Canada. Change ChangeMitigating factors • Financial resilience has always been central to our decision making and will remain key for the foreseeable future. • The current RCFis£25m,marginof130psaboveSONIA as well as an accordion of £5m.Thefacilityiscurrentlyundrawn,whichundertheagreement,resultsinacost of less than £200k per annum. • Net cash position was £15.1m at the end of September 2025. • Appropriatefinancialmodellinghasbeenundertakentosupporttheassessment of the business as a going concern. The Group has headroom on the current facilitywithleveragecoverwithinitscovenantlevels,asshowninthemonthly Boardpacks.Weprepareshort-termandlong-termcashflow,Groupadjusted EBITDA(pre-IFRS 16)andcovenantforecaststoensurerisksareidentifiedearly. Tight controls exist over the approval for capital expenditure and expenses. • The Directors consider that the combination of events required to lower the profitabilityoftheGrouptothepointofbreachingbankcovenantsisunlikely. 1. Economic environment 2. Covenant breach Financial risks Link to strategy Link to strategy 4 4 5 5 3 3 2 2 1 1 Key risk to change Increasing Decreasing Unchanged Key to strategy Revenue growth Active asset refurbishment Focus on our people New centres and acquisitions International expansion 4 5 3 2 1 Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 43 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Risk management continued Principal risks continued Risk and impact • Competitive environment for new centres results in less new Group centre openings. • New competitive socialising concepts could appear more attractive to landlords. • Higherrentsofferedbyshort-term private businesses. • Given the success of Hollywood Bowl,otheroperatorsareprepared to enter its markets for a share ofthecatchmentarea,inless desirablelocations,butstillimpact our revenue opportunity. • Competitors could look to open centres in Canada following the success of Splitsville. Risk and impact • Failure in the stability or availability of information through IT systems could affect Group business and operations. • Technical or business failure in a critical IT partner could impact the operations of IT systems. • Customers not being able to book throughthewebsiteisasignificant risk given the high proportion of online bookings. • Inaccuracy of data could lead to incorrect business decisions being made. Mitigating factors • The Group uses multiple property agents to seek out opportunities across the UK and Canada. • Wekeepfutureopportunitiesconfidentialuntillaunchandcontinuewith non-competeclauseswhereappropriate. • Strongfinancialcovenantprovidesforward-lookinglandlordswithbothvalue and future letting opportunities. • Continuedfocuswithlandlordsoninitialinvestment,innovation,aswellas refurbishment and maintenance capital. • Attended key property conferences in the UKandCanada,withpositive feedback,resultinginanumberofopportunitiesinnegotiation. • New landlord marketing prospectus in circulation in the UK and Canada to promote awareness of our requirements and recent successful openings. • Demographic modelling enhanced with new customer reservation data as it becomes available. • Launchofanewsitelocationfindingplatformwhichwillsupportdecision makingtoensureweareselectingonlythebestlocationsinCanada,andwill help improve the pace of expansion which will maintain our head start on any competitor expansion strategy in Canada. Change ChangeMitigating factors • All core systems are operated and hosted by enterprise scale providers with externalback-uptoimmutablestorageinanindependentsecuritydomain. • Theseprovidersarerobustorganisationswiththehighestlevelsofsecurity, complianceandresilienceguarantees,asisourpaymentservicesprovider. • Our Compass reservations system is deployed to the Group estate. This system hasbeenbuiltinhouseandhasimprovedperformance,resilienceandfuture developmentflexibility. • The CRM/CMS and CDPsystemishostedbyathird-partyutilisingcloud infrastructure with data recovery contingency in place. • Our core Canadian systems are continuing to evolve to towards parity and common platforms shared with UK systems. • AllGrouptechnologychangeswhichaffectcoresystemsaresubjectto authorisation and change control procedures with steering groups in place forkeyprojects. 3. Expansion and growth 4. Core systems Financial risksOperational risks Link to strategy 4 5321 Link to strategy 4 5321 Key risk to change Increasing Decreasing Unchanged Key to strategy Revenue growth Active asset refurbishment Focus on our people New centres and acquisitions International expansion 4 5 3 2 1 Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 44 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Risk management continued Principal risks continued Risk and impact • Operational business failures from key suppliers. • Unable to provide customers with a full experience. • The cost of food and drink for resale increases due to changes in demand,legislationorproduction costs,leadingtodecreasedprofits. Risk and impact • Any disruption which affects Group relationship with amusement suppliers. • Customers would be unable to utilise a core offer in the centres. • Any internal failure of data cabling orWi-Ficouldimpactonthe customer and their ability to play. This is most notable in Canada whereitisa“non-cash”playcard system. Mitigating factors • The Group has key food and drink suppliers under contract with tight service level agreements (SLAs). Alternative suppliers who know our business could be introduced,ifneeded,atshortnotice.UK centres hold between 14 and 21 days of food and drink product. Canadian centres hold marginally more food and drink stock due to their supplier base and potential for missed deliveries. • Regular reviews and updates are held with external partners to identify any perceived allergen risks and their resolutions. A policy is in place to ensure the safe procurement of food and drink within allergen controls. • Regular reviews of food and drink menus are undertaken to ensure appropriate stockturnandprofitability. • Key food and drink contracts have cost increase limits negotiated into them. A new soft drink supplier was contracted in the UK with improved terms. • Splitsville uses Xtreme Hospitality (XH),agroupbuyingcompany,GordonFood ServiceandMolsonCoors,toalignitselfwithtieronesuppliersinallservice categories including food and drink. Change ChangeMitigating factors • Namcoisalong-termpartnerthathasastrongUK presence and supports the Groupwithtrials,initiativesanddiscoveryvisits. • In the UK,regularkeysuppliermeetingsareheldbetweenHollywoodBowl’sHead ofAmusementsandNamco.Therearehalf-yearlymeetingsbetweentheCEO, CFO,MD and the Namco UK leadership team. • Namco also has strong liquidity which should allow for a continued relationship during or post any consumer recession. • Appointment of a Head of Amusements in Canada to ensure a focus and accountability for a growing part of the business in Canada. • The Canadian supplier is now also Bandai Namco in all but two centres – these centres will move over when their Player 1 contracts end. • New connectivity has been rolled out to all centres in Canada and this will continue to be tested on a frequent basis. 5. Food and drink services 6. Amusement services Operational risks Link to strategy 321 Link to strategy 4 5321 Key risk to change Increasing Decreasing Unchanged Key to strategy Revenue growth Active asset refurbishment Focus on our people New centres and acquisitions International expansion 4 5 3 2 1 Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 45 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Risk management continued Principal risks continued Risk and impact • Loss of key personnel – centre management. • Morechallengingrecruiting highcalibreCentreManagersin Canada. • Lack of direction at centre level with effect on customer experience. • Moredifficulttoexecutebusiness plansandstrategy,impactingon revenueandprofitability. • IncreaseinTeamMemberabsence impacting on operational delivery. • Impact of employment law changes. • Increase in NMW/NLW or other payroll costs. Mitigating factors • TheGrouprunsasuiteoffutureleaderprogrammesincludingCentreManager in Training (CMIT)andAssistantManagerinTraining(AMIT). In the UK this has beenexpandedtoincludeaGraduateManagerinTrainingProgramme,Degree ApprenticeshipofferingandSupportManagerinTrainingprogramme,which identifiescentretalentanddevelopsTeamMembersreadyformanagement roles.CentreManagersinTrainingruncentres,withassistancefromtheir RegionalSupportManageraswellasexperiencedCentreManagersfrom acrosstheregion,whenavacancyneedstobefilledatshortnotice. • Totalrewardstatementsareissuedeveryyeartoallmanagers,weinclude training investment as part of these. • We have transitioned to an international group structure to better support our centresandproactivelyofferGroup-wideopportunitiesincludinginternational relocationsupportforCentreManagersandSupportTeamMemberswithover 12 months experience in their role. • ListeninggroupsareheldacrosstheGroupbiannually,alongsideoursurveys to measure engagement and act on feedback. • Employment Bill working group established to proactively tackle pending employment law changes. • ThebonusschemesarereviewedeachfinancialyearintheUKandCanada, to ensure they are still a strong recruitment and retention tool. • The hourly bonus scheme has paid out to over 50% of the UK team in each month in FY2025. • Aligned ways of working for People Operations across the Group to support engagement and retention. Change 7. Management retention and recruitment Operational risks Link to strategy 4 5321 Key risk to change Increasing Decreasing Unchanged Key to strategy Revenue growth Active asset refurbishment Focus on our people New centres and acquisitions International expansion 4 5 3 2 1 Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 46 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Risk management continued Principal risks continued Risk and impact • Significantinjury/deathfrom accidents,incidentsorfire. • Damagetopropertyfromfire • Majorfoodincidentincluding allergen or fresh food issues. • Lossoftradeandreputation, potential closure and litigation. Risk and impact • Riskofcyber-attack/terrorismcould impact the Group’s ability to keep trading and prevent customers from booking online. • Non-accreditationcanleadto the acquiring bank removing transaction processing. Mitigating factors • GroupHealthandSafetyManageroverseestheprogrammeandassociated reporting. • MonthlyBoardreviewofaccident/incidentandclaimsdata. • UK Primary local authority partnership in place with South Gloucestershire covering healthandsafety,aswellasfoodsafety. • Internal audits undertaken to review compliance to Company and legal standards. • Fireriskassessmentscompletedbi-annuallybyexternalcontractor. • Fire code compliance review completed by external contractor for all Canadian centres. • Insurance centre surveys completed in both UK and Canada by insurer to support our management of H&S / Fire Safety risk. • 97% of UK centres have been converted to Pins on Strings (POS) and 60% of Canadian ten pin machines have been converted. This change reduces the risks associated with machine maintenance. • Team member food allergen training and customer information on menus. Mitigating factors • TheareaisakeyfocusfortheGroup,andweadoptamulti-facetedapproach to protecting ITnetworksthroughprotectedfirewallsandsecuretwo-factor authenticationpasswords,aswellasthefrequentrunningofvulnerabilityscans toensuretheintegrityofthefirewalls. • An external Security Operations Centre is in place to provide 24/7/365 monitoring and actioning of cyber security alerts and incidents. We have additional retained services via our Cyber Insurers and Broker to work with the Group on a priority basis to provide proactive incident response services should a breach occur. As noted below,fullintegrationofCanadaintotheSOC is complete. • Advancements in the internal IT infrastructure have resulted in a more secure way of working. Our overall IT estate utilises widely accepted security solutions and configurations.TheGroupwebsitehostingenforcesahighlevelofphysicalsecurity tosafeguarditsdatacentres,withmilitarygradeperimetercontrols. Change Change 8. Health and safety 9. Cyber security Operational risks Technical risks Link to strategy 4 5321 Link to strategy 4 5321 Key risk to change Increasing Decreasing Unchanged Key to strategy Revenue growth Active asset refurbishment Focus on our people New centres and acquisitions International expansion 4 5 3 2 1 Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 47 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Risk management continued Principal risks continued Risk and impact continued Risk and impact • Data protection or GDPR breach. Theftofcustomeremailaddresses, staff emails and other personal information – all of which can impact on brand reputation in the case of a breach. Mitigating factors continued • We have achieved PCIcomplianceacrossourpaymentchannels,withrobust controlsinplaceexternallyauditedandverifiedthroughthesubmissionof the annual PCI Report on Compliance (ROC) to both the PCI Council and ouracquiringbank.Wemaintaincompliancethrougharigorous,ongoing programme of continuous improvement and continuous development to address new and emerging risks. • Canadian systems operate in line with UK operations including full integration with the UK 24/7 SOC (Security). • CyberEssentialsPluscertificationachieved,verifyingcontrolssuchassecure access and vulnerability management. • Broad cyber insurance coverage policy is in place which includes cover for Canadian systems. • In FY2026,theGroupwillstrengthenitsapproachtothird-partyrisk managementthroughenhancedduediligenceprocess,andcontinuous monitoring of supplier security postures. • Administrative account control aligns with Cyber Essentials Plus and PCI DSS principles. • Businesscontinuityplansarebeingreviewedandrefined. • Astructuredchangemanagementprocessisinplacetoreview,approve, anddocumentallhigh-impactsystemchanges. Mitigating factors • ADataProtectionOfficerhasbeeninpositionforseveralyearsintheUK supported by a Head of ITSecurityandCompliancewhooverseesourstrategy, applications and activity in this area with periodic updates given to the Board. GDPR controls and documentation have been externally assessed and validatedassuringusofnoareasofnon-compliance. • GDPR breach protocols aligned with ICO guidance and integrated into Incident Response playbooks. • Sensitivity labelling and data loss prevention rules are being rolled out to control dataflowbeyondtheorganisation. Change 9. Cyber security continued 10. GDPR Technical risksRegulatory risks Link to strategy 4 5321 Link to strategy 4 5321 Key risk to change Increasing Decreasing Unchanged Key to strategy Revenue growth Active asset refurbishment Focus on our people New centres and acquisitions International expansion 4 5 3 2 1 Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 48 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Risk management continued Principal risks continued Risk and impact • Utilitynon-commoditycost increases. • Business interruption and damage to assets. • Cost of transitioning operations tonetzero. • Sales impact due to increased summer temperatures moving customers away from indoor leisure. • Increased environmental legislation. Mitigating factors • UK solar panel installations in 34centres,transitioningenergycontractsto renewablesourcesandimprovingtheenergyefficiencyofourexistingcentres and new builds. We have started to introduce our climate impact strategy and initiatives into our Canadian operations as appropriate. • We undertake a supplier engagement programme with key suppliers to understand their carbon reduction plans. • The Group is a member of the Zero Carbon Forum and UK Hospitality Sustainability Committee which both facilitate collaboration and best practice. • TheCorporateResponsibilityCommitteemonitorsandreportsonclimate-related risks and opportunities. • Our TCFD disclosure includes scenario analysis to understand the materiality of climate risks. The latest analysis from November 2025 did not identify any material shorttomid-termfinancialimpactsfortheGroup. Change 12. Climate change Link to strategy 4 5321 Key risk to change Increasing Decreasing Unchanged Key to strategy Revenue growth Active asset refurbishment Focus on our people New centres and acquisitions International expansion 4 5 3 2 1 Risk and impact • Failure to adhere to regulatory requirementssuchaslistingrules, taxation,healthandsafety, planning regulations and other laws. • Potentialfinancialpenaltiesand reputational damage. Mitigating factors • Expert opinion is sought where relevant. We run regular training and developmenttoensurewehaveappropriatelyqualifiedstaff. • The Board has oversight of the management of regulatory risk and ensures that each member of the Board is aware of their responsibilities. • Compliancedocumentationforcentrestocompleteforhealthandsafety, (includingfoodsafety),areupdatedandcirculatedtwiceperyear.Adherence to company/legal standards is audited by the internal audit team. Change 11. Compliance Regulatory risks Link to strategy 4 5321 Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 49 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements S172(1) statement: In accordance with section 172(1) of the Companies Act 2006,adirectorofa company must act in the way he or she considers,ingoodfaith,wouldbemostlikely to promote the success of the Group for thebenefitofitsmembersasawholeand, indoingso,haveregard,amongstother matters,to: a. the likely consequences of any decision in the long term; b. the interests of the Group’s employees; c. the need to foster the Group’s business relationships with customers and suppliers; d. the impact of the Group’s operations on the community and the environment; e. the desirability of the Group maintaining a reputation for high standards of business conduct; and f. the need to act fairly between members of the Group. Section 172 Effective stakeholder engagement Section 172 of the Companies Act 2006 mandates that directors act in good faith and in a manner most likely to promote the company’ssuccessforthebenefitofits stakeholders. Consequently,theBoardmustconsider how decisions balance the needs of various stakeholdersandtheirimpactonlong- termperformance.Operatingalarge-scale business often involves making decisions amidstcompetingstakeholderpriorities, where positive outcomes for all stakeholders may not always be achievable. Our stakeholder engagement processes enable us to understand stakeholder priorities,considerallrelevantfactors, and choose the best course of action fortheGroup’slong-termsuccess. Engaging and collaborating with all stakeholder groups is crucial to the Board’s strategic decision-making process. Aligning stakeholder engagement with our culture and supporting our goal of maintaining industry leadership is essential for the Group’s long-term sustainable success. Our key stakeholders The Board identifies the Group’s key stakeholders as: Customers Communities Investors Environment Suppliers and partners Lending banks The following disclosure describes how the Directors of the Group have taken account of the matters set out in section 172(1) (a) to (f) and forms the Directors’ statement required under section 172 of the Companies Act 2006. How we engage with our key stakeholders Here,weoutlinetheBoardandGroup’s approach to considering and engaging with our key stakeholder groups. In addition toourongoingengagementactivities, we regularly receive and respond to specificfeedbackandprovideupdates on important issues to our stakeholders. The Board reserves certain matters for itsowndecision-making,asoutlinedon page 70. Team members Business model on pages 14 – 15 Sustainability on pages 27 – 34 Governance on pages 65 – 110 We take steps to enhance our communication,collaboration,and information sharing with stakeholders regarding our actions and their potential impacts. This approach has been adopted in the UK,andwehavemadefurthergood progress to extend these engagement and collaboration methods in our Canadian operations – part of the strategy to ensure that the Group’s ways of working become more embedded in this business. On the following pages we outline the details of the activities we undertook in FY2025 and the outcomes of our engagement with stakeholder groups. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 50 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Stakeholder engagement Customers Team members What is important to them • A great value visit every time • A clean and safe environment • Correct pace of experience in all centre areas • Excellent customer service from friendly team members • Fullyworking,fault-freebowling equipment and amusement machines How the Board considers their interests • Reviews customer satisfaction scores at every Board meeting • Includes customer satisfaction scores in bonus schemes from team members to senior leadership • Uses customer feedback to identify improvements to operational ways of working and to guide investment in new centres and refurbishments Engagement in FY2025 • Conductedpost-visitcustomer satisfaction surveys • Monitoredsocialmediaandcustomer queries submitted via the customer contact centre • Regular feedback and monitoring to meetin-centresafetystandardsand expectations Outcomes of this engagement • Record number of customer surveys returned • Record levels of customer satisfaction scores in UK and Canada • Further enhancements to the Hollywood Bowl and Splitsville brand and service propositions Our core purpose is delivering a great customer experience for every visit, with ongoing feedback serving as the best indicator of our success What is important to them • Regular,relevant,andclear communication • Engagement with all levels of management • Opportunities to provide feedback • Career and skills development pathways • Attractivesalary,benefits,and opportunities to share in the Group’s success • Working for an inclusive employer that embraces diversity at all levels How the Board considers their interests • Directorsvisitmultiplenew,refurbished andexistingcentres,eachyear • Director attendance at the annual UK and Canada management conferences • Bi-annualfacetofacefeedbacksessions between senior leadership and team members • Diversity is a key consideration in the Board’s succession planning Engagement in FY2025 • Fourth Engage was used to communicate keymessages,enablingteaminteraction and delivering wellbeing initiatives • Conducted employee engagement surveys and pulse surveys • Our digital training system was used across the Group • MaintainedaWhistleblowingpolicy,with all cases reported at Board meetings • Published our annual Gender Pay Gap report Outcomes of this engagement • Team member monthly 1:1s at record levels • Updated our learning platform to include moreuser-generatedcontentand encourageself-ledlearning • The Board and senior leadership considered team member engagement surveyoutputsresultinginidentified actions • Recognised as one of the Sunday Times Best places to work in 2025 and accredited as a Great Place to Work in Canada Our team members are key to our business success and are the driving force behind our fun-filled customer experiences Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 51 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Stakeholder engagement continued Communities What is important to them • Positive contributions to local communities through employment and accessible amenity provision • Ongoing support for local and national charities How the Board considers their interests • Considers the impact of local operations as part of its sustainability strategy Engagement in FY2025 • Record charity fundraising levels in the UK • Over 200newjobscreatedinournew centre openings in the UK and Canada • Progress with our ESG strategy and initiatives (Sustainability report on pages 27 – 34) Outcomes of this engagement • Increased uptake of UK concessionary discounts compared to FY2024 • Increased school bookings in the UK compared to FY2024 • SupportedMacmillanasourUK national charitypartnerandothercommunity- based charities • MadefurtherprogressinourESG strategy and initiatives We are proud to be an active part of our communities as an employer and provider of important local leisure amenities Investors What is important to them • Relevant and timely information on Group performance and strategic plans • Regular engagement with management • Growth of share price and dividend returns • Capital allocation policy • Information on ESG strategy and performance • Information on Remuneration policy How the Board considers their interests • Receives feedback from shareholder meetingsandthroughtheGroup’sbrokers, Investec and Berenberg • Welcomes questions from shareholders at any time • The Remuneration Committee Chair consultsshareholdersonanymajorpolicy changes (Report on pages 90 – 106) • Focuses on the Group’s ESG initiatives (Sustainability report on pages 27 – 34, Corporate governance on pages 65 – 110) Engagement in FY2025 • Held the AGM in January 2025 • Conducted investor relations meetings with current and prospective shareholders • Presented annual and interim results • Attended and presented at investor conferences • Disclosed carbon emission performance via CDP Outcomes of this engagement • Outlined the Board’s view on capital allocation policy in the Chief Financial Officer’sreview(pages22 – 26) • MadefurtherprogresswithourESG strategy (pages 27 – 34) Our investors provide valuable feedback on our business model, strategy and future growth plans Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 52 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Stakeholder engagement continued Suppliers and partners Lending banks What is important to them • Clear and concise communication that demonstrates integrity and reliability • Strong publicly listed covenant • Responsible tenancy holders How the Board considers their interests • Commitment to high ethical standards • Expectation of high ethical standards from all suppliers and partners • Regular discussions between Executive Directors and main suppliers • Zero-toleranceapproachto bribery,corruption,andmodern slavery,withregularreviewsof supplier and partner policies Engagement in FY2025 • Executive Directors engaged closely with landlords to agree on lease extensions and revised terms as needed • Actively managed supplier relationships • Published our Payment Practices Report twice in the year • Conducted annual audits of suppliers for compliance with modern slavery and human traffickinglegislation • Communicated with key suppliers as part of our ESG supplier engagement programme Outcomes of this engagement • Maintainedpositiverelationships withmajorsuppliersandlandlords • MovedUK drinks contract to Britvic • MovedCanadaamusements contract to Namco • Gained access to increased supplier primary data for Scope 3 emissions What is important to them • Regularmonthlyreporting,includingrolling 12-monthforecasts • Invitations to new openings and refurbishment launches How the Board considers their interests • Bankrepresentativesabletoattendhalf-year andfull-yearresultspresentations • Forward-lookingforecastsprovidedatevery monthly Board meeting to ensure covenant compliance Engagement in FY2025 • Provided regular monthly updates on Company performance and debt covenant forecasts • Attended half yearly meetings with our lending bank as well as others interested in future lending Outcomes of this engagement • The £25m revolving credit facility (RCF) was renegotiated in June 2025 Environment What is important to them • Energyefficiencyandminimisingenvironmental impacts of our direct operations and supply chains • Sustainable building and refurbishment practices How the Board considers their interests • Considers the impact of the Group’s direct operations and supply chains as part of its sustainability strategy • Focusesonimprovingenergyefficiencyin the estate Engagement in FY2025 • Supplier engagement programme to gain increasedunderstandingofnetzeroambitions and access to primary data Outcomes of this engagement • Continuedinvestmentinsolarpanels,with34 UK installations completed • Energy-efficientPinsonStringstechnologyisnow in 97% of our UK bowling centres and 60% of our Canadian centres • Improved Scope 3 data sourced from key suppliers • Achieved A EPC rating for all UK new build centres We always consider the environmental impacts of our operations and strategy Our partnerships include landlords, construction companies, amusements, and food and beverage suppliers Our lending banks provide funds for growth and working capital when required Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 53 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Going concern and viability statement Going concern In assessing the going concern position of the Group for the consolidated financialstatementsfortheyearended 30 September 2025,theDirectorshave consideredtheGroup’scashflow,liquidity, andbusinessactivities,aswellasthe principalrisksidentifiedintheAnnualReport. As at 30 September 2025,theGrouphad cash balances of £15.2m,nooutstanding loan balances and an undrawn RCF of £25m. The Group has undertaken a review of its liquidity using a base case and a severe but plausible downside scenario. The base case is the Board approved budget for FY2026aswellasthefirstthreemonths of FY2027 which forms part of the Board approvedfive-yearplan.Underthisscenario therewouldbepositivecashflow,strong profitperformanceandtheGroupwould continuetohavesufficientcashbalances such that the RCF would remain undrawn. Furthermore,itisassumedthattheGroup adheres to its capital allocation policy. The most severe downside scenario stress tests for reasonably adverse variations in the economic environment leading to a deterioration in trading conditions and performance. Under this severe but plausible downsidescenario,theGrouphasmodelled revenues dropping by 3% and 4% for FY2026 and FY2027 respectively from the assumed basecase,andinflationcontinuesatan even higher rate than in the base case. The Directors are mindful of the uncertainty driven by external factors such as a rise in inflationandslowingGDP growth impacting allareasofthebusiness,andaccept that forecasting across this time frame remainschallengingandhave,therefore, also focused on understanding the level of headroom available before the Group reachesapositionoffinancialstress. Inmakingthisviabilitystatement,the Directors have reviewed the overall resilienceoftheGroupandhavespecifically considered a robust assessment of the impact,likelihoodandmanagementofboth theprincipal,andemerging,risksfacingthe Group,asat30 September 2025 and looking forwardoverthenextfive-yearperiod, including consideration of those risks that couldthreatenitsbusinessmodel,future performance,liquidityorsustainability. Theassessmentofviabilityhasspecifically considered risks that could threaten the Group’s day to day operations and existence. This assessment considered how risks could affect the business now and how they may develop and impact the Group’s financialforecastsoverfiveyears. The Group’s business model and strategy are central to an understanding of its prospects,withfurtherdetailsfoundinthe Strategy section of this Annual Report. Context The Group established a base case model offinancialperformanceoverthefive-year assessment period and a viability scenario upon which the Board has made its assessmentoftheGroup’songoingviability, andwhichreflectsprudentexpectationsof future customer demand and the successful execution of the Group’s strategic plans. The model still assumes that investments into our three new UK centres and two Canadacentreswouldcontinue,whilst refurbishments in FY2026 would be reduced. These are mitigating factors that the Group hasinitscontrol.Underthisscenario,the Groupwillstillbeprofitableandwould continuetohavesufficientcashbalances such that the RCF would remain undrawn. Takingtheabove,andtheprincipalrisks facedbytheGroupintoconsideration, theDirectorsaresatisfiedthattheGroup has adequate resources to continue in operationfortheforeseeablefuture,a period of at least 12 months from the date of this report. Accordingly,theGroupandParent Company continue to adopt the going concern basis in preparing these Financial Statements. Viability statement In accordance with the 2018 UK Corporate GovernanceCode,theDirectorshave assessed the prospects of the Group over aperiodsignificantlylongerthan12 months and have made this assessment over a five-yearperiodto30 September 2030. The Directorshavedeterminedthatafive- year period is an appropriate period over whichtoassessviability,asitalignswith the Group’s investment plans and gives a greater certainty over the forecasting assumptions used. Assessment process The Directors subsequently made a robust consideration of the key risks and uncertainties that could impact the future performance of the Group and the achievementofitsstrategicobjectives,as discussed on page 16 of this Annual Report. Particular regard was paid to the potential impactsofariseininflation,holdingof interestrates,slowingwageinflationand increased unemployment in FY2026 and FY2027. When considering climate scenario analysis,andmodellingseverebutplausible downsidescenarios,wehaveusedthe IPCC’s SSP5-8.5 as the most severe case for physical climate risk. Whilst this represents situations where climate could potentially haveamaterialeffectontheoperations, these do not include our future mitigating actions which we would adopt as part of our strategy. The viability scenario also takes into account the principal risks and uncertainties facingtheGroupacrossthefive-yearperiod in order to assess its ability to withstand multiple challenges. The impacts of a rise ininflationandslowingGDP growth have beenbuiltintothescenario,buttheimpact offurtherone-offeventsthatcannotbe reasonably anticipated has not been included. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 54 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Going concern and viability statement continued Key assumptions Thebasecaseforecast,whichisprepared onaprudentbasis,assumeslowsingle- digit LFL revenue increases for FY2026 and FY2027 compared with FY2025. The process undertakenconsiderstheGroup’sadjusted EBITDA,capitalspend,cashflowsand otherkeyfinancialmetricsoverthe projectionperiod. Thebasecaseassumesnosignificant change in gross margin percentage and that dividend payments will continue into FY2026,inlinewiththeGroup’sdividend policy. It is then forecasted that revenue will return to base case forecasts for FY2028 onwards.TheimpactofinflationinFY2026 and FY2027 is a three percentage point increase in operating costs above our base assumptions,excludingrent,withhigher labour costs per hour offset partially by a reduction in the number of hours worked due to lower revenues. Whilsttheseassumptionsofasignificant increaseininflationaboveourbase assumption and slowing economic growth inthisscenarioisplausible,itdoesnot representourviewofthelikelyout-turnin the FY2026 and FY2027 base case scenario. However,theresultsofthisscenariohelp to inform the Directors’ assessment of the viability of the Group. Non-financial and sustainability information statement The Group has complied with the requirements of sections 414CA and 414CB of the Companies Act 2006byincludingcertainnon-financialinformationwithintheStrategicreport. Thefollowingtableconstitutesournon-financialinformationandsustainabilitystatement,andincludescrossreferencestowheremoredetaileddisclosuresofnon-financialinformation can be found. Reporting requirement Principal locations in this Annual Report Pages Summary of relevant policies Business model Business model 14 – 15 An explanation of the Group’s business model is given on pages 14 – 15 Principal risks Principal risks and uncertainties 42 – 49 The Board has a process for considering the principal risks as outlined on page 42 Non-financial KPIs Strategic report 1 – 64 TheBoardapprovesrelevantnon-financialKPIs against which operational performance is measured. These are disclosed in the Strategic report Environmental and climate-related financial disclosures Sustainability overview TCFD disclosure statement 27 – 34 56 – 64 Our environmental strategy and climate transition plan is set out on pages 33 – 41 Employees ChiefExecutiveOfficer’sstatement S172 statement/stakeholder engagement Sustainability overview Principal risks and uncertainties 7 – 9 50 – 53 27 – 34 42 – 49 Ouremployeerelatedpoliciesandprocedureswhichincludeourprivacynoticeandallwork-related policies,areavailabletoallemployeesonourintranet Our social sustainability strategy is set out on pages 29 – 30 Our employee principal risks and uncertainties are set out on page 46 Human rights, anti-corruption and anti-bribery Sustainability overview 27 – 34 OurAnti-BriberyandCorruptionpolicyandModernSlaverypolicysetoutrelevantpoliciesandexpected standards.TheGrouphasazero-toleranceapproachtohumanrightsabuses,briberyandcorruption S172 statement/stakeholder engagement 50 – 53 We also have a Whistleblowing policy Social matters Sustainability overview S172 statement/stakeholder engagement 27 – 34 50 – 53 Our social sustainability strategy is set out on pages 29 – 30 Assessment of viability Althoughtheviabilityscenarioreflects the Board’s best estimate of the future prospectsoftheGroup,theBoardhasalso tested the potential impact of a severe but plausibledownsidescenario,byquantifying thefinancialimpactandoverlayingthison thedetailedfinancialforecastsinplace. This severe but plausible downside scenario includes a reduction in revenue of six percentage points on the base case for FY2026 and FY2027 and an increase in operatingcoststoreflecthigherinflation. Viability statement The Board has a reasonable expectation that the Group will be able to continue in operation and meet its liabilities as they fall due,retainsufficientavailablecashandnot breach any covenants under any drawn facilities over the remaining term of the current facilities. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 55 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Task Force on Climate-related Financial Disclosures statement Thisclimate-relatedfinancialdisclosure report has been prepared to meet the requirements outlined by the Task Force onClimate-relatedFinancialDisclosures (TCFD) and the mandatory reporting requirements set out in the Companies ActrelatedtoClimate-relatedFinancial Disclosures (CFD). In accordance with the UK Listing Rule 9.8.6R(8),andtheCompanies(Strategic report)(Climate-relatedFinancial Disclosure) Regulations 2022,wepresent our 2025 TCFD compliance statement and confirmthatwehavemadeclimate-related financialdisclosuresfortheyearended 30 September 2025 which are: a) consistent with the following TCFD recommendations and recommended disclosures: • governance – (a) and (b); • strategy – (a) and (c); • risk management (a),(b) and (c); • metrics and targets (a),(b),(c); and b) partially consistent with the following TCFD recommendations and recommended disclosures: • strategy – (b). A summary of our TCFD compliance statement is set out in the following table. Further details regarding how we have aligned to the TCFD recommendations are set out in the subsequent pages and in relevant sections of this Annual Report. TCFD summary disclosure TCFD pillar Recommended disclosure Relevant section within this report Governance Board oversight a)DescribetheBoard’soversightofclimate-relatedrisksandopportunities page 57 Management’srole b)Describemanagement’sroleinassessingandmanagingclimate-related risks and opportunities page 58 Risk management Riskidentificationandassessment process a) Describe the organisation’s processes for identifying and assessing climate-relatedrisks page 58 Risk management process b)Describetheorganisation’sprocessesformanagingclimate-relatedrisks page 58 Integration into overall risk management c)Describehowprocessesforidentifying,assessing,andmanagingclimate- related risks are integrated into the organisation’s overall risk management page 58 Strategy Climate-relatedrisksandopportunities a)Describetheclimate-relatedrisksandopportunitiestheorganisationhas identifiedovertheshort,medium,andlongterm pages 59 – 62 ImpactontheCompany’sbusinesses, strategy,andfinancialplanning b)Describetheimpactofclimate-relatedrisksandopportunitiesonthe organisation’sbusinesses,strategy,andfinancialplanning page 58 c)Describemanagement’sroleinassessingandmanagingclimate-related risks and opportunities page 58 Metrics and targets Climate-relatedmetricsinlinewith strategy and risk management process a)Disclosethemetricsusedbytheorganisationtoassessclimate-relatedrisks and opportunities in line with its strategy and risk management process pages 63 – 64 Scope 1 and 2,(and3) GHG metrics and the related risks b) Disclose Scope 1,Scope2and,ifappropriate,Scope3 greenhouse gas (GHG) emissions and the related risks pages 38 – 41 and 60 – 64 Climate-relatedtargetsand performance against targets c)Describethetargetsusedbytheorganisationtomanageclimate-related risks and opportunities and performance against targets pages 63 – 64 Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 56 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Task Force on Climate-related Financial Disclosures statement continued TCFD progress FY2022-FY2024 • First TCFDdisclosureandfirstassociated scenario analysis on material risk and opportunity areas developed with external partner • First CDP submission • Formation of Corporate Responsibility Committee (CRC) • Board member workshop and climate training sessions • Climate related targets included in Executive incentive plans • TheGroupjoinedtheZeroCarbonForum (UK hospitality orientated alliance) • We undertook a qualitative scenario analysis on selected Canadian climate risks and opportunities • Detailed analysis of our Canadian business including Scope 3emissions, • Launched a UK supplier engagement programme to better understand our majorsupplierscommitmentstonet zeroandtogainaccesstoprimary Scope 3 data FY2025 • CDP submission • Updated scenario analysis for UK operations • Conductedfirstquantitativescenario analysis for Canadian operations • Board review and approval of updated climate targets for FY2026 • Operational behavioural change programme for our Canadian team members • Continued with a supplier engagement programme to better understand our majorsupplierscommitmentstonet zeroandtogainaccesstoprimary Scope 3 data • ContinuedtorolloutenergyefficientPins on Strings technology Coming in FY2026 • The Group will continue evolving the transition plan and develop modelling to assess the cost of transitioning to Net Zero. We consider ourselves to currently be partially compliant with TCFD requirement “strategy – (b)",solelyinrelationto thetransitionplanexpectations,and specificallythecostoftransitioningtoNet Zero,andtheassumptionsthatunderpin our Transition Plan. • Board review of the cost of transitioning to Net Zero in line with outputs of planned modelling and agreement of any strategic changes required. • Givenbusinessexpansion,supplier data improvements and expected SBTi (Science Based Target initiatives) frameworkchanges,theGrouphas deferred submitting SBTi targets following setting a new baseline year of FY2025 and will prepare for its submission accordingly in FY2026. • Continuous improvement of data quality though Increased use of supplier primary data to improve understanding of Scope 3 emissions. • Increased reporting on plastics strategy. • Consideration of Group business impacts on nature and biodiversity and evaluation of use of TNFD framework. Governance Board oversight The Board has overall responsibility for climate-relatedmattersandgivesfulland close consideration of ESGfactors,including climate-relatedfactors,whenassessingthe impact of decisions it makes. Our governance structures support the PLCBoard,committeesandsenior management to ensure that climate changeisintegratedintoourstrategy, business process and decision making. For more information on climate governance,seetheRiskManagement section on page 42. The Corporate Responsibility Committee (CRC),chairedbyNon-ExecutiveDirector IvanSchofield(seepage89) is responsible for updating the Board on climate issues on abi-annualbasis. Aspartofthebi-annual‘climatechange risk’agendaitemattheBoardmeeting, the Board discussed climate change topics,includingprogressagainstrelevant pre-existinggoals(e.g. renewable energy sources) and future planned activities and targets. It also considered whether strategic decisions needed to be made resulting from climate scenario analysis performed onthemostsignificantclimaterisksto thebusiness,namelychangingcustomer behaviour,businessinterruptionand damagetoassets,carbontaxes,costof transitioning operations to Net Zero and energy sources. Itwasagreed,basedonthefindingsof thescenarioanalysis,thattheGrouphad limitedshort-termriskexposureatthis time but agreed to keep this under periodic review,withthenextreviewplannedinafter the updated scenario analysis is published. The cost of transitioning to Net Zero was discussed and it was agreed that this would stay under closer review in line with greater future visibility provided by the ongoing Scope 3 emissions analysis and theongoingrefinementofourGroup climate transition plan. Two CRCmeetingswereheldintheyear, thefirstinAprilwhereupdatesweregiven on performance against H1 FY2025 metrics and targets and progress with the ongoing analysis of Scope 3 emissions in the UK and Canada. The second CRC meeting was held in September,wheretheCommitteereviewed full year performance against FY2025 targets and set targets for FY2026. With the expansion of our Canadian business,theCommitteediscussedthe higherenergyusageandlowerefficiency versus the UK operations. The Chair of the CRC provided updates tothemainBoardonthediscussions, decisions and actions arising from these meetings.Minutesofthemeetingswere also made available to all Board members through our electronic Board portal. Aclimate-relatedtargetisincludedin ExecutiveLongTermIncentivePlans,relating to the achievement of UK emission intensity ratio targets for Scope 1 and 2. For more detail see pages 96,97 and 106. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 57 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Task Force on Climate-related Financial Disclosures statement continued Priorities for FY2026 • Board discussion and review of new quantitativescenarioanalysis,whichwill include Canadian operations to assess if the results will impact Group strategy moving forward. • Review of requirements to align the FY2026 disclosure with IFRS S2. • Increased collaboration with suppliers to improveandrefineScope3 data. • Preparation for submission of SBTi targets • Board review of performance against FY2026 emission targets. • Board review of cost of transitioning to netzeroinlinewithoutputsofplanned modelling and agree any strategic changes required. • Developing Group climate action transition plan and associated targets. Climate risk – Group governance, organisation and reporting Board of Directors Corporate Responsibility Committee Corporate Responsibility Steering Group Operational departments – Group/UK/Canada Audit Committee (Risk) Management’s role Responsibility for climate change issues at a management level sits with our Chief SustainabilityandCommunicationsOfficer, MathewHart,whochairstheCorporate Responsibility Steering Group (CRSG). MembersoftheCRSG also include the UK ManagingDirector,CanadaManaging Director,ChiefPeopleOfficer,GroupEnergy &SafetyManagerandrelevantheadsof department. The CRSGisresponsiblefortheidentification, managementandreportingofclimate- related risks and opportunities. The CRSG meets on a quarterly basis to discuss environmental and social strategies andperformanceagainsttargets,including climatechange,andupdatestheCRC on a bi-annualbasis. Key highlights Supplier engagement programme: we have been able to access enhanced primary data from some of our key suppliers to support a more accurate picture of our scope 3 emissions data. Canadian expansion: we gathered more climate-relateddatawhichisincreasingly forming a greater part of the CRSG priorities and discussion. Climate-relatedoperationalandcapital investment targets: we made progress across our targets including successfully deliveringincreasinglyenergy-efficient builds of our new centres. Climate risk and changing customer behaviour: reviewed customer demand in light of extended periods of dry and warm weather in the UK for a second year running. The Group deployed demand stimulation and cost reduction strategies to mitigate this weather impact. Site risk analysis and categorisation: external assessment of our centres based on weather and location based risks has beencategorisedaslow,withinsurance premiums reduced relative to the increased scale of the estate. Priorities for FY2026 • Continued engagement with Zero Carbon Forum to assess performance relative to UK hospitality peers and contribute to industry information sharing and sector initiatives. • Increasingly detailed analysis of our Canadian business including Scope 3 emissions. • Continued operational energy saving behavioural change programme for our Canadian team members. • Trial of HVAC remote monitoring and control in Canada. • On-sitebatterytrialinUK. • ContinuetorolloutenergyefficientPins on Strings technology with a target to complete the Canadian estate in FY2026. • Ongoing analysis of Scope 3 emissions data as more primary data becomes available from our suppliers. • Preparation for submission of SBTi targets. • CDP submission. Risk management The Board is ultimately responsible for ensuring that a robust risk management processisinplaceandadheredto, includingforclimaterisk.Thesignificance ofclimateriskisalignedwithotherrisks, givenclimateriskisidentifiedandassessed in line with the existing risk processes and is included in our principal risks register. Moreinformationonourriskmanagement process is to available in the Risk management section on pages 42 – 49. Identifying, assessing and managing climate-related risks and opportunities In FY2022 we conducted a detailed climate riskassessment,acrossourUK business. Climate scenario analysis was performed on selected potentially material climate risks and opportunities to assess the potential quantitativefinancialimpactontheUK business.Externalexperts,PwCUK,were engaged to support and assist us with this process;however,weretainedownership overtheassessment,processandoutput. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 58 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Task Force on Climate-related Financial Disclosures statement continued Our Canadian business has scaled rapidly in the last two years and is now considered materialinsize.InFY2024 we conducted a climate risk assessment exercise across the Canadian business. Aspartofthisexercise, qualitative scenario analysis was performed on selected potentially material climate risks and opportunities. Following an update from the CRC at the BoardmeetinginMay2025,theBoard determined that as there had been no material changes to the UK business since the FY2022 scenario analysis was undertaken the UKclimateriskprofile identifiedthenwasstillrelevantto the Group. The climate risk assessment had been complementedbysubsequenthorizon scanningtoidentifyexternaltrends,such aslegalandregulatorydevelopments,and emerging science/expert opinion. The Group has subsequently updated its quantitative climate scenario analysis for physical risk in November 2025 (in line with athree-yearlyrollingbasis,withthenext assessment planned for November 2028). This analysis included a refresh of the original analysis performed for the UK and was extended to include Canada. Priorities for FY2026 Reviewtheidentifiedclimaterisksandthe updated scenario analysis to assess any impact on Group strategy. This will be done in line with our wider risk management and monitoring processes. Develop an ongoing processes for monitoringspecificrisksrelatingtothe Canadian business. Strategy Climate-relatedrisksandopportunities have the potential to impact our business. The following climate risks and opportunities havebeenidentifiedtobethosethathave the potential to be material for the UK and/ ortheCanadianbusinessovertheshort, mediumandlongtermhorizonsdefinedas: Short term (0–5 years): AlignstotheGroup’sfinancialplanningand modellinghorizon. Medium term (5–15 years): Represents the interim period between the Group’sfinancialplanninghorizonandthe longest centre leases. Long Term (15+ years): Aligns with the longest time frame for the Group’s leasing agreements for properties. Climate-related risks and opportunities The climate risks and opportunities identifiedinFY2022 remain relevant to the business and continue to form the framework for FY2025 reporting. We updated the scenario analysis on the physical risks in November 2025 and management have considered these results when assessing the overallclimateriskprofilefortheGroup. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 59 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Task Force on Climate-related Financial Disclosures statement continued Risk/opportunity TCFD category Geography Potential impact/outcomes for the Group Adaptation and mitigation or promotion strategies Financial metrics and targets Time horizon Risk Change in customer behaviours and preferences away from indoor leisure in reaction to increasing periods of warm and dry weather Physical Chronic UK and Canada Outcome Typically“busy”seasonsbecomeshorterwith shoulder periods becoming less busy Increased number of high temperature days lasting for an extended period of time Greater variability in rainfall leading to more dry days Impact Reduced revenues during winter period to make up for slower summer months Reduced footfall as customers prioritise outdoor leisure activities in fair weather conditions Thefixedenergycostsassociatedwithkeeping centres open remain irrespective of lower footfall Financial impact Revenue loss/Increased costs Scenario analysis was conducted in November 2025 for the UK and Canada to assess the extent to which changing customer behaviours resulting from changing weather patterns caused by climate,willimpactrevenue. It was found that the impacts of this climate risk were relatively low across all scenarios in the short to medium term. In FY2025,UKcustomerbehaviourwasinfluencedbyaprolonged unseasonable period of dry weather in the spring and summer periods,buttheGroupholdsthecurrentviewthatonarolling basisthefinancialimpactsofunseasonabledryorhotweather presentalowriskintheshorttomediumtermasidentifiedin the scenario analysis. Under a 4°Cscenariointhelong-term,our analysis indicated that the impact of this risk could be higher andleadtomoderatefinancialimpacts,withoutconsidering mitigating factors. We will continue to monitor this risk going forwardandconsideritinfuturefinancialplanning. TheGroupundertakestargetedmarketing,utilisesdynamic pricing and offers tactical discounts in order to attract more customers and increase spend per visit during warmer and drier periods where customers focus can shift to outdoor activities. In addition it can reduce volume related costs like team member hours to mitigate the impact of reduced revenues. Metric–internallymonitored revenuereductioninhigh- temperature periods Short/ Medium Risk Business interruption and damage to assets due to increased frequency and severity of extreme weather events (e.g.flooding/wind/ fire) Physical Acute UK and Canada Outcome Whilethetypeandseverityofhazardswillvary bylocationandseason,andchangeovertime, it is expected that the frequency and severity of eventssuchasfloodeventswillincrease Impact These extreme events may impact the Group in three ways: 1) physical damage to operating sites which require repair; 2) disruption to business operations due to temporary closure; and 3) inability of customers to get to the sites. Theseeventsmayalsohavefurtherfinancial impacts,forexample,viaincreasedinsurance premiums Financial impact Revenue loss/Increased costs Scenario analysis was conducted in November 2025 to assess the extent to which our UK and Canadian sites are at risk of business interruption and damage resulting from extreme events such as floodingorwildfires. TheGroupholdsthecurrentviewthattheimpactsofflooding/ fire/highwindspresentalowriskintheshorttomediumterm asidentifiedinthescenarioanalysis.Overall,itwasfoundthata lownumberofsiteswereassessedtobeatsomeriskofflooding under a 4°C scenario. These sites will continue to be monitored and further assessments will be conducted if required to explore mitigation options. Our wide location base limits the scale of exposure caused by localised events. In FY2025 no centres suffered business interruption or damage duetofloodorwildfireeventsandnonewUK or Canadian centres wereopenedinareasofhighfloodrisk. Metric–proportionof revenue located in areas subjecttoflooding NofloodimpactsinFY2025 and no new centres opened inhighfloodriskareas Short/ Medium Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 60 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Task Force on Climate-related Financial Disclosures statement continued Risk/opportunity TCFD category Geography Potential impact/outcomes for the Group Adaptation and mitigation or promotion strategies Financial metrics and targets Time horizon Risk Carbon taxes increasing costs due to pricing of GHG emissions being applied to own operations and embodied carbon in supply chain and transportation/ distribution Policy and legal UK Outcome The scope and level of carbon pricing to date have had little impact on the Group but this could lead to increased costs in the future Impact 1) increasing energy and other operating costs; 2) leading the Group to retire assets or investment to reduce emissions; and 3) increasing supply chain costs as carbon prices are passed on by suppliers. Financial impact Revenue loss/Increased costs Overall,itwasfoundthattherewaslimitedexposuretocarbon pricing as the Group continues to address our operational emissionsthroughourinvestmentsinenergyefficientequipment, the installation of solar panels where possible at our sites and renewable energy contracts. It is expected that this risk will be adapted (or amalgamated with theriskbelow)inthefuturetoreflectthepotentialimpactofrising energycommoditycostsinlinewiththede-carbonisationof nationalandregionalenergygrids,asthisismorelikelytoimpact the Group than potential carbon taxes. Metric–%ofdirectly purchased electricity from renewable sources Group target – 100% by end of FY2025 Achieved 100% in UK and Canada in FY2025 Short Risk Cost of transitioning operations to Net Zero in order to be compatible with the UK and Canada’s Net Zero carbon targets Technology UK and Canada Outcome The UK and Canada’s commitments to reach net Zero emissions by 2050 has several implications for the Group Namely,asregulationsandstandardsare adoptedtosupportthisambition,theremaybe direct and indirect impacts on our operations Regulatory or reputational pressures may increase to reduce Scope 1,2 and 3 emissions Impact Installation of new technologies may cause disruption or even temporary closure to facilities Increased commodity costs associated with national grid upgrades to renewable sources Increased operational costs associated with upgrading buildings and assets to incorporate moreenergyefficienttechnology Engagement with supply chain to encourage emissionsreduction,orfindsupplierswithlower emission impacts Financial impact Revenue loss/Increased costs Thehighestimpactsareexpectedtobeinthemediumterm, where there could be pressure to decarbonise the Group’s Canadian centres. This could include additional costs for purchasingandinstallinglowcarbontechnology,movingfrom gasusage,aswellasotherinvestmentsintraining,andthe collection and monitoring of additional emission data. Our purchased goods and services (Scope 3 category 1) accounts for 53% of our UK Scope 3 emissions and for 48% of our Canadian Scope 3emissions,anditisimportantthatwealignoursupply chainwiththerequiredtransitiontoalowcarboneconomy,as demonstrated with our target of suppliers committed to Net Zero. Our Scope 3 analysis is enabling us to evolve a pathway to Net Zero transition plan with the ultimate ambition to achieve Net Zero in 2050. Further details of the targets and initiatives to help us achieve this are outlined on pages 63 to 64. We will continue to gather Scope 3 data in both the UK and Canada as more detailed primary data becomes available from oursuppliersandupdateourtargetsandfinancialmodelling accordingly,includingtherequirementforresidualoffsettingin meetingourlong-termambitions. Metric–Scope1 and 2 emissions intensity ratio UK Target – 56.0 by end of FY2025 Achieved 53.0 in FY2025 Metric–%ofsupplierspend to suppliers committed to Net Zero Target – 50% of UK supplier spend to suppliers committed to Net Zero in FY2025 Achieved 53% in FY2025 Target – 30% of Canada supplier spend to suppliers committed to Net Zero in FY2026 Achieved 25% in FY2025 Short/ Medium Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 61 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Task Force on Climate-related Financial Disclosures statement continued Risk/opportunity TCFD category Geography Potential impact/outcomes for the Group Adaptation and mitigation or promotion strategies Financial metrics and targets Time horizon Opportunity Energy sources: increased investment in and use of lower emission sources of energy Energy source UK and Canada Outcome As the UKandCanadashifttoalow-carbon economyandtransitionsawayfromfossilfuels,it is expected that prices for these energy sources will increase with the introduction of carbon taxes and increased commodity costs Impact Reduced exposure to volatility in fossil fuel and energyprices,andfuturecarbontaxes Financial impact Reduced costs Scenario analysis was conducted in to assess the extent to which our UK and Canadian operations have an opportunity to reduce costs through the use of lower emission sources of energy. The Group has already installed operational solar panels in 34 of our UK centres and contracted renewable energy for our UK operations which helps to mitigate exposure to energy price volatility. IftheGroupimplementssolarpanelsatitsCanadiancentres, on-sitegenerationofrenewableenergy(aswellaspurchased renewable electricity) will reduce its exposure to energy price volatility from fossil fuels in the medium to long term. Metric–%oftotalUK electricity generated from on-siterenewables Achieved 16% in FY2025 Metric–%ofGroupdirectly purchased electricity from renewable sources Target – 100% in FY2025 Achieved 100% in FY2025 Short – UK Resilience to climate change Theclimate-relatedrisksandopportunitiesanalysisindicatesthatourbusinessisnotathigh riskofsignificantfinancialimpactsarisingfromclimate-relatedrisksintheshorttomedium term.Anyclimate-relatedriskswithamedium-riskfinancialimpactareeitherprojectedto occurinthelong-termorarebeingaddressedthroughourmitigatingactions.Asaresult, wedonotanticipatetheneedformajorchangestoourstrategyinordertorespondtothese risks.Inthemediumandlong-term,wewillneedtoconsidertransitionrisks.Thetransitionto alow-carboneconomycouldhavefinancialimplicationsfortheGroup. However,theseriskscanbemitigatedifweachieveourcarbonreductiontargetsacross all scopes. Climate-related scenario analysis Climate-relatedscenarioanalysishashelpedusevaluatethepotentialimpacts ofclimate-relatedrisksandopportunities.InFY2022 quantitative scenario analysis was undertaken for the risks and opportunities highlighted in this disclosure for the UK. In FY2024 qualitative analysis for risks and opportunities was undertaken for the UK and Canada. In November 2025,weupdatedquantitativeanalysisforourphysicalrisks(inthetableshown on the right) to understand their effects on our current UK and Canadian business model. The insights gained from all of this analysis informs our strategy and planning. The Publicly availableclimatescenarios,sourcedfromtheNetworkforGreeningtheFinancialSystem (NGFS) and the Intergovernmental Panel on Climate Change (IPCC),wereforselected elementsofouranalysisasoutlinedintheadjoiningtable. Assumptions made in the analysis: Current mitigating actions were not included in any of the scenarios. Each scenario wasmodelledindependently,withnoassumedcorrelationbetweendifferentrisksand opportunities. Investment costs required to realise opportunities were not considered. While many scenario modelsandtechniquesareadvanced,weacknowledgethatthisfieldiscontinuallyevolving. Weanticipatethatmodelsandpathwayswillimproveovertime.However,modelshave limitations,andcertainareasremainchallengingtomodelaccurately. Climate risk/opportunity Scenarios Data sources Transition risk/opportunity Energy sources NGFS scenarios: Scenario 1: Early action Scenario 2: Late action Scenario 3: No additional action IEA 1 – Carbon intensities NGFS 2 – Carbon prices Physical risk Business interruption and damage to assets Changing customer behaviours IPCC pathways: Scenario 1: SSP1 – 2.6 (<2°C) Scenario 2: SSP2 – 4.5 (2–3°C) Scenario 3: SSP5 – 8.5 (>4°C) We obtained localised climate data to a 90m 2 resolution based on the latest IPCC CMIP6globalclimatemodels,providing projectionsforeachofourscenariosand timehorizonsforfloodexposure NASA Power 3 –temperature,windspeedand precipitation (historical data) Climate Analytics 4 –temperature,wind speed and precipitation (scenario data) 1 InternationalEnergyAgency(2022),GlobalEnergyandClimateModel,IEA,Parishttps://www.iea.org/reports/ global-energy-and-climate-model,Licence:CCBY4.0. 2 NetworkforGreeningtheFinancialSystem(NGFS)(2021),NGFSScenarioDataDownscaledNationalDataV2.0, https://www.ngfs.net/ngfs-scenarios-portal. 3 NASAPower(2025),https://power.larc.nasa.gov. 4 ClimateAnalytics(2022),ClimateImpactExplorer,https://climate-impact-explorer.climateanalytics.org. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 62 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Task Force on Climate-related Financial Disclosures statement continued The scenarios were selected due to their prominence within climate change discourse. This enables the selected risks and opportunities to be assessed in line with scenarios that represent the collective market’s understanding of the range of possible outcomes and the effects of climate change and society’s response. Metrics and targets TheGrouphasarangeofclimate-relatedmetricsandtargetsinthetablebelow. DuetotheestategrowthplansoftheGroup,wesetourGHG emissions targets on an intensity ratio basis allowing a meaningful comparison of performance on a centre level basis. Climate-related metrics TCFD cross-industry metric category Unit of measure Metric Geography Metric target set and reported? Linked to identified climate risks and opportunities GHG emissions Total tCO 2 e/ centre Scope 1+2 emissions average carbon energy intensity ratio by centre UK Target: 56.0 in FY2025 53.0 achieved in FY2025 Carbon taxes and cost of transitioning operations to Net Zero Canada Target: 170.0 by end of FY2026 181.3 achieved in FY2025 GHG emissions tCO 2 e Scope 3 emissions average carbon energy intensity ratio by centre UK Target: 21% reduction from FY2025 baseline by 2030, 90% reduction by 2045 Carbon taxes and cost of transitioning operations to Net Zero Canada Target: 21% reduction from FY2025 baseline by 2030, 90% reduction by 2045 GHG emissions % of spend with suppliers of goods and services % of supplier spend with suppliers committed to Net Zero UK Target: 50% of FY2026 supplier spend with suppliers committed to Net Zero 53% achieved in FY2025 Carbon taxes and cost of transitioning operations to Net Zero Canada Target: 30% of FY2026 supplier spend with suppliers committed to Net Zero 25% achieved in FY2025 Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 63 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Task Force on Climate-related Financial Disclosures statement continued TCFD cross-industry metric category TCFD cross-industry metric category Unit of measure Metric Geography Metric target set and reported? Linked to identified climate risks and opportunities Transition risks % % of total directly purchased electricity from renewable sources UK Target: 100% in FY2026 100% achieved in FY2025 Energy sources Canada Target: 100% in FY2026 100% achieved in FY2025 Transition risks % % of total electricity generated from onsite renewable sources UK No target – monitoring monthly 16% achieved in FY2025 Energy sources Canada No – no solar arrays are currently installed in Canada. Under review for FY2027 and beyond Transition risks % % of total gas directly purchased in the UK from renewable sources UK Target: 100% in FY2026 100% achieved in FY2025 Energy sources Canada No – Under review for FY2026 and beyond. Transition risks kWh Gas usage UK Target:zerobyendofFY2030 Energy sources Canada No – target year under review Energy sources Transition risks % %ofestateusingenergyefficientPins on Strings technology UK Target: 100% in FY2028 97% achieved in FY2025 Costoftransitioningoperationstonetzero Canada Target: 100% in FY2027 60% achieved in FY2025 Physical risks % of annual revenue % of UK revenue located in an area subjecttohighriskofflooding UK No target – periodic monitoring to feed into risk assessment process Business interruption and damage to assets Canada No target – periodic monitoring to feed into risk assessment process The Strategic Report was approved by the Board on 15 December 2025 and signed on its behalf by: Stephen Burns Laurence Keen Chief Executive Officer Chief Financial Officer Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 64 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Chair’s introduction to governance Continued strategic delivery Dear shareholders, OnbehalfoftheBoard,I am pleased to present our Corporate governance report for the year ended 30 September 2025, myfirstsincesucceedingPeterBoddyas Chair of the Board. This section of the Annual Report describes how we have applied the principles of the Code and highlights the key activities of the Board and its Committees in the period. We are clear that good governance is essential to the successful delivery of our strategy and sustainable successoverthelongterm,andtheBoard remains committed to meeting the highest standards of governance for all stakeholders. FY2025 has been a year of strong performanceforthebusiness,with continued delivery against our key strategicpillars(whicharethesubject of regular monitoring and discussion by the Board). We have continued to make good progress on the expansion of our Canadianbusiness,andareseeingthe benefitsofastrengthenedcoreteamand the integration of systems with the UK business. Our programme of investment into,anddevelopmentof,ourUKestate,has deliveredfiverefurbishmentsandfivenew centreopeningsintheyear,andourfocus on our team and creating an outstanding workplace has supported our the business being ranked 26 in the Sunday Times Best places to work (very large organisations) and achieving a 3high-qualitywork experience by WorkL. Board Changes Our Board has continued to evolve in line with our agreed succession plans. Ijoined the Board in December 2025asaNon- ExecutiveDirectorandChairDesignate,and succeeded Peter Boddy when he stepped down at our 2025 AGM. I would like to take this opportunity to thank Peter for his years ofservicetotheHollywoodBowlBoard, havingjoinedasChairin2014 and led the Board over a period of strong performance andgrowthforthebusiness,includingthe IPO and expansion into Canada. In June we were delighted to announce the appointmentofAsheekaHydeasaNon- Executive Director. Through our skills and experience matrix and succession planning wehadidentifiedtheneedtoenhancethe Board’s expertise in data analytics and AI, andAsheeka’ssignificantexperiencein these areas provides valuable insight as we continue to invest in technology to support the growth of the business. As announced on 20 November 2025, AntonySmithwilljointheBoardasCFO on 2 February 2026,replacingLaurence Keen who becomes CEO of our Canadian business. Good governance is essential to the successful delivery of our strategy and sustainable success over the long term.” Darren Shapland Non-Executive Chair Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 65 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Chair’s introduction to governance continued Diversity The Group’s Diversity & Inclusion strategy is a crucial part of ensuring that all of our teammembersfeelvalued,respected,and included,whichinturnfostersapositive and productive work environment. It is important that the Board leads by example withrespecttodiversityandinclusion, and this is a key topic for discussion through our Nomination and Corporate Responsibility Committees. WithrespecttoBoardcomposition,I am pleased to report that we now meet all of the UK Listing Rule comply or explain targets for Board diversity and that 50% of our current Board are women and we have at least one Board member from an ethnic minority background. As set out in the Nomination Committee report on page 78, we have reviewed and approved changes to the Board Diversity Policy since the year endtoensureitreflectsourambitions and intent to promote diversity (and the developmentofdiversepipelines)notjust at Board level but also for senior management positions. Board Evaluation In accordance with our established cycle forperformanceevaluations,weengaged Boardforms Limited to facilitate an external review of the Board and its Committees during the year. The Company Secretary and I worked with Boardforms to design the questionnaires to be completed (on the Boardforms platform) prior to the individual meetings between each Board and Committee member and Boardforms’ appointedevaluator,DavidHuntley. A more detailed description of the evaluation processandfindingsissetoutonpage75, but Iampleasedthattheheadlinefinding was that the Board and its committees continue to operate effectively with positive relationships between the Directors. UK Corporate Governance Code (Code) Our statement of compliance with the principles and provisions of the Code is set out on page 70. Due to the timing of our financialyear-end,the2024 version of the Code(whichappliesforfinancialyears beginning on or after 1 January 2025) did not apply to us during FY2025 and therefore this report sets out our compliance against the 2018 version of the Code. However we have considered the 2024 Code in preparation of this report and I’m pleased to report that we are well placed to report compliance with relevant provisions of the 2024 Code in FY2026. Provision 29 of the 2024 Code will not apply to us until FY2027 but,asdescribedintheAuditCommittee report on page 85,wearemakinggood progress with our preparations to be in a positiontoidentify,monitorandassessthe effectiveness of material controls. Darren Shapland Non-Executive Chair 15 December 2025 Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 66 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Board of Directors Appointment DarrenjoinedtheGroupasanIndependent Non-ExecutiveDirectorin2024 and became Chair in January 2025. Skills and experience Darren has 40 years experience in retail and consumerbusinessesservinginleadership, executiveandNon-Executivepositions. Heheldbothfinancialandgeneral management roles at Burton Group plc including Supply Chain Director for the fashionbrands,FinanceDirectorforTop Shop/TopManandManagingDirectorfor the Home Shopping business. Subsequently hewasChiefFinancialOfficerforSuperdrug, Carpetright plc and then Sainsburys plc. He completed his executive career as Chief Executive of Carpetright plc. MorerecentlyDarrenhasbeenaNon- Executive Director and Chair at a number ofpublic,venturecapitalandprivate equity backed businesses. Darren‘s public Chair roles have included Poundland plc and Topps Tiles plc. He was also Audit Committee Chair at Ladbrokes plc and Fergusonplc.HeiscurrentlyaNon-Executive Director at JD Sports plc where he chairs the ESG Committee. 139 Top bowling score Top bowling score Top bowling score Top bowling score 189 191 144 Appointment LaurencejoinedtheGroupasFinance Director in 2014. Skills and experience Laurencehasafirst-classdegreein business,mathematicsandstatistics from the London School of Economics and PoliticalScience.HequalifiedasaChartered Accountant in 2000 and has been an ICAEW Fellow since 2012. Previously,LaurencewasUK Development Director for Paddy Power from 2012. He hasheldseniorretailandfinancerolesfor Debenhamsplc,PizzaHut(UK) Limited and Tescoplc.HewasalsoaNon-Executive DirectorofTortillaMexicanGrillPLC from its IPOuntilMay2023. Appointment StephenjoinedtheGroupasBusiness Development Director in 2011. He was promotedtoManagingDirectorin2012 andbecameChiefExecutiveOfficerin2014. Skills and experience BeforejoiningtheGroup,Stephenworked withinthehealthandfitnessindustry, holding various roles within Cannons Health and Fitness Limited from 1999. He became Sales and Client Retention Director in 2007 upon the acquisition of Cannons Health andFitnessLimitedbyNuffieldHealth,and became Regional Director in 2009. In 2011,Stephenwasappointedtothe operating board of MWBBusinessExchange, a public company specialising in serviced offices,meetingandconferencerooms,and virtualoffices. Stephen is Chair of the Inn Collection Group. Appointment MelaniejoinedtheGroupasTalentDirector in October 2012. Skills and experience Melaniehasover20 years of HR experience across the leisure and hospitality sectors. Starting her career in retail operations before moving into HR,MelaniehasheldHR rolesatPizzaExpress,HolmesPlaceHealth ClubsandPizzaHutUK,aswellasobtaining a postgraduate diploma in personnel and development. Mostrecently,sheheadedthePeople functionatZizziRestaurants,partofthe Gondola Group. Darren Shapland Non-ExecutiveChair Stephen Burns ChiefExecutiveOfficer Laurence Keen ChiefFinancialOfficer Melanie Dickinson ChiefPeopleOfficer N CR CR CR A N R CR Audit Committee Nomination Committee Remuneration Committee Corporate Responsibility Committee Committee Chair Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 67 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Board of Directors continued Appointment RacheljoinedtheGroupasanIndependent Non-ExecutiveDirectorinSeptember2023. Skills and experience A member of the Institute of Chartered AccountantsinEnglandandWales,Rachel hasheldseniorfinancial,operationaland board level roles throughout her career. She wasChiefFinancialOfficeratbothFuture plc and TIMediaLimited;ManagingDirector for Reach Regionals; both CFO and Chief OperatingOfficerforLocalWorldLimited andNorthcliffeMediaLimited;andHeadof RiskManagementatBootstheChemist. RacheliscurrentlyaNon-Executive DirectorofWatkinJonesplc,ahousing developer and manager of student and build-to-rentaccommodation;Gamma Communicationsplc,aleadingsupplier ofUnifiedCommunicationsasaService (UCaaS) into Western European markets; andWatesGroup,theUK’sleadingfamily- owneddevelopment,buildingandproperty services company. 130 Top bowling score Top bowling score Top bowling score Top bowling score 165 139 128 Appointment JuliajoinedtheGroupasanIndependent Non-ExecutiveDirectorinSeptember2022. Skills and experience Julia has more than 30 years experience encompassingexecutiveandnon- executiverolesinadvertising,mediaandthe technology sectors in the UK and globally. She has held Executive Director roles in a number of businesses including IPC Magazines,GettyImagesandITVplc.Most recently,JuliawasDirectorofConsumer RevenuesatGuardianNews&Mediawhere she developed and delivered subscriptions and customer data strategies. Julia is currently Non Executive Director of Sage Homes and Chair of the Remuneration and Nomination Committees. PreviouslyshehasbeenaNon-Executive Director of Freeview (the UK’s largest free to air digital TVplatform),SafestyleUK Plc andOriginHousing,andwasaTrusteeat Worldwide Cancer Research. She holds an MBA from London Business School. Appointment IvanjoinedtheGroupasanIndependent Non-ExecutiveDirectorinOctober2017. Skills and experience Ivan has extensive experience in the leisure sector in the UK and across Continental Europe. He held a number of senior roles for Yum Brands Inc. over 15years,notably asManagingDirectorofKFC France and Western Europe and more recently as CEO ofitsu.Priortothis,heheldrolesatUnilever and LEK Consulting. Ivan runs his own executive coaching and leadership development business and waspreviouslyNon-ExecutiveDirectorof Thunderbird Fried Chicken Limited. Ivan holds a BSc in economics with econometrics from the University of Bath and an MBA from INSEAD and is a graduate oftheMeylerCampbellBusinessCoaching Programme. Appointment AsheekajoinedtheGroupasan IndependentNon-ExecutiveDirector in June 2025. Skills and experience Asheeka has almost 20 years of experience building,developing,andleadingaward- winningagileData,Analytics,andAI teams. She is currently the Group Technology Director–Data,AnalyticsandAI for SSP Group,agloballeadingoperatoroffood and beverage outlets in travel locations. She was previously Head of Trading AnalyticsatDunelm,andhasexperience working across multiple geographies and in different industries including retail (WalgreensBootsAlliance),automotive (JaguarLandRover)andfinancialservices (Capital One Bank). Rachel Addison SeniorIndependentNon-ExecutiveDirector Ivan Schofield IndependentNon-ExecutiveDirector Julia Porter IndependentNon-ExecutiveDirector Asheeka Hyde IndependentNon-ExecutiveDirector A N R CR CR A N R CR Audit Committee Nomination Committee Remuneration Committee Corporate Responsibility Committee Committee Chair A ACR N NNA R R Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 68 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Governance at a glance Board composition Board focus in FY2025 Board changes in FY2025 This year we have seen the appointment of a new Chair and anewNon-ExecutiveDirector. Darren Shapland replaced Peter Boddy as Chair of Hollywood Bowl Group at the AnnualGeneralMeetinginJanuary2025 Asheeka HydebecameaNon-Executive DirectorandmemberoftheAudit, Nomination and Corporate Responsibility Committees in June 2025 Board engagement centre visits AfixtureoftheannualcalendarofBoard meetings is to hold at least one meeting at a Hollywood Bowl centre. This allows the Board members to review the centre environment and interact with local management and team members • Succession planning • Review of strategic progress and growth opportunities • Oversight and embedding of culture and values • External performance evaluation Gender Diversity Male 4 Female 4 Chair 1 Independent 4 Non-Independent 3 0-3 years 3 3-6 years 1 7+ years 4 Independence Board Tenure Board responsibility TheBoardisresponsibleforpromotingthelong-termsuccessofthebusinessforthe benefitofshareholders,andoverseeingthedevelopmentoftheGroup’sstrategic aimsandobjectives. Board The Board delegates certain matters to its four committees Executive Committee Committees Audit Committee Remuneration Committee Nomination Committee Corporate Responsibility Committee Page 84 Page 90 Page 78 Page 89 See our Nomination Committee report page 78 See our Board activities page 73 See our Board biographies pages 68 – 69 Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 69 Strategic Report Governance Report Financial Statements Hollywood Bowl Group plc — Annual Report and Accounts 2025 69 Strategic Report Governance Report Financial Statements Corporate governance report UK Corporate Governance Code – Compliance statement AsacompanywithapremiumlistingontheLondonStockExchange,HollywoodBowlGroup plc is required under the FCA’s UK Listing Rules to comply with the provisions of the UK Governance Code (the Code) (a copy of which can be found on the website of the Financial ReportingCouncil,www.frc.org.uk).Forthefinancialyearended30 September 2025,and assetoutinthefollowingreport,theCompanyhasappliedtheprinciples,andcomplied withallrelevantprovisions,ofthe2018 version of the Code. Governance framework and responsibilities TheBoardisresponsibleforpromotingthelong-termsuccessofthebusinessforthebenefit ofshareholders,developingandoverseeingthedevelopmentoftheGroup’sstrategicaims andobjectives(includingmonitoringfinancialandoperationalperformanceagainstagreed plansandtargets),andensuringanappropriatesystemofgovernance(includingarobust system of internal controls and a sound risk management framework) is in place. The Group’s business model and strategy (as developed and approved by the Board) are set out on pages 14 to 15anddetailhowtheGroupstrategygeneratesvalueinthelongterm, and our contribution to wider society. The Board is also responsible for establishing our purpose and values and providing leadership in setting the desired culture of the business and ensuring that this is embedded throughouttheGroup.TheBoardcontinuouslymonitorsthecultureoftheGroup,through interactions with team members (during site visits and through attendance at events suchastheCompanyconference),regularreportstotheBoardonteammemberand stakeholderengagement,andspecificupdatesonteamcultureanddevelopmentfrom the UKManagingDirectorandChiefPeopleOfficer.TheBoardremainssatisfiedthatthis approachtomonitoringcultureisappropriateandeffective,thatthekeyelementsofthe desiredculture(dynamic,inclusive,positive,fun,highperformance)areembeddedacross theGroup,andthatthecultureisalignedwithourpurposeofbringingfamiliesandfriends togetherforaffordablefunandsafe,healthycompetition. The Board has formally delegated certain governance responsibilities to its Committees (asoutlinedintheillustrationofourgovernanceframeworkbelow),withthoseresponsibilities set out clearly in the Committees’ terms of reference. The terms of reference and formal ScheduleofMattersReservedtotheBoard(whichareavailabletoviewontheGroup’s website,www.hollywoodbowlgroup.com), as well as Group policies and procedures which addressspecificriskareas,arecoreelementsoftheGroup’sgovernanceframework.These are reviewed annually by the Board and Committees to ensure that they remain appropriate tosupporteffectivegovernanceprocesses.MattersoutsideoftheScheduleofMatters Reserved or the Committees’ terms of reference fall within the responsibility and authority of the CEO,includingallexecutivemanagementmatters. Key responsibilities: • Overall leadership of the Group • Promoting strong corporate governance • Approvingfinancialstatementsand dividend policy • Setstrategy,purpose,valuesandculture • Oversight of systems of internal control and risk management • Approving,andreviewingperformanceagainst, business plans and budgets • Approvingmajorcontractsandmaterial capital expenditure Key responsibilities: • Reviewintegrityofannualandinterimfinancial statements • Reviewaccountingpolicies,financialreporting and regulatory compliance • Reviewinternalfinancialcontrolsandmonitor effectiveness of risk management and internal control systems • Oversee relationship with external auditor Audit Committee report pages 84 to 88 Key responsibilities: • Board appointments • Succession planning • Promotes diversity and inclusion • MonitorsNED independence and time commitments • ReviewssizeandcompositionofBoardand Committees Nomination Committee report pages 78 to 83 Key responsibilities: • Set Remuneration Policy • Determine Executive Director and senior management remuneration • Approve measures and targets for annual andlong-termincentiveschemes • Monitorworkforcepayandconditions Directors’ Remuneration report pages 90 to 103 Key responsibilities: • Develop and recommend Group ESG strategy • MonitorperformanceagainstagreedESG KPIs • Review material risks (including climate related) associated with ESG strategy • Approve ESG disclosures (including TCFD) Corporate Responsibility Committee page 89 Composition:ChiefExecutiveOfficer,ChiefFinancialOfficer, ChiefPeopleOfficer,ChiefMarketing&TechnologyOfficer, ChiefSustainabilityandCommunicationsOfficer,UKManagingDirector. ReportingtotheCEO,theExecutiveCommitteeisresponsibleforthedaytoday operations of the Group and implementing the strategy agreed by the Board. MonitorsperformanceagainstfinancialandoperationalKPIs,andmanagesrisk throughthedevelopmentandimplementationofcontrols,policiesandprocedures. Governance framework Board Executive Committee Audit Committee Nomination Committee Remuneration Committee Corporate Responsibility Committee Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 70 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Corporate governance report continued Individual Board roles and responsibilities There is a clear division of responsibilities between the Chair and Chief Executive Officer.Thekeyresponsibilitiesofmembers of the Board are set out below. Biographies ofeachDirector,whichdescribetheskills and experience he or she brings to the Board,canbefoundonpage82. Non-Executive Chair Darren Shapland Darren is responsible for the leadership and overall effectiveness of the Board and for upholding high standards of corporate governance throughout the Group and particularly at Board level. In line with the culturepromotedthroughoutthebusiness, the Chair encourages open debate and discussionintheinteractionoftheBoard, and facilitates the effective contribution of theNon-ExecutiveDirectors. Chief Executive Officer (CEO) Stephen Burns Stephen is responsible for all executive managementmatters,including: performance against the Group’s strategy andobjectives;leadingtheexecutive leadership team in dealing with the day to day operations of the Group; and ensuring thattheculture,valuesandstandardsset by the Board are embedded throughout the organisation. Senior Independent Director (SID) Rachel Addison The SID provides a valuable sounding board fortheChairandleadstheNon-Executive Directors’ annual appraisal of the Chair. The SID is available to shareholders if they have concerns which are not resolved through the normal channels of the CEOorChair,or where such contact is inappropriate. Rob Demirtges Chief Marketing and Technology Officer RobjoinedtheGroupinJanuary 2025. He has over 25 years’ experienceindigital,marketing and customer roles across the leisure,retailandtechnology sectors,ine-commercegrowth, CRM,loyalty,dataandanalytics, and digital transformation. RobhasheldseniorleadershiproleswithiHelloFresh, MichaelKors,Expedia,OracleResponsys,Skypeand AcxiomDigital,whereheledlarge-scalecustomergrowth, digital innovation and international transformation programmes. 136 Top bowling score Executive Committee Mathew Hart Chief Sustainability and Communications Officer MathewjoinedtheGroupas Commercial Director in January 2015. He has over 30 years ofcommercial,marketing, e-commerceandgeneral management experience acrossthetravel,leisureand healthcare sectors. MathewhasheldexecutivepositionsatHolidayAutos (ManagingDirector),Lastminute.com(GroupMarketing Director),CannonsHealthClubs(GroupMarketingand CommercialDirector),NuffieldHealth(GroupMarketing Director)andEncoreTickets(GroupMarketingDirector). Darryl Lewis UK Managing Director DarryljoinedtheGroupasRegional Director in September 2013. He has over 25 years’ experience in key operational roles across the leisure sector,includingcinemasand theme parks. Darryl worked in general management,filmandcontent planning and senior operational support roles in the cinema industry for 20 years with ShowcaseCinemas,WarnerBros,InternationalTheatres and Vue. 153 Top bowling score 187 Top bowling score Chief Financial Officer (CFO) Laurence Keen Laurence works with the CEO to develop and implementtheGroup’sstrategicobjectives. Heisalsoresponsibleforthefinancial performance of the Group and the Group’s property interests and supports the CEO in all investor relations activities. Chief People Officer (CPO) Melanie Dickinson MelanieworkswiththeCEO and executive leadership to develop and implement theGroup’sstrategicobjectives,witha particular focus on people strategy and teammemberdevelopment.Melanieis responsible for the Group’s HRfunction, includingpayandreward,culture,training and team engagement. Non-Executive Directors Rachel Addison, Asheeka Hyde, Julia Porter and Ivan Schofield Rachel,Asheeka,JuliaandIvanprovide objectiveandconstructivechallenge to management and help to develop proposals on strategy. They also scrutinise andmonitorfinancialandoperational performance,andsupporttheexecutive leadershipteam,drawingontheir background and experience from previous roles. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 71 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Corporate governance report continued Board independence As at 30 September 2025theBoardconsistedofeightDirectors(includingtheChair),fourof whom are considered to be independent as indicated in the table below: Non-Independent Independent Darren Shapland (Chair) Rachel Addison (SID) StephenBurns(ChiefExecutiveOfficer) Asheeka Hyde LaurenceKeen(ChiefFinancialOfficer) Julia Porter MelanieDickinson(ChiefPeopleOfficer) IvanSchofield AmajorityoftheBoard(excludingtheChair)wascomprisedofindependentNon-Executive Directors throughout the year other than a brief period from 1 October 2024 to 1 December 2024 (prior to Darren Shapland’s appointment) when half the Board (excluding the Chair) were independent. Board and Committee attendance The Board met formally on nine occasions during FY2025. The table below shows the attendance (in person or by video conference) of each Director at the formal scheduled meetings of the Board and of the Committees of which they are a member: Director Board Audit Committee Remuneration Committee Nomination Committee Corporate Responsibility Committee Darren Shapland (appointed 1 December 2024) 8/8 N/A N/A 5/5 2/2 Stephen Burns 9/9 N/A N/A N/A 2/2 Laurence Keen 9/9 N/A N/A N/A N/A MelanieDickinson 9/9 N/A N/A N/A 2/2 Rachel Addison 8/9 4/4 4/5 5/5 N/A Asheeka Hyde (appointed 23 June 2025) 3/3 1/1 N/A 2/2 1/1 Julia Porter 9/9 4/4 5/5 5/5 2/2 IvanSchofield 9/9 4/4 5/5 5/5 2/2 Peter Boddy (stepped down 30 January 2025) 2/2 N/A N/A N/A N/A  TablereflectsonlythemeetingstheseDirectorswereeligibletoattendfrom/tothedateoftheirappointmentor stepping down from the Board.  Meetingsonsamedaynotattendedduetofamilyillness. InadditiontotheChiefExecutiveandChiefFinancialOfficer,andinlinewithourestablished practice,theChiefMarketingandTechnologyOfficerandChiefOperatingOfficerwere present at Board meetings during the year. TheNon-ExecutiveDirectorsremaininregularcontactwiththeChair,whetherinface- to-facemeetingsorbytelephone,todiscussmattersrelatingtotheGroupwithoutthe executives present. Information and support Agendas and accompanying papers are distributed to the Board and Committee members well in advance of each Board or Committee meeting via an electronic Board paper system forefficiencyandsecuritypurposes.TheseincludereportsfromExecutiveDirectors,other membersofseniormanagementandexternaladvisers.TheNon-ExecutiveDirectorsarealso in regular contact with the Executive Directors and other senior executives outside of formal Board meetings. All Directors have direct access to senior management should they require additional information on any of the items to be discussed. TheBoardandtheAuditCommitteereceiveregularandspecificreportstoallowthe monitoring of the adequacy and effectiveness of the Group’s systems of internal controls (described in more detail in the Audit Committee report on page 85). Appointment and election EachNon-ExecutiveDirectorisexpectedtodevotesufficienttimetotheGroup’saffairsto fulfilhisorherduties.Theirletterofappointmentanticipatesthattheywillneedtocommita minimumoftwodayspermonthtotheGroup,specifyingthatmoretimemayberequired. ThistimecommitmentwasreviewedandconfirmedasappropriatebytheNomination Committeeduringtheyear,andeachoftheNon-ExecutiveDirectorshasconfirmedthat theycontinuetobeabletodevotesufficienttimetodischargetheirdutieseffectivelyasa Director of the Company. TheBoardissatisfiedthateachoftheDirectorscontinuestocontributeeffectivelyand is committed to their role. The Board is therefore pleased to recommend the election of AsheekaHydeandthere-electionofallotherDirectors,(withtheexceptionofLaurenceKeen who will stand down from the Board at the AGM) at the Company’s AGM on 29 January 2026. AlloftheDirectorshaveaserviceagreementoraletterofappointment,withdetailsoftheir noticeperiodsandunexpiredtermsofofficesetoutonpage108. AformalprocesstoidentifyanewNon-ExecutiveDirectorwasconductedduringtheyear, andresultedintheappointmentofAsheekaHydeasanIndependentNon-ExecutiveDirector with effect from 23 June 2025. A detailed summary of the process is set out in the Nomination Committee report on page 79. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 72 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Corporate governance report continued Activity during the year TheBoardapprovesanannualcalendarofagendaitemstoensurethatallmattersaregivendueconsiderationandarereviewedattheappropriatepointintheregulatoryandfinancial cycle. The activity of the Board during FY2025 is shown in the table below: Board agenda for year to 30 September 2025 Oct Dec Jan Mar Apr May Jun Jul Sep Corporate governance Directors’conflictsofinterest Board,DirectorandCommitteeperformanceevaluation ReviewScheduleofMattersReservedtotheBoard ESG strategy and updates Board diversity policy NED recruitment updates/fees Board evaluation Compliance and risk Reviewing the principal risks and uncertainties affecting the Group Risk register and risk heat map Riskdeep-dives Goingconcernreviewandapprovaloflong-termviabilitystatement ReviewandapprovalofModernSlaveryandHumanTraffickingStatement Review of Gender Pay Gap reporting ReviewofDisclosurePolicy,InsiderList&ShareDealingCode Group insurances Cyber security (whole Board training) Operations, customers and suppliers Reviewing customer experience measures Customer research Pricing People Review results of team engagement survey Team member incentives review Performance Approvaloffull-yearresults,theAnnualReportandAccounts,half-yearresults, theNoticeofAnnualGeneralMeetinganddividends Budget Review of dividend policy/dividend proposals/capital allocation Review of investment returns Strategy Digital Transformation Reviewofmulti-activitycentre(Stoked) Reviewofprogressonstrategicprojects Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 73 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Corporate governance report continued Induction AllnewDirectorsappointedtotheBoardundertakeatailoredinductionprogramme,thepurposeofwhichistohelpnewDirectorsdevelopasoundunderstandingandawarenessofthe Group,focusingonitsculture,operationsandgovernancestructure. A tailored induction programme was provided to Asheeka Hyde during the year and is summarised in the table below: Strategy and culture Operations and Company events Financial reporting and risk management Board process and corporate governance CEOmeeting(coveringstrategy,businessplan and new business) Centre visits with the UK MD and Regional SupportManager CFO meeting (covering Audit Committee process,internalcontrols,internalauditandrisk management) CSCO meeting (covering Investor Relations and Communications programme and ESG) CPOmeeting(coveringorganisation,culture and HR policies) Support centre town hall meeting HeadofFinancemeeting(coveringnon-audit services,businessplanning,management reporting and tax) Company Secretary meeting (covering Board procedures,termsofreference,forward agendas and governance policies) Board strategy day Company conference Centre visit with Head of Internal Audit MeetingswithCommitteeChairs Cultural induction CMTO meeting (covering Group supporting functions,officenetworkstructure,digital strategy,marketing,dataandanalytics) MeetingswithlegalandfinancialPR advisers coveringdirectors’responsibilities,UK Listing Rules and market reporting requirements Wheel roadshow Performance evaluation Internal facilitated – questionnaires Detailed questionnaires completed by all members and regular attendees. Some questions designed to gather feedback on the impact and implementation of recommendations from the FY2022 evaluation FY2023 Internally facilitated – Chair led individual interviews Qualitative feedback sought on Board processandeffectiveness,andviewson progress made against recommendations from prior year evaluations and suggestions for further improvement in FY2025 FY2024 Externally facilitated by Boardforms Limited. Detailed process involving questionnaires distributed and completedonBoardformsplatform, individual interviews with Directors andBoardattendees,andfeedback presentations and detailed report/ recommendations FY2025 Board evaluation cycle FY2023 to FY2025 Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 74 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Corporate governance report continued Inaccordancewithourestablishedthree-yearevaluationcycle(summarisedinthechart above),ourFY2025 Board and Committee evaluation process was externally facilitated. Havingconsideredproposalsfromanumberofpotentialevaluators,weengaged Boardforms Limited to facilitate the evaluation of the Board and its Committees. Boardforms Limited’s process (summarised below) included the completion of questionnaires on its onlineplatform,withquestionsmappedtotheCompany’spreviousinternalevaluationsto supportareviewofprogressandidentificationofanyissues,andfacetofaceinterviews betweeneachDirector(andregularBoardmeetingattendee)andDavidHuntley,anexternal evaluator with extensive experience of such processes and a background of executive and non-executiverolesincludinginUK listed companies. The evaluation process is summarised below: Overall,theBoardandeachofitsCommitteeswerefoundtobeeffectiveandperforming wellwithnomaterialissuesidentified.TheBoardevaluationreporthighlightedthattheBoard wasinastrongpositionfromaneffectivenessandgovernanceperspective,withmultiple strong attributes including: • A successful conscious rebalancing of Board meeting time towards strategically focussed debates • A consistent view of strategic priorities • Board diversity and positive Board dynamics • Strong company culture Areasidentifiedforfutureconsiderationandpotentialimprovement,themajorityof whichtheBoardanditsCommitteeshadalreadybeguntoaddress,included:increased attention on Executive succession planning and the development of the executive/senior managementpipeline;howtheBoardidentifies,quantifiesandreactstoemergingrisksand riskappetite;andassessingtheopportunitiesforthebusinessthroughartificialintelligence and more sophisticated data and digital technologies. These areas have been factored into the Board and Committees’ forward agendas to ensure they remain in focus where appropriate. The evaluation of the Chair’s performance in FY2025 was covered by the external evaluation process (which found Darren to be performing well in his role) and was validated through discussionsbetweentheNon-ExecutiveDirectorsledbyRachelAddison;SeniorIndependent Director (SID). Inlinewiththeapproachestablishedinrecentyears,itisanticipatedthattheFY2026 Board performance evaluation will be externally facilitated. Conflicts of interest and external appointments Thedeclarationofinterestsorpotentialconflictsisastandingagendaitematthestartofall formalBoardandCommitteemeetings.Potentialconflictsdeclaredarediscussedbythe Board,andtotheextentitisdeterminedthataconflictofinterestexiststheBoardmay(in accordancetheArticlesofAssociation)authorisesuchconflictsandimposesuchtermson theconflictedDirectorasmaybeappropriateinthecircumstances(forexampleprohibiting theconflictedDirectorfromreceivinginformationortakingpartindecisionmakinginrelation totheconflict). During FY2025theBoardassessedpotentialconflictsofinterestdeclaredbyDarren Shapland in relation to his previous position on the advisory board of the Diversity in Retail Group(asisterCompanyofWomeninHospitality,Travel&Leisure(WiHTL))describedinthe Nomination Committee report on page 79,andIvanSchofieldinrelationtohisconnection (throughasharedcoachingbrand,butnodirectorindirectcommercialbenefit)with anexecutivecoachwhohadbeenengagedbytheCompany.Inbothcases,theBoard determinedthatthedeclaredinterests/relationshipsdidnotconstituteconflictsofinterest. • DiscussionswithChair,CommitteeChairsandCompanySecretarytodesign and agree questionnaires • Previous internal questionnaire results loaded into Boardforms platform to provide comparative scores where relevant • Evaluation participants briefed on process and interviews arranged Preparation • Questionnaires completed by participants and analysed by Board forms • Directors and regular meeting attendees interviewed by David Huntly (Boardforms) Data collection • ReportscirculatedtoChair,CommitteeChairsandCompanySecretaryforreview • David Huntley presented Board evaluation report/feedback to Board meeting in July 2025 • Findings discussed by Board Feedback Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 75 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Corporate governance report continued InaccordancewiththeBoard-approvedprocedurerelatingtoDirectors’conflictsofinterest, allDirectorshavethereforeconfirmedthattheydidnothaveanyconflictsofinterestwith theGroupduringtheyear.Inaccordancewithourestablishedpolicy,andprovision15 of the Code,BoardapprovalisrequiredbeforeanyDirectortakesonanewexternalappointment. Whistleblowing Policy TheGrouphasadoptedproceduresbywhichemployeesmay,inconfidence,raiseconcerns relatingtopossibleimproprietiesinmattersoffinancialreporting,financialcontrolorany othermatter.TheWhistleblowingPolicyappliestoallemployeesoftheGroup,whoare requiredtoconfirmthattheyhavereadthepolicyandareawareofhowtheprocedure operates as part of an ongoing internal training programme. The Board receives regular updateswithrespecttothewhistleblowingproceduresduringtheyear,withallincidents reported to the Board having been addressed under appropriate Group HR policies and procedures. Stakeholder engagement Engagement with the workforce TheChairandtheNon-ExecutiveDirectorsfrequentlyvisittheGroup’scentres,including attendingneworrefurbishedcentreopenings,accompaniedbyregionalsupportmanagers andcentremanagementteams.Atthosecentrevisits,theNon-ExecutiveDirectorstake theopportunitytoengagedirectlywithteammembersatalllevels,allowingthemto assess the understanding of the Group’s culture across the business. Our team members areencouragedtoengageopenlywithallcolleagues,andasaresulttheNon-Executives areabletoeffectivelygaugetheviewsoftheworkforce.TheNon-ExecutiveDirectorsare also invited to attend our annual Company conference which provides further opportunity toengagewithteammembers,andsupportsadeeperunderstandingofhowstrategic initiatives are cascaded through the business. How we assess and monitor culture Thepromotionofapositive,highperformingculture,fosteringdiversityandinclusionis akeyelementofourstrategicpillar“CreatingOutstandingWorkplaces”.TheBoard’s assessment and monitoring of culture (summarised below) includes regular updates on KPIs underpinning the Creating Outstanding Workplaces strategic pillar. Formal Reporting in FY2025 Other activity Board • Regular CPO updates on People KPIs and trends,includingdetailsonparticipation inCentreManagerinTraining,Assistant ManagerInTraining,andSeniorLeadership Development Programmes • Detailedreviewofbi-annualemployee engagement surveys and action plans • Monitoringandreviewofwhistleblowing policy and incidents • CEO/UK MD updates from Dynamic ops sessions • Bi-annualfeedbackfromDE&I focus groups • Risk deep dive on management retention • Annual Board evaluation including questions to assess views on culture across theGroup,andhowitisevidencedbythe Board • NED site visits • Attendance at annual Company conference • Other direct engagement with team members Remuneration Committee • Review and monitoring of workforce remuneration proposals • Ensuring alignment of Executive team bonus measures with workforce incentive arrangements • Monitoringpayoutlevelsacrosscentre management bonus scheme Corporate Responsibility Committee • Monitoringofprogressagainstspecific “Outstanding Workplaces KPIs” • Review of output from DE&I monitoring survey and DE&I focus groups Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 76 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Corporate governance report continued The Board recognises its critical role and responsibility in ensuring that the culture of the business is promoted and embedded at all levels. This includes setting the correct tone from the top and demonstrating the desired culture in interactions between Directors (at Board and Committee meetings) and in our engagement with team members and customers. The BoardconsidersthattheExecutiveandNon-ExecutiveDirectorscontinuetoactwithintegrity andconductthemselvesinamannerthatisalignedwithandpromotesourculture,withthis view supported by feedback from the FY2025 Board evaluation process. The Board has assessed the various methods by which the Directors engage with the wider workforce and continues to be of the view that the combination of the methods describedaboveensuresthattheBoardisappropriatelyinformedabout,andunderstands, workforce views. The Board therefore believes that this approach appropriately addresses the requirement to engage with the workforce under provision 5 of the Code and does not currently intend to adopt one of the three workforce engagement methods suggested inthatprovision.TheBoardwill,ofcourse,continuetokeepitsstakeholderengagement mechanisms under review. Relations with shareholders Aspartofitsongoinginvestorrelationsprogramme,theGroupaimstomaintainanactive dialoguewithitsshareholders,includinginstitutionalinvestors,todiscussissuesrelatingto the performance of the Group. Communicating and engaging with investors means the Board can express clearly its strategy and performance and receive regular feedback from investors. It also gives the Board the opportunity to respond to questions and suggestions. Our engagement with investors is primarily through the CEO and CFO who conduct investor andanalystpresentationsfollowingtheannouncementofourfull-yearandinterimresults announcements. During FY2025,DarrenShaplandofferedmeetingsto,andmetwith,manyoftheGroup’s majorshareholders.Theintentionofthemeetingswastointroducehimselfasthenew Chair of the Board and to provide an opportunity for shareholders to communicate their feedbackandareasoffocuswithrespecttotheCompany,itsperformanceandgovernance. Feedback from the meetings was summarised and presented to the Board for discussion at itsmeetinginMarch2025. TheNon-ExecutiveDirectorsarealsoavailabletodiscussanymattershareholdersmight wishtoraiseandtoattendmeetingswithinvestorsandanalysts,asrequired.Investor relations activity is a standing item on the Board’s agenda and ensuring a satisfactory dialoguewithshareholders,andreceivingreportsontheviewsofshareholders,isamatter reserved to the Board. The Company’s AGM will be held on Thursday 29 January 2026attheofficesofBerenberg Bank,60ThreadneedleStreet,London,EC2R 8HP. Electronic proxy voting will be available to shareholders through both our registrar’s website and the CREST service. Voting at the AGM will be conducted by way of a poll and the results will be announced through the Regulatory News Service and made available on the Group’s website. MoreinformationonAGM arrangements is included in the AGM Notice which will be distributed to shareholders and made available on the Group’s website. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 77 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Report of the Nomination Committee Role and responsibilities TheroleoftheNominationCommitteeissetoutinitstermsofreference,whicharereviewed annually and are available on the Group’s website. The Committee’s primary purpose istodevelopandmaintainaformal,rigorousandtransparentprocedureforidentifying appropriatecandidatesforBoardappointmentsandreappointments,andtomake recommendations to the Board. Activity during the year TheNominationCommitteenormallymeetsatleastthreetimesperyearandmetfive times during FY2025withtheadditionalmeetingsheldinconnectionwiththeNon-Executive Director recruitment process. The Committee has met once since the year end. Committee meetings have focused on the matters set out in the table below: Nomination Committee Chair – Darren Shapland Committee members – Rachel Addison – Asheeka Hyde – Julia Porter –IvanSchofield 5 x meetings held in the year Darren Shapland Nomination Committee Chair Read full biography on page 67 Specific duties of the Committee include: • ReviewingannuallythetimecommitmentrequiredofNon-ExecutiveDirectors. • Regularlyreviewingthestructure,sizeandcomposition(includingtheskills, knowledge,experienceanddiversity)oftheBoardandmakingrecommendationsto the Board with regard to any changes. • Keepingunderreviewtheleadershipneedsoftheorganisation,bothExecutiveand Non-Executive,withaviewtoensuringthecontinuedabilityoftheorganisationto compete effectively in the marketplace. The Nomination Committee is also responsible for keeping Board succession plans under review,monitoringcompliancewiththeCompany’sBoardDiversityPolicy,andmaking recommendations on the composition of the Board Committees. Activities of the Committee during the year to 30 September 2025 Board succession planning • ReviewofNon-Executivesuccessionplanningmatrix • IdentifiedneedtostartprocesstorecruitadditionalNon-ExecutiveDirector • Reviewed Executive and senior management succession plans Board appointments • OversawsearchprocessfornewNon-ExecutiveDirector (described in detail below) • Recommended the appointment of Asheeka Hyde Diversity Policy • ReviewedBoardDiversitypolicy,andagreedtoreflectinawiderGrouppolicy going forwards • ReviewedBoarddiversity,andapproachtodiversityinsuccessionplanning Board and Committee composition • Review of composition of the Board • ReviewofNon-ExecutiveDirectors’independence • Reviewoftimecommitmentrequirements,includingeachDirector’s external interests • Developed and reviewed Board skills matrix to support future succession planning (and training requirements) Performance evaluation • Review of results from Committee performance evaluation and discussion on related actions • Review of the Committee’s terms of reference Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 78 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Report of the Nomination Committee continued Succession planning OurcycleofNon-ExecutiveDirectorsuccessionhascontinuedduringtheyearin accordance with our succession planning matrix. The matrix was established as a tool to supportconsiderationofthetimingforfutureappointments,andtoidentifykeysearch criteria(includingskills,experienceanddiversity),andisreviewedateachmeetingof the Committee. OuragreedNon-ExecutiveDirectorsuccessionplanisdesignedtoensureamanaged approachtothetimingofNon-ExecutiveDirectorchangesgivenourinitialcohortwereall appointed at the same time (in connection with the Company’s IPO). It is also designed ontheassumptionthatnoNon-ExecutiveDirectorwillserveontheBoardforlongerthan nineyears,butretainsflexibilitysuchthattenurebeyondnineyearsmaybeaccepted ifconsideredtobeinthebestinterestsoftheCompanyatthetime,andtheoverall independence of the Board is not compromised. Throughthisreviewprocess,andgiventheincreasingrolethatdataanalyticsand technologyplaysinourbusiness,theCommitteerecommendedtotheBoardthatitwould beappropriatetoincreasethesizeoftheBoardbyrecruitinganadditionalNon-Executive Directorwithexperienceindata,analyticsandAI. The Committee led the search process whichultimatelyledtotheappointmentofAsheekaHydeasaNon-ExecutiveDirectorin June 2025. The search and appointment process is summarised in the table below: Step Key considerations/decisions Develop role/ candidate profile TheCommitteedevelopedadetailedcandidateprofilebasedonanagreedlist of key/desirable skills and attributes including: • Senior executive experience and a proven track record of success in businesses of relevant scale. • Preferably a background in businesses that have seen long term estate expansion in multiple geographies. • Experience in the use of data and technology in a consumer facing business. • Current or recent proven digital transformation experience. • Interpersonalskills,empathyandhighemotionalintelligencenecessaryto foster positive relationships with Board colleagues. • Personal presence and strong communication skills to achieve rapid credibility in the role. • Recognising the Parker Review recommendations and UK Listing Rule comply orexplainrequirementsinrelationtoethnicdiversity,theCommitteeagreed theneedtoprioritisemeetingcandidatesfromanon-whiteethnicminority background. Step Key considerations/decisions Identify and engage external search agency/ service • Ensuringaccesstoadiversepoolofappropriatelyexperiencedcandidates, beyond established networks. • TheCommitteeagreedtoengageTeaColaianni,FounderandChairof Women in Hospitality Travel & Leisure (WiHTL) to support the search process 1 . Althoughnotatraditionalsearchfirm,theCommitteedecidedthatWiHTLwas best placed to lead the search given: • Itsworkinsupportingcompaniesacrossthehospitality,travel,leisureand retail sectors to create diverse and inclusive environments; • Its various programmes to support the development of diverse leadership pipelines; and • Its extensive connections and network within the Company’s industry sector. Shortlisting candidates • WiHTLdevelopedalonglistofcandidatesmatchingtherole/candidateprofile. • The CEO,COP and Ireviewedthelonglistandshortlistedfivecandidates. • A summary of shortlisted candidates was discussed with Nomination Committee members. Interviews • With the CPO,Ireviewedandinterviewedthefiveshortlistedcandidates, identifying a reduced shortlist of three candidates to be put forward for second interviews with the CEO and CFO. • Secondinterviewswereconducted,withdetailedfeedbackprovided. • AsheekaHydewasidentifiedasthepreferredcandidate,andmeetingswere arrangedbetweenherandeachoftheexistingNon-ExecutiveDirectors. Recommendation and appointment • The members of the Nomination Committee unanimously agreed to recommend to the Board that Asheeka be appointed. • TheBoardformallyapprovedAsheeka’sappointmentasaNon-Executive DirectorandamemberoftheAudit,NominationandCorporateResponsibility Committees,witheffectfrom23 June 2025. 1 DarrenShaplanddeclaredapotentialconflictofinterestinrelationtothepotentialengagementofWiHTLgiven hispreviousroleonWiHTL’sadvisoryboard,andongoingroleasaDirectorofitsemployeeownershiptrust. Although given the nature of Darren’s relationship with WiHTL the Board determined that there was no direct conflictofinterest,DarrenwasnotinvolvedinthedecisiontoengageWiHTLorthecommercialnegotiationsasto the terms of its engagement. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 79 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Report of the Nomination Committee continued WehavealsocontinuedtoreviewExecutiveandseniormanagementsuccessionplans, with the aim of ensuring that the Group’s future leadership will have the qualities necessary tosupportthedeliveryofourstrategicobjectives.Duringtheyear,theExecutiveTeam presenteditsdetailedsuccessionplanningmatrixtotheCommittee,identifyingpotential internalsuccessors,andgapsinskillsandexperiencewhichmayneedtobeaddressed through development programmes or external recruitment. The CEOalsopresentedplans, supportedbytheCommittee,forarestructuredseniorleadershipteamtobettersupportthe Company’s UK and international growth ambitions. Inpartinsupportofthesuccessionplan,potentialexecutivesuccessorsaregiven opportunities to meet and present to the Board on their areas of expertise as part oftheBoard’sscheduleofregularupdatesandriskdeepdives,andthishascontinued during FY2025. Diversity TheCommitteeisresponsibleformaintaining,andmonitoringcompliancewith,theBoard Diversity Policy. Since the FY2025year-end,andfollowingourannualreviewofthepolicy, the Committee and Board have agreed minor amendments to the Board policy and that going forward this will be incorporated as part of a wider Group diversity policy which was approved in December 2025. OurBoardDiversityPolicyrecognisesthebenefitsofgreaterdiversity,andsetsoutthe Board’scommitmenttoensuringthattheCompany’sDirectorsbringawiderangeofskills, knowledge,experience,backgroundsandperspectivestotheirrole.TheDiversityPolicy doesnotcontainanyspecificdiversityobjectivesrelatingtothecompositionoftheBoard’s CommitteesbutgiventhediversityofourNon-ExecutiveDirectorswearesatisfiedthatthe broaderBoardobjectivesarereflectedinthecompositionoftheCommittees. InadditiontoarequirementthatatleasttwomembersoftheBoardarefemale,theDiversity Policy also sets out our continuing aim to achieve no less than 40% female representation on the Board (currently 50% of our Board members being women) and to have at least one Directorbeingfromanon-whiteethnicminoritybackground.Thepolicyrecognisesthat periods of change in Board composition may result in periods when the desired balance isnotmet.ProgressagainstobjectivessetoutundertheDiversityPolicyduringtheyearis summarisedintheadjacenttable. Objective/responsibility Progress/activity in FY2025 Maintainabalancesuchthat: • At least two members of the Board are female,withacontinuingaspirationto achieve no less than 40% of women on the Board. • Intheshorttomediumterm,atleastone Directortobefromanon-whiteethnic minority background. There have been at least two female members of the Board throughout FY2025(threeupto,andfoursince, June 2025). The percentage of women on the Board during the year was as follows: 1 October to 1 December 2024: 43% 1 December 2024 to 30 January 2025: 37.5% 1 30 January 2025 to 23 June 2025: 43% 23 June 2025 to 30 September 2025: 50% TheobjectivefortheretobeatleastoneDirectorfroma non-whiteethnicminoritybackgroundontheBoardhas been met since 23 June 2025. Boththegenderandethnicdiversityobjectiveswere considered as part of the recruitment process for Asheeka Hyde and will continue to form an important consideration in our NED succession planning. Intherecruitmentprocess,encourage diversity in the candidates by: • Onlyengagingexecutivesearchfirmsthat are signatories to the Executive Search Firms’ Voluntary Code of Conduct. • Ensuringthatthesearchfirmengaged is briefed to include an appropriate emphasis on diversity considerations. • Aimfornon-executiveshortliststoinclude at least 50 per cent female candidates. • Consider candidates who may not have previous board experience in executive andnon-executivedirectorshipleadership roles. Although WiHTL is not a signatory to the voluntary code ofconduct,asnotedtheCommitteefeltitspurposeand activity in promoting diversity and diverse pipelines of senior leadership talent meant it was best placed to lead the search in this instance. WiHTL’sbriefingincludedappropriateemphasison diversity consideration. The shortlist of candidates comprised four female andonemale,withtheprioritytoidentifycandidates from the long list with the most appropriate skills and experience for the role. We considered candidates who did not have previous boardexperience,includingAsheekaHydewhowas ultimately appointed. Reviewregularlythestructure,size,and composition of the Board (including the balanceofskills,knowledge,andexperience), takingintoaccountthisPolicy,andmake recommendations to the Board for any changes. This is an annually recurring item on the Committee’s agenda and was reviewed by the Committee at a meeting in September 2025. TheCommitteeiscomfortablethatthecurrentsizeof the Board is appropriate. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 80 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Report of the Nomination Committee continued Objective/responsibility Progress/activity in FY2025 When considering Board succession planning,haveregardtotheBoard Diversity Policy. The NED succession planning matrix highlights current diversity statistics on the Board and will continue to be considered against the Board Diversity Policy. The need to promote diversity in Board appointments is considered in all of the Committee’s succession planning discussions. Review the Board Diversity Policy annually,assessingitseffectivenessand recommending any changes to the Board. Thepolicyisreviewedannually,andwasreviewedby the Committee in September and December 2025 with the amendments described above duly approved. 1 During the handover period when Darren Shapland had been appointed as NED and Chair Designate and prior toPeterBoddysteppingdownatthe2025AGM. Our compliance with the diversity targets set out in UK Listing Rule 6.6.6(9) as at 30 September 2025 was as follows: Target Complied Explanation At least 40% of the Board are women. 50% of the Board are women asatyear-end. At least one of the senior board positions (Chair,CEO,SeniorIndependentDirectororCFO) is held by a woman. Rachel Addison is SID. At least one member of the Board is from a minorityethnicbackground(definedbyreference tocategoriesrecommendedbytheOfficefor National Statistics and excluding those from a white ethnic background). Asheeka Hyde is from a minority ethnic background. As required under UK Listing Rule 6.6.6(10),thebreakdownofthegenderidentityandethnic background of the Company’s Directors and executive management (the Executive Committee) as at 30 September 2025 is set out in the tables below. Each Director and Executive Committee member was asked to complete a survey in order to compile this data. Any new appointees to the Board or Executive Committee in the future will be asked to provide this information. Gender identity: Number of Board members Percentage of the Board Number of senior positions on the Board Number in executive management Percentage of executive management Men 4 50% 3 4 80% Women 4 50% 1 1 20% Notspecified/prefer not to say — — — — — Ethnic background: Number of Board members Percentage of the Board Number of senior positions on the Board Number in executive management Percentage of executive management White British or other white 7 87.5% 4 5 100% Mixed/multiple ethnic groups — — — — — Asian/Asian British 1 12.5% — — — Black/African/ Caribbean/Black British — — — — — Other ethnic group — — — — — Notspecified/ prefer not to say — — — — —  IncludesCEO,CFO,ChairandSID. The table above shows the gender and ethnic diversity of our Executive Committee. The gender split of the Executive Committee and its direct reports as at 30 September 2025 is 64%male,36% female. Overall gender diversity across the business is good with 52% of the totalteammemberpopulationbeingfemale,andtheCommitteeandtheExecutiveteam recognising the need to support the development of women into senior management roles. During FY2025,atotalofonefemaleprogressedthroughourCMITprogramme,and fourthroughourSeniorLeadersDevelopmentprogramme,representing33% and 33% respectively of total participants. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 81 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Report of the Nomination Committee continued Board Skills and Experience The Committee regularly reviews the Board skills and experience matrix which was developed during FY2025andisinformedbyaformalself-assessment(byeachofthe Directors) of their skills and experience. The matrix is used to support Board succession planning and to identify potential whole Board training topics. All Directors and Executive Committee members who regularly attend Board meetings wereaskedtocompletetheself-assessmentduringtheyear,withtheskillcategoriesand industry sectors having agreed as being those which are key areas to support the continued performance and strategic growth of the business over the medium to long term. Average scores for the whole Board and Executive Committee members are set out in thechartsbelow.Pleasingly,theaveragescoreforallcategoriesishigherthan2 (good knowledge) and there is at least one Director with expert knowledge in each skill or industry experience area. Whole Board 1 – skills and experience Whole Board 1 – industry sector experience Scale: 0=noknowledge 1=limitedknowledge 2=goodknowledge, 3=excellentknowledge 4=expertknowledge 1 Includes Executive Committee members who routinely attend and present at Board meetings Scale: 0=noknowledge 1=limitedknowledge 2=goodknowledge, 3=excellentknowledge 4=expertknowledge. Number of Directors with “excellent” or “expert” knowledge/experience Leadership 10 Technology and innovation 5 Strategy 10 Transactions and M&A 6 Financial 7 Property/estate management and expansion 5 Multi-siteleisureoperations 7 Governance and compliance 5 Risk management 8 Cybersecurity 3 Customerexperience,CRM and data 6 Environmental 1 Human capital management 7 Capital markets 3 International experience 6 Number of Directors with “excellent” or “expert” knowledge/experience Employee engagement 9 Investor relations 5 UK hospitality and leisure 6 Digital marketing 4 Listed company/UK capital markets 6 International hospitality & leisure 4 CRM & data 5 Leadership 3.8 Employee engagement 3.4 Risk management 3.0 Investor relations 2.5 Technology and innovation 2.7 Financial 3.1 Listed company/UK capital markets 2.6 Human capital management 2.9 Property management and expansion 2.5 Environmental 2.1 Strategy 3.5 UK hospitality and leisure 3.0 Customer experience, CRM and data 2.9 Digital marketing 2.5 International hospitality and leisure 2.2 Transactions and M&A 2.7 Cybersecurity 2.1 Multi-site leisure operations 3.0 CRM and data 2.6 International experience 2.7 Governance & compliance 2.4 Capital markets 2.0 Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 82 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Annual Review of Board and Committee composition Inaccordancewithitstermsofreference,theCommitteereviewsannuallythecomposition oftheBoardanditsCommittees,andtheindependenceoftheNon-ExecutiveDirectors.The review was conducted in September 2025,andthereforetookaccountofAsheekaHyde’s recentappointmenttotheBoardandeachoftheCommittees.TheCommitteeissatisfied thateachoftheNon-ExecutiveDirectorscontinuestobeindependentinthoughtand judgement,andwhenassessedagainstthecircumstanceslikelytoimpairindependence set out in provision 10 of the Code. Taking account of the continued independence of the Non-ExecutiveDirectors,theCommitteeisalsosatisfiedthatthecompositionoftheBoard anditsCommitteesremainsappropriatehavingconsideredtheobjectivesoftheBoard DiversityPolicyandthebalanceofskills,experienceanddiversityofthoughtrequired for those bodies to operate effectively. All of these factors will of course continue to be considered through our succession planning and Board recruitment processes. Annual evaluation The Committee’s performance was evaluated as part of the externally facilitated Board and Committee performance review process operated during the year and described in detail on page 75. The report on the Committee’s performance was considered at the Committee’s meeting in September 2025,andoverallfoundtheCommitteetobeoperatingeffectively. The report highlighted areas for continued focus (including Executive Director succession plansandleadershipdiversity),allofwhichwerealreadyontheCommittee’sagendabut will remain as key topics for discussion going forwards. CFO succession Followingtheyear-endwehaveannouncedtheappointmentofAntonySmithasCFO with effect from 2 February 2026,replacingLaurenceKeenwhowillmovetotheroleofCEO of Canada. The Committee oversaw a thorough selection process leading to Antony’s appointment which will be described in more detail in our FY2026 Annual Report. Darren Shapland Chair of the Nomination Committee 15 December 2025 Report of the Nomination Committee continued Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 83 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Report of the Audit Committee Dear shareholders, OnbehalfoftheBoard,I am pleased to present the Audit Committee report for the year ended 30 September 2025. The business has again performed well in FY2025,withcontinuedexpansionand improvement of our estates in both the UKandCanada,thesuccessfulrolloutofour proprietarybookingsystem,andcontinuedintegrationoftheCanadianbusiness. Ourkeyroleisinmonitoringtheintegrityofannualandhalf-yearfinancialstatements, andensuringthatappropriateconsiderationisgiventokeyaccountingjudgementsand estimates. Following shareholder feedback on our FY2024results,theCommitteehas reviewed the treatment of impairment costs in the calculation of alternative performance measures during the year and has agreed the proposal to treat impairment costs or income asanadjustingitem(seepage23formoreinformation).Thistreatment,whichisaligned withtheapproachadoptedbyotherlistedcompanies,willbetteralignthereportedfinancial results with shareholder expectations and provide a clearer picture of the Company’s underlying performance. We have also reviewed and approved changes to our accounting policy in relation to the impairmenttestingapproachfornewcentresandcentressubjecttotransformational investments. As the Group has expanded into new territories and competition in the UK markethasincreased,wehaveagreedthatitisappropriatetoextendthematurityperiod post opening or refurbishment before an impairment review is required as undertaking a reviewatanearlierpointinthematurityprofilecouldresultinanincorrectconclusionand recognition of an impairment loss that would subsequently be reversed. The change does not remove the need to perform an impairment review if there is an indication that an asset hasbeenimpaired.Moredetailonouraccountingpolicyforimpairmentissetoutinnote2 on pages 127 and 128. The Audit Committee also takes responsibility for assessing consistency between the narrativestatementsinourfinancialreporting,andthefinancialstatementsthemselves,and inthatcontextensuringthatourfinancialreportsarefair,balancedandunderstandable. Asnotedinthefollowingreport,theCommitteehasreviewedtheFY2025 Annual Report and recommendedtotheBoardthatitisfair,balancedandunderstandable. We have reviewed the effectiveness of the FY2024 external audit process (also described in more detail below) and assessed KPMG’s continuing independence. The Committee continues to be comfortable that KPMG is independent and that the audit service provided is effective. We are required to conduct a formal external audit tender prior to our FY2026 financialyear-end,andtheCommitteehasthereforeagreedthatatenderprocesswillbe conductedinthefirstquarterof2026. As the process will not be completed before our 2026 AGM,inlinewiththeCompaniesAct2006 requirement that external auditors be appointed at each general meeting at which accounts are laid we have recommended to the Board that a resolution to reappoint KPMG as our external auditor be proposed at our 2026 AGM. KPMG is eligible to participate in the audit tender process. Rachel Addison Audit Committee Chair Read full biography on page 68 Specific duties of the Committee include: • Monitoringtheintegrityoftheannualandinterimfinancialstatements. • Keepingunderreviewtheinternalfinancialcontrolsystems. • Overseeing the relationship with the internal and external audit functions. TheAuditCommittee’sdutiesandresponsibilitiesaresetoutinfullinitstermsofreference, which are available on the Company’s website. The terms of reference were reviewed during theyear,withminorchangesapprovedbytheCommitteeandBoard. Audit Committee Chair – Rachel Addison Committee members – Asheeka Hyde – Julia Porter –IvanSchofield 4 x meetings held in the year Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 84 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Report of the Audit Committee continued The Committee continues to monitor our internal control framework through regular reviews ofthedocumentedinternalcontrolsmatrix(maintainedbymanagement),six-monthly updatesfromourInternalAuditfunction,andthroughtheprogrammeofdeepdivesintokey risk areas which are presented by risk owners to the Board and include analysis of controls andmitigationsinplace.TheCommitteeissatisfiedthatithasgainedsufficientassurance through those updates that the framework of internal controls and risk management systems continue to operate effectively. During FY2025,theCommitteehasalsoworked withmanagementtoplantheprocessbywhichtheBoardwillidentify,monitorand assess the effectiveness of material controls in accordance with provision 29 of the 2024 UKCorporateGovernanceCodewhichwillapplytotheGroupforthefinancialyear commencing 1 October 2026. The Committee’s performance was assessed as part of the externally facilitated Board and Committee evaluation process conducted during the year and described in detail on page 75. The report on the Committee’s performance was considered at the meeting in September 2025,andI’m pleased to report that it found the Committee to be operating effectively. Meetings and attendees TheCommittee’stermsofreferenceprovidethatitshouldmeetatleastthreetimesperyear, and the Committee met on four occasions during FY2025. The names of the attendees of the Audit Committee meetings are set out in the table on page 72. Theexternalauditorhastherighttoattendmeetings,andtheChairoftheBoard,Chief ExecutiveOfficer,ChiefFinancialOfficerandHeadofFinancetypicallyattendbyinvitation. Outsideoftheformalregularmeetingprogramme,theAuditCommitteeChairmaintains adialoguewithkeyindividualsinvolvedintheGroup’sgovernance,includingtheChair, ChiefExecutiveOfficer,ChiefFinancialOfficerandexternalauditleadpartner. TheCommitteehascomprisedwhollyofindependentDirectorsthroughouttheyear,andthe BoardhasconfirmedthatitissatisfiedthatIhaverecentandrelevantfinancialexperience asrecommendedundertheCodebyvirtueofmyqualificationasaCharteredAccountant, myexecutivebackgroundinfinanceroles,andmyexperienceasanauditcommittee chairinothernon-executivepositions.As all members of the Committee have experience asDirectorsorseniorexecutivesinothercompaniesinconsumerfacingbusinesses,the BoardisalsosatisfiedthattheAuditCommitteeasawholecontinuestohavecompetence relevant to the sector in which the Group operates. Activity during the year The Committee’s activity in FY2025 included the topics set out below: Activities of the Committee during the year to 30 September 2025 Dec Mar May Sept Financial statements and reports ReviewandrecommendationtotheBoardoffull-year results,theAnnualReportandAccountsandhalf-year results Going concern assessment Fair,balancedandunderstandableassessment Reviewofsignificantaccountingpolicies Risk register review External audit Externalauditplan,engagement,fees External auditor reports to the Committee (includingfull-yearreports) Assessment of external auditor effectiveness Independenceconfirmationandreviewof non-auditservices,spendandpolicy Internal controls Annual review of internal audit function requirement Review of risk management and internal controls Internal audit reports Assessment of internal audit effectiveness Preparationformaterialcontrolsidentificationand assessment under new UK Corporate Governance Code Provision 29 Other Review of results from Committee performance evaluation and discussion of related actions Procedures for the prevention of fraud (review) Tax Policy review and recommendation to the Board Review of the Committee’s terms of reference The key areas of focus of the Committee are discussed in more detail in the rest of this report. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 85 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Report of the Audit Committee continued Key issues considered in relation to the financial statements Keyissuesandaccountingjudgementsareidentifiedbythefinanceteamandtheexternal audit process and are reviewed by the Audit Committee. The key issues considered by the Committee in respect of the year ended 30 September 2025 are set out in the table below: Key issues and judgements How the issues were addressed Valuationofproperty, plant and equipment andright-of-useassetsrelating tothemini-golfandcombined use centres. The Committee reviewed and challenged the calculations and assumptions (including revenue growth and discount rates applied) underlying the tests to identify potential impairment of PPE and ROU assets at the Group’s cash generating units (CGUs),andthe application of the new accounting policy for the impairment testing approach for new and refurbished centres and the allocation of central costs to CGUs. The Committee agreed with management’s judgementinestimatingtherecoverableamountofPPE and ROU assets,andthattheimpairmentchargerecognisedof£2.3m (£1.1m for PPE and £1.2m for ROU assets) was appropriate. Fair, balanced and understandable review AttherequestoftheBoard,theCommitteehasconsideredwhether,initsopinion,the FY2025AnnualReportandFinancialStatementsarefair,balancedandunderstandable,and whether they provide the information necessary for shareholders to assess the Company’s positionandperformance,businessmodelandstrategy. Informingitsopinion,theCommitteeconsideredwhethertheAnnualReportpresentsthe full story of performance in the year and whether the narrative reporting in the Strategic Reportisconsistentwiththefinancialperformanceofthebusinessassetoutinthefinancial statements. We also assessed whether statutory measures were given due prominence in linewithAlternativePerformanceMeasuresused,thealignmentofsignificantaccounting issueswiththekeyauditrisksidentifiedbyKPMG,andoverallwhetherthelayoutandflowof the Annual Report was logical and understandable to readers. Followingourreview,theCommitteewasunanimousinitsopinionthatitwasappropriateto recommend to the Board that the FY2025AnnualReportandFinancialStatementsarefair, balanced and understandable. Risk management and internal controls The Board has overall responsibility for setting the Group’s risk appetite and ensuring that thereisaneffectiveriskmanagementframeworktomaintainappropriatelevelsofrisk, andhasdelegatedresponsibilityforreviewoftheriskmanagementmethodology,andthe effectivenessofinternalcontrols,totheAuditCommittee. TheGroup’ssystemofinternalcontrolscomprisesentity-wide,high-levelcontrols,controls overbusinessprocessesandcentre-levelcontrols.Policiesandprocedures,includingclearly definedlevelsofdelegatedauthority,anddetailedoperationalcontrolmanuals,havebeen communicated throughout the Group. Internal controls have been implemented in respect ofthekeyoperationalandfinancialprocessesofthebusiness.Thefinancialcontrolpolicies aredesignedtoensuretheaccuracyandreliabilityoffinancialreportingandgovernthe preparationofthefinancialstatements.TheBoardisultimatelyresponsiblefortheGroup’s system of internal controls and risk management and discharges its duties in this area by: • holding regular Board meetings to consider the matters reserved for its consideration; • receiving regular management reports which provide an assessment of key risks and controls,includingthroughourannualscheduleofdeepdivepresentationsonkeyrisks facing the Group; • annualBoardreviewsofstrategy,andregular(atleastbi-annual)reviewsofthematerial risks and uncertainties (including emerging risks) facing the business; • ensuringthereisaclearorganisationalstructurewithdefinedresponsibilitiesandlevels of authority; • ensuring there are documented policies and procedures in place to address risk areas; and • reviewingregularreportscontainingdetailedinformationregardingfinancial performance,rollingforecasts,andfinancialandnon-financialKPIs. OurprogrammeofspecificriskdeepdivepresentationstotheBoardcontinuedinFY2025, focussed on the principal risks and uncertainties facing the Group. Deep dives in FY2025 covereddataprotectionandsecurity,foodsafety(includingallergencontrols),targetedIT threatrisksandcybersecurity,theexpansionrisklinkedtonewcentreopenings,competition riskfromotherbowlingandexperientialleisureoperators,managementretention, concentration risk relating to amusement suppliers and the wider economic environment. The programme of deep dives is agreed and designed to provide a more engaging forum forthediscussionofrisks(includingriskappetite)andassociatedcontrols,andtoassist inprovidingBoardmemberswithabroaderunderstandingofhowtherisksareidentified andassessedbymanagement,andhowmitigationsandcontrolsareimplementedand their effectiveness tested. The approach continues to be effective in promoting focused discussion and debate around the risks and associated controls and will be continued in FY2026. The process by which the Audit Committee has monitored and reviewed the effectiveness of the system of internal controls and risk management during the year has included: • regular review of the detailed internal controls matrix which addresses and tracks actionsagainstitemssuchascontroldeficienciesidentifiedbyKPMG,andchallenging management on the application of controls to gain assurance on their effectiveness; • receiving updates from the Group’s Internal Audit function on reviews of key operational processes and controls; • conducting an annual review of the Group’s control systems and their effectiveness; • reviewing the Group’s procedures and controls for the prevention of fraud; and • reporting and updating the Board on the risk and control culture within the Group. TheCommitteeissatisfiedthattheGroup’sframeworkofinternalcontrolsystemshas continued to operate effectively throughout FY2025. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 86 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Report of the Audit Committee continued UK Corporate Governance Code Provision 29 The enhanced material controls monitoring and assessment requirements under provision 29 of the 2024 UK Corporate Governance Code do not apply to the Company until our FY2027 financialyear.DuringFY2025 we have commenced preparation for the process by which materialcontrolswillbeidentifiedandtheireffectivenessassessed.TheCommitteehas receivedaspecificbriefingonthenewprovision29 requirements and suggested approach to adopting it and reviewed and agreed managements proposed process and timetable which includes the aim to be in a position to conduct a dry run assessment of material controls effectiveness around the FY2026year-end. Internal audit The Group’s Internal Audit function is focussed primarily on testing the application of operational controls in our UKandCanadiancentres,aswellasothercentraloperational processesincludingsupplieron-boarding,employeeexpenses,customerrefundsand anyotherareasthattheAuditCommitteeorManagementindicateshouldbereviewed (informed by the internal controls matrix). The centre audit programme involves the Internal Audit function regularly testing the detailed processes and controls required to be applied by centre teams. These included cash controls (e.g. cash security and amusement collections and employee sales and corrections),stockcontrolandsecurity,licensingandlegalrequirements,health&safety, andoperatingstandards.Centreauditfindingsarepresentedtotherelevantcentre manager,RegionalSupportManagerandChiefFinancialOfficerforreview,withan emphasis on providing support to centre management and team members to meet the required standards. The Internal Audit function also conducts a programme of regular in centre food and drink auditswhichcovercategoriessuchasallergencontrols,productstorage,cleaningand maintenance and temperature control. The food and drink audits are scored in a similar way to the centre audits and ensure that appropriate focus is maintained on food safety standards. Minimumcentreauditandfoodanddrinkauditstandardsarerequiredtobemetforcentre teams to earn management bonuses. Detailed summaries of centre performance against the required standards are presented to the Audit Committee by a member of the Internal Auditteamtwiceperyear,withtrendanalysisatacategoryandtopandbottomperforming auditquestionleveltosupportchallengearoundareasrequiringspecificattention or improvement. The centre audit approach was implemented in the Canadian business during FY2025, mirroring the process and standards applied in the UKbutwithadaptationstoreflectlocal nuances in operations. An adapted version of the UK food and drink audit will be rolled out in the Canadian business during FY2026. Internal audit resource has been strengthened in Canada during FY2025,includingtheappointmentofaComplianceManager.The Committee has conducted its annual review and assessment of the internal audit function and has concluded that it continues to operate effectively and provides appropriate assurance over key areas of business risk. Aspartoftheassessment,theCommitteealso considered the other methods by which it receives assurance on the effectiveness of risk managementandinternalcontrols.TheCommitteeremainssatisfiedthatitreceives appropriateassurancethroughacombinationoftheInternalAuditfunction’sactivities, and its own review and challenge of the internal control and risk management systems. Audit Quality Review (AQR) KPMG’sauditforthefinancialyearended30 September 2024 was selected for inspection by the Audit Quality Review team of the Financial Reporting Council (FRC). The Committee considered the outcome of this review. The inspection assessed the external auditor’s work (andwhereappropriateoversightof,andinvolvementin,theworkofoverseascomponent auditors) on: risk assessment and planning; execution of the audit plan; and completion andreporting,includingthequalityofcommunicationwiththeCommittee.Theinspection focused primarily on key audit matters (valuation of PPE and ROU assets relating to the golfingandcombined-usecentres)andotherauditareas(revenuerecognition,business combinations,andjournalentrytesting). External auditor The Audit Committee is responsible for overseeing the Group’s relationship with its external auditor,KPMG.Duringtheyear,theAuditCommitteehasdischargedthisresponsibilityby: • agreeing the scope of the external audit and negotiating the remuneration of the external auditor; • receivingregularreportsfromtheexternalauditor,includingwithregardtoauditstrategy andyear-endaudits; • regularly meeting the external auditor without management present; and • assessing the auditor’s independence and the effectiveness of the external audit process. External audit effectiveness review The Audit Committee considers the effectiveness of the external auditor on an ongoing basisduringtheyear,consideringitsindependence,objectivity,andprofessionalscepticism through its own observations and interactions with the external auditor as well as through feedbackfromtheChiefFinancialOfficerandmembersofthefinanceteam.Inconsidering auditoreffectiveness,theCommitteehasregardtotheexperienceandexpertiseofthe externalauditteam,whetherappropriatelyhighstandardsofintegrityandobjectivityare displayedintheauditorsreviewofkeyaccountingjudgements,andtheextenttowhichthe agreedauditplanandstrategyisfulfilled. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 87 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Report of the Audit Committee continued The ongoing consideration by the Committee is supplemented by an annual formal review of the effectiveness of the external audit process which is conducted following completion of the relevant audit. For the FY2024review,andinaccordancewithourestablishedpractice, areportwaspreparedbythefinanceteamsummarisingitsviewofKPMG’s effectiveness basedoninteractionsduringtheauditandsetoutunderthreeheadings:“Mindsetand Culture”;“Skills,CharacterandKnowledge”;and“QualityControl”.Keypointsnotedunder each of the headings were as follows: Review Mindset & culture • Professional and ethical mindset demonstrated throughout the engagement • Consistent adherence to relevant accounting and auditing standards • Approach focused on obtaining accurate and reliable information • Impartiality maintained throughout the audit – evidenced in interactions with management (including challenging assumptions) • Open lines of communication maintained throughout the audit Skills, character and judgement • Systematic and disciplined approach adopted to evaluate controls effectiveness,assessappropriatenessofaccountingpolicies,andtest accuracyandcompletenessoffinancialtransactions • Knowledge of the Group’s business enhance the auditor’s ability to identify andassessrelevantrisks,andtargettheauditapproachappropriately • Appropriate scepticism and challenge demonstrated in reviews of key audit mattersandareasofmanagementjudgement Quality and control • Clear discussion on resource requirements for the audit was held with the lead audit partner and signed off by the Audit Committee • Commitment to quality was evident in attention to detail and documentation requirements • EffectivecommunicationswiththeGroupfinanceteam Thereportsetoutmanagement’sconclusion,supportedbytheCommittee,thattheFY2024 auditprocesshadbeeneffective,withKPMG continuing to provide an independent and objectiveapproachtotheaudit,anddemonstratinganappropriatelevelofprofessional scepticism. Non-audit services Theengagementoftheexternalauditfirmtoprovidenon-auditservicestotheGroupcan impact on the independence assessment. The Company has a policy (which is reviewed annually)whichrequiresAuditCommitteeapprovalforanynon-auditserviceswhich exceed £25,000invalue.Theengagementoftheexternalauditortoprovideanynon-audit services for less than £25,000(withtheexceptionoftheissuanceofturnovercertificatesand financialcovenanttests,forwhichauthoritywasdelegatedtotheChiefFinancialOfficerto approve where the fee is less than £5,000percertificate)mustbediscussedwiththeAudit Committee Chair in advance. Allrequeststousetheexternalauditorfornon-auditservicesmustbereviewedbytheChief FinancialOfficer.Thepolicyrecognisesthatcertainnon-auditservicesmaynotbecarried out by the external auditor. During the year ended 30 September 2025,KPMGwasengagedtoprovidepermittednon- audit services relating to EBITDAcertificationandturnoverrentcertificatesforafeeof£6k, representing 1 per cent of the total audit fee. This is shown in further detail in note 6 to the Financial Statements. TheCommitteeissatisfiedthatthelevelofnon-auditfeesandservicesprovidedbyKPMG does not impact on its independence. Appointment and tenure KPMGwasfirstappointedastheGroup’sexternalauditorin2007.MattRadwellwas appointed as lead audit partner for the FY2022audit,andinlinewithKPMG’s policy on lead partner rotation (and absent of any change in auditor as a result of a tender process) would be required to rotate off the Group’s audit after the FY2025 audit. The Company is required to undertake a mandatory tender process at least every ten years (commencing from the date of the Group’s IPO,atwhichpointitbecamea“publicinterest entity”forthepurposeofaudittenderingrequirements).ThereforetheCommitteeisrequired to conduct an audit tender during FY2026. We have spent time during the year and since the FY2025year-endsupporting managementinitsplanningforanexternalaudittender,providedinputonmanagement’s plans and ensuring the guidance in the FRC’sMinimumStandardhasbeenconsidered.The tenderprocess,whichisintendedtoberuninthefirstquarterof2026,willnotbecompleted until after our 2026 AGM and the Committee has therefore recommended to the Board that a resolution to reappoint KPMG as auditor be proposed at the 2026 AGM (in line with the statutory requirement to appoint an external auditor at every general meeting at which accountsarelaid).Inmakingthatrecommendation,theCommitteehasassessedthe independence,objectivityandeffectivenessofKPMGasexternalauditorsummarisedabove, andtheconcludedthatweremainsatisfiedwithKPMG's capabilities in delivering a quality and effective audit. TheCommitteeconfirmsthattheCompanyhascompliedwithTheStatutoryAuditServices forLargeCompaniesMarketInvestigation(MandatoryUseofCompetitiveTenderProcesses and Audit Committee Responsibilities) Order 2014 during FY2025. Rachel Addison Chair of the Audit Committee 15 December 2025 Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 88 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Report of the Corporate Responsibility Committee Dear shareholders, AtHollywoodBowlGroup,weplacesignificantimportanceonenvironmentalandsocial considerationswithinourgovernanceanddecision-makingprocesses,whichiswhywe convene a Corporate Responsibility Committee (CRC). In FY2025,I chaired two CRC meetings that reinforced the Committee’s vital role in supporting the Board with ESG strategy development and overseeing the Corporate ResponsibilitySteeringGrouptodrivemeaningfulprogressinthisarea.Thisyear,wehave madeexcellentprogressacrossallaspectsofthethree-pillarsofourstrategy. Our commitment to operating safe and inclusive centres has resulted in a notable increase inconcessionandschoolgamesplayed,alongsideachievingarecordleveloffundraising forourcharitypartner,MacmillanintheUK. We have also continued to create outstanding workplacesforourteammembers,filling a record 61 percent of UK management vacancies internally thanks to the strength of our traininganddevelopmentprogrammes.Furthermore,wewererecognisedasoneofthe Sunday Times Best places to work in the UK and accredited as a Great Place to Work in Canada,withrecordimprovementsinteammemberengagementandsatisfaction. In terms of operating a sustainable estate,wedeliveredarecordyearforUK waste recycling,expandedtheuseofsolararraysacrosstheUK,maintainedrenewableenergy sourcing,andenhancedsustainabilitycredentialsthroughsevennewcentrebuildsand twelve refurbishments. We continue to integrate key elements of our ESG strategy into our Canadian operations and willcontinuethisjourneyinFY2026,settingnewtargetstostarttoalignbothterritoriesand provide more comprehensive sustainability reporting for the Group. Inpursuitofournetzerogoalby2050,wehavemadefurtherreductionsinScope1 and 2 emissions in the UK and deepened our understanding of Scope 3 emissions across UK and Canadian supply chains through our supplier engagement programme. This initiative hasgivenusgreatervisibilityintoourpartners’climatemeasuresandambitions,enabling access to primary data for more accurate assessments. These efforts contributed to an improved CDP disclosure score of B for climate and an AAA ESG rating from MSCI.Additionally,weupdatedourclimateriskscenarioanalysisforthefirst timeinthreeyearstoalsoincludeCanada,asdetailedinourTCFD report. Hollywood Bowl Group remains committed to advancing our corporate responsibility agenda across all operations in both the UKandCanada,andtocontinuingourprogress towardachievingnetzero. Ivan Schofield Corporate Responsibility Committee Chair 15 December 2025 Ivan Schofield Corporate Responsibility Committee Chair Read full biography on page 68 Specific duties of the Committee include: • Reviewing,challenging,andoverseeingtheESG strategy as part of the setting of the overall strategy of the Group by the Board; • Reviewing and approving KPIs and related targets in line with the ESG strategy; • Reviewing material risks and liabilities (including climate risks) to the Group in relation to the ESG strategy; • ConsideringmaterialregulatoryandtechnicaldevelopmentsinthefieldofESG; and • Keeping up to date with ESG best practice and thought leadership and keeping under review the Group’s external reporting of relevant ESG performance (including the Company’s application of the recommendations of the TCFD). Corporate Responsibility Committee Chair –IvanSchofield Committee members – Darren Shapland – Asheeka Hyde – Julia Porter – Stephen Burns –MelanieDickinson –MathewHart 2 x meetings held in the year Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 89 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Report of the Remuneration Committee Role and responsibilities TheroleoftheRemunerationCommitteeissetoutinitstermsofreference,whichare available on the Group’s website. The Committee’s primary purpose is to develop and determinetheGroup’sRemunerationPolicyfortheExecutiveDirectors,Chairand senior management. Dear shareholders, OnbehalfoftheRemunerationCommittee,I am pleased to present the Directors’ Remuneration Report for the year ended 30 September 2025. ThisreporthasbeenpreparedinaccordancewithTheLargeandMedium-sizedCompanies and Groups (Accounts and Reports) (Amendment) Regulations 2013,TheCompanies (Directors’ Remuneration Policy and Directors’ Remuneration Report) Regulations 2019,the FCA Listing Rules and the Code. The report consists of: • my annual statement as the Chair of the Remuneration Committee; • theannualreportonremuneration,whichsetsoutpaymentsmadetotheDirectorsand details the link between Company performance and remuneration for FY2025. The annual reportonremunerationissubjecttoanadvisoryshareholdervoteatthe2026 AGM; and • a summary of the Directors’ Remuneration Policy (approved by shareholders at the 2025 AGM),includinghowtheCommitteeintendstoimplementitduringFY2026. Performance in FY2025 and remuneration outcomes AsdetailedintheStrategicreport,theGrouphasdeliveredayearofstrongprogressin FY2025 with total revenue growth of 8.8%andGroupadjustedEBITDAonapre-IFRS 16 basis of £68.4m.Weopenedsevennewcentres(fiveintheUK,andtwoinCanada),and our refurbishment programme saw 12centres(fiveintheUK,seveninCanada)receive successful upgrades and are delivering above our return hurdle rate. Good progress was made across our key ESG metrics and we met our key FY2025 targets across our three sustainability pillars. AssetoutearlierinthisAnnualReport,subjecttoshareholderapprovalatthe2026 AGM,the Groupwillbepayingafinalordinarydividendof9.18 pence per share. Acrossthewiderworkforce,wehavecontinuedtoensurethatweoffercompetitivepay levels,supportingtherecruitmentandretentionofkeytalent.Theaveragerateofhourlypay increases across the Group was 6.7%,forsalariedcentreteammemberswas5%,andfor salaried support centre team members was 3%. These increases were effective from 1 April 2025. We continue to incentivise team members through our centre management bonus schemes,withmetricsalignedtothosethatapplyfortheExecutiveDirectors.InFY2025,we paidoutover£800kincentrelevelbonuses(withCentreManagersreceivingover21 % of basepayandAssistantManagersreceivingover2.9% of base pay) and over £600k in hourly team member bonuses. We have also maintained our reputation for our positive working environment,evidencedbyourrankamongstoneof“TheUK’s 25 Best Big Companies to WorkFor”in2025. Julia Porter Remuneration Committee Chair Read full biography on page 68 Specific duties of the Committee include: • SettingtheRemunerationPolicyforExecutiveDirectors,Chairandsenior management. • Determining individual pay awards within the terms of the agreed Policy. • Ensuring that the Remuneration Policy operates to align the interests of management with those of shareholders. • The Committee also has responsibility for reviewing pay and conditions across the Group,andthealignmentofincentivesandrewardswithculture. Nomination Committee Chair – Julia Porter Committee members – Rachel Addison –IvanSchofield 5 x meetings held in the year Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 90 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Report of the Remuneration Committee continued The FY2025 bonus opportunity was up to 150% of salary for the CEO and CFO,and100% of salary for the CPO. Bonus performance was based on the achievement of a scorecard of financialandnon-financialtargets,with70%basedonGroupadjustedEBITDA and 30% basedonnon-financialmeasurescomprisingcustomersatisfaction,peopledevelopment andengagement,andsafety.A detailed breakdown of the measures and bonus outturns is set out on page 95. The bonuses paid out at 62.7% of maximum opportunity. OurExecutiveDirectorseachreceivedanawardundertheLong-TermIncentivePlan(LTIP) in February 2023,whichvestsbyreferencetoascorecardofmetricsmeasuredoverathree- year performance period ended 30 September 2025 with 70%subjecttoGroupadjusted EPSperformance,10%subjecttoreturnoninvestedcapital,andtheremaining20%subject toperformanceagainstequallyweightednon-financialmeasures(Scope1 and Scope 2 carbonemissionsreduction,andteammemberdevelopment).Fulldetailsofthemeasures and our performance against them is set out on page 96,withthetotaloutturnforthe Executive Directors being 98.6% of maximum opportunity. Asisourusualpractice,theCommitteeconsideredtheformulaicoutcomesforthe annual bonus and LTIP in the context of overall business performance and the shareholder experience.Inparticular,wetookintoaccounttherobustfinancialperformance,thelevelof dividendsproposedtobepaidtoshareholders,,theapproachtowiderworkforcepay,the continuedexpansionoftheCanadianbusiness,andtheongoingstrengthofourcustomer engagement scores evidencing our operational focus on delivering an exceptional customer experience. Hollywood Bowl delivered a shareholder return of 56.9%overthethree-year period ending 30 September 2025,outperformingtheFTSE 250 index which delivered a 41.8% returninthesameperiod.Takingallofthisintoaccount,theCommitteedeterminedthatthe outcomes are appropriate and that no discretion would be applied. TheCommitteecanconfirmthattheRemunerationPolicyapprovedbyshareholdersatour 2025 AGM operated as intended in the year under review. Board Changes As announced on 20 November 2025,AntonySmithwilljointheBoardasCFO on 2 February 2026 replacing Laurence Keen who will step down from the Board at the 2026 AGM and take on the role as CEO of our Canadian business. In accordance with our Directors’ RemunerationPolicy,theCommitteeagreedthefollowingremunerationarrangementsfor Antony Smith: • A base salary of £320,000 per annum (in line with the level of the outgoing CFO and modestly positioned compared to FTSE 250companiesofasimilarsize). • An employer pension contribution of 5%ofsalary,whichisalignedwiththecontribution availabletothemajorityoftheworkforce. • A maximum bonus opportunity of 100% of salary. Antony Smith will not participate in the FY2026 bonus. • A maximum LTIP award opportunity of 100% of salary. Antony Smith was due to receive a cash bonus payment in January 2026 under his previousemployment,whichwasforfeitedbyhimonresignation.TheCommitteeagreed tograntAntonySmithabuy-outawardequalto100% of salary which will be paid in cash in December 2026subjecttohiscontinuedemploymentandgoodstanding.Thevalueofthe buy-outawardislessthanthecashbonuspaymentforfeitedonresignationandwillpaid over a longer timeframe. Laurence Keen will continue to receive his CFOsalary,benefitsandpensioncontributions until he steps down from the Board at which point he will move onto a package commensurate with his role as CEO of our Canadian business. He will not be eligible for a bonus in respect of services provided as CFO during FY2026.Instead,hewillparticipatein a FY2026 bonus for his role as CEO of our Canadian business. The Company and Laurence have agreed that his FY2024 and FY2025 LTIP awards will be reduced by 30 per cent to reflecthischangeinrole.Thereducedawardswillremaincapableofvestingatthenormal timesubjecttotheoutcomeoftheperformancetargetsandanyamountsthatvestwillbe subjecttoatwoyearholdingperiod. FY2026 remuneration Salary TheCommitteereviewedExecutiveDirectorsalariesduringtheyear,andindoingsowas mindful of the need to ensure that any decisions relating to Executive Director pay were taken in the context of the experience of our wider workforce. Asnotedabove,theaverage rate of hourly pay increases across the Group in April 2025 was 6.7%. The Committee approved salary increases of 2% for the Executive Directors with effect from 1 October 2025. FY2026 variable pay In accordance with the Remuneration Policy approved at the 2025 AGM,themaximum bonus opportunity for FY2026 remains at 150% of salary for the CEO and 100% of salary for the CPO. Asnotedabove,AntonySmith,asincomingCFO,willnotparticipateintheFY2026 bonus. Laurence Keen will not be eligible for a bonus in respect of services provided as CFO during FY2026.Instead,hewillparticipateinaFY2026 bonus for his role as CEO of our Canadian business. The maximum LTIP award opportunity for FY2026 remains at 150 per cent of salary for the CEO and 100% of salary for the CPO. Asnotedabove,themaximum LTIPopportunityforAntonySmith,asincomingCFO,is100 per cent of salary. It is intended that Laurence Keen continues to participate in the LTIP in his role as CEO of our Canadian business,withanawardopportunitysetcommensuratewiththatrole. The FY2026 bonus outcomes will again be determined based on the achievement of a scorecardoffinancialandnon-financialtargets.70%willbebasedonGroupadjustedPBT pre-IFRS 16 basis (a change from the FY2025bonuswhichwasbasedonGroupadjusted EBITDApre-IFRS 16). The Committee considers PBTamoreappropriateprofitbased performancemetric,asittakesintoaccountbothcoreoperationalefficiencyandeffective assetmanagement,andiscloseralignedtoshareholdervalue.Theremaining30% will bebasedonequallyweightednon-financialmeasurescomprisingcustomersatisfaction (measuredbasedonGroupOverallBlendedIndex),people(basedonteammember engagement) and safety. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 91 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Report of the Remuneration Committee continued Performancetargetsareconsideredcommerciallysensitiveandtherefore,inlinewithour usualpractice,actualtargets,performanceagainstthem,andtheresultingawardswillbe disclosed in the FY2026 Annual Report. FY2026 LTIPawardswillbesubjecttoadjustedEPS (70%ofaward),relativeTSR (10% of award),returnoncentreinvestedcapital(10% of award) and carbon emissions reduction (10% of award). The metrics and weightings which will apply to the FY2026 LTIP are set out on page 106,andfulldetailsofthetargetswillbeannouncedatthetimethattheawards are granted. Stakeholder engagement TheCommitteeisregularlyupdatedonthepayandbenefitsarrangementsforteam members across the Group and takes into account colleague remuneration as part of its reviewofexecutiveremuneration.Engagementwiththeworkforceonremunerationmatters, includingtoexplainhowexecutivepayisalignedwiththewidercompanypaypolicy,is conducted through engagement sessions led by the CEO and COO and the wider team engagement survey. Long-term incentive plan rules Our LTIP and all employee Save as You Earn (SAYE) scheme rules are approaching the end of theirten-yearlife.Accordingly,newsetsofLTIP and SAYE rules will be put to shareholders for approval at the 2026 AGM. No material changes are proposed to the key terms of the rules. A summary of the key terms will be included in the Notice of AGM. Annual General Meeting OnbehalfoftheBoard,I would like to thank shareholders for their continued support. I am always happy to hear from the Company’s shareholders. You can contact me via the Company Secretary if you have any questions on this report. Julia Porter Chair of the Remuneration Committee 15 December 2025 Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 92 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Report of the Remuneration Committee continued AspartofitsoversightoftheRemunerationPolicy,theCommitteehasconsideredthefactors set out in provision 40 of the 2018 version of the UK Corporate Governance Code (which continued to apply to the Company for FY2025).Inourview,theproposedPolicyaddresses those factors as set out below: Factor How addressed Clarity Remuneration arrangements should be transparent and promote effective engagement with shareholders and the workforce. We aim to ensure that our remuneration disclosures are clear and transparent. Remuneration outcomes are set out in a consistent formateachyear,withdetailonbonusandLTIP performance measures and targets. Our full Remuneration Policy is set out in our FY2024AnnualReport,whichisavailableonthe Company’s website. We engaged with shareholders prior to the approval of the Remuneration Policy at the 2025 AGM,andtheCommittee receivesregularupdatesonworkforcepayandbenefitsduring the course of its activity. Simplicity Remuneration structures should avoid complexity and their rationale and operation should be easy to understand. Ourremunerationstructureiscomprisedoffixedandvariable remuneration,withtheperformanceconditionsforvariable elementsclearlycommunicatedto,andunderstoodby, participants. The LTIP provides a clear mechanism for aligning ExecutiveDirectorandshareholderinterests,andthediversity of measures in both the annual bonus and LTIP scheme allows forclearalignmentwithourstrategicpillars,ratherthanreliance solelyonearnings-basedmeasures.Non-financialmeasures within the annual bonus also ensure our Executive Directors and wider team members are incentivised based on key operational KPIs across the Group. Risk Remuneration arrangements should ensure reputational and other risks from excessive rewards,andbehaviouralrisks thatcanarisefromtarget- basedincentiveplans,are identifiedandmitigated. The Remuneration Policy and relevant scheme rules provide discretiontotheCommitteetoreduceawardlevels,andawards aresubjecttomalusandclawbackdecisions.TheCommittee alsohasoverridingdiscretiontoreduceawardswhereout-turns arenotafairandaccuratereflectionofbusinessperformance. Predictability The range of possible values of rewards to individual Directors,andanyotherlimitsor discretions,shouldbeidentified and explained at the time of approving the Policy. TheRemunerationPolicyoutlinesthethreshold,targetand maximum levels of pay that Executive Directors can earn in any givenyearoverthethree-yearlifeoftheRemunerationPolicy. Factor How addressed Proportionality The link between individual awards,thedeliveryofstrategy, andthelong-termperformance of the Company should be clear. Outcomes should not reward poor performance. Variable,performance-relatedelementsrepresentasignificant proportion of the total remuneration opportunity for our Executive Directors.TheCommitteeconsiderstheappropriatefinancialand non-financialperformancemeasureseachyeartoensurethat there is a clear link to strategy. The Committee is able to exercise discretion to reduce awards if necessary to ensure that outcomes areafairandaccuratereflectionofholisticbusinessperformance. Alignment to culture Incentive schemes should drive behaviours consistent with the Group’spurpose,values,and strategy. The Committee seeks to ensure that performance measures under the annual bonus scheme incentivise behaviours consistentwiththeGroup’sculture,purpose,andvalues.The LTIP clearly aligns the Executive Directors’ interests with those of shareholders,ensuringafocusondeliveringagainststrategyto generatelong-termvalueforshareholders. TheRemunerationCommitteemetonfiveoccasionsduringtheyearandhasmettwice sincetheyearend,anddiscussedthetopicssetoutinthetablebelow: Activities of the Committee during the year to 30 September 2025 Oct Dec Ma June Sept Review of FY2024 performance and the formulaic bonusoutcome,andapprovalofDirectors’bonuses for FY2024 Review/approval of Directors’ bonus KPIs/targets for FY2025 and FY2025 pay Review/agree FY25 LTIP performance targets Remuneration Policy (recommendation for shareholder approval) Agree approach to FY2026 bonus targets Agree approach to FY2026 LTIP performance targets Approve FY2025 Executive Director salaries Review/agreeshareplanawards,vestingsand dilution Review of Directors’ Remuneration Report (including to ensure compliance with the Remuneration Reporting Regulations) Consideration of pay and conditions across the Group Update on market practice/benchmarking Review of 2025 AGM and proxy advisory comments Review of the Committee’s terms of reference Discussion of Committee evaluation results Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 93 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Annual report on remuneration Single total figure of remuneration (audited) Executive Directors (audited) ThetablebelowsetsoutthesingletotalfigureofremunerationandbreakdownforeachExecutiveDirectorinrespectofFY2025.ComparativefiguresforFY2024 have been provided. Figures provided have been calculated in accordance with the UK disclosure requirements. Name Salary £’000 Benefits 1 £’000 Pension £’000 Bonus £’000 LTIP £’000 2,3 Total £’000 Total fixed pay £’000 Total variable pay £’000 Stephen Burns 2025 479.4 29.2 24.0 451.1 735.4 1,719.1 532.6 1,186.5 2024 465.4 27.6 23.3 465.4 539.5 1,521.2 516.3 1,004.9 Laurence Keen 2025 314.2 29.0 15.7 295.7 482.0 1,136.6 358.9 777.7 2024 305.0 27.5 15.3 305.0 350.3 1,003.1 347.8 655.3 MelanieDickinson 2025 186.0 11.4 9.3 116.7 190.2 513.6 206.7 306.9 2024 180.6 10.2 9.0 180.6 209.3 589.7 199.8 389.9 1 Benefitsincludeprivatemedicalinsuranceandcarallowance,andtheintrinsicvalueofSAYEawardsgrantedintheyear. 2 The2024LTIPfigureswerecalculatedbasedonthethree-monthaveragesharepricetotheendofFY2024,plusthevalueofdividendequivalentsfortheperiodfromthe2022LTIPgrantto30September2024.The2024LTIPfigureinthe tableabovehasthereforebeenadjustedtoreflecttheactualshareprice278pence(beingtheclosingsharepriceonthevestingdateof4February2025),andthevalueofdividendequivalentsuptothatdate.Thesharepricewas 243.5 pence at the grant date of 4 February 2022 and the share price therefore increased by 34.5 pence over the vesting period. The proportion of value disclosed in the above table attributable to share price appreciation is 12.4%. The Remuneration Committee did not exercise discretion in respect of the share price appreciation. 3 The2025LTIPfigureswerecalculatedbasedonthethree-monthaveragesharepriceto30September2025(249.32pence),plusthevalueofdividendequivalentsfortheperiodfromthe2023LTIPgrantto30September2025.Seepage 96fortheamountattributabletosharepriceappreciation.Theactualvaluethatvests,basedontheclosingpriceonthevestingdate,willbedisclosedinnextyear’sAnnualReport. Non-Executive Directors (audited) ThetablebelowsetsoutthesingletotalfigureofremunerationandbreakdownforeachNon-ExecutiveDirector: 2025 2024 Name Fees £’000 Taxable benefits £’000 Total £’000 Fees £’000 Taxable benefits £’000 Total £’000 Darren Shapland – Chair 1 (from 1 December 2024) 112.1 — 112.1 — — — Rachel Addison 60.1 — 60.1 61.1 — 61.1 Asheeka Hyde 2 (appointed 25 June 2025) 15.0 — 15.0 — — — Julia Porter 55.1 — 55.1 53.5 — 53.5 IvanSchofield 55.1 — 55.1 53.5 — 53.5 Peter Boddy 3 51.1 — 51.1 148.8 148.8 1 DarrenShaplandwaspaidthestandardNon-ExecutiveDirectorbasefeefromhisappointmentasaDirectoron1December2025untilthe2025AGM(30January2025)whenhesucceededPeterBoddyasChairoftheBoardandwas paidtheagreedNon-ExecutiveChairfeeforFY2025of£153.3kperannumfromthatdate. 2 Asheeka Hyde was appointed as a Director on 25 June 2025. 3 PeterBoddysteppeddownasaDirector(andChairoftheBoard)witheffectfromtheAGMon30January2025.Thetableaboveshowsthefeespaidtohimfrom1October2024untiltheAGMdate. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 94 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Annual report on remuneration continued Bonus awards (audited) The CEO and CFO were eligible to earn a bonus in respect of FY2025 of up to 150% of salary and the CPO was eligible to earn a bonus of up to 100% of salary. 70% of the award was based on GroupadjustedEBITDApre-IFRS 16targets,withtheremaining30%basedonnon-financialmeasurescomprising(i) customer satisfaction (measured based on Group Overall Blended Index) (ii) a people blended index; and (iii)asafetyscorecard.Detailsofthemeasures,andperformanceagainstthem,issetoutinthetablebelow: Performance targets Metric Weighting Threshold (25% of max) On target (50% of max) Maximum Actual % vesting % of max bonus opportunity GroupadjustedEBITDApre-IFRS 16 70% £65.36m £68.80m £72.24m £68.36m 46.8% 32.7% Average Group OBI 1 10% 61.9% 63.5% 65.0% 66.1% 100% 10% People blended index 2 10% 65% 75% 90% 100% 100% 10% Safety scorecard 3 10% 65% 75% 90% 100% 100% 10% Total 62.7% 1 ComprisingOverallSatisfaction(OSAT),mysteryshopscores(CEP)andCleaningSatisfaction(CSAT). 2 Comprising percentage of internal management appointments and employee engagement (by reference to Group rating in the Best Companies survey). 3 Comprisingaverageinternalcentreandfoodandbeverageauditscores(UKandCanadiancentres)andfoodanddrinkauditscores,andaverageEHOscoresforUKcentresonly. TheCommitteeconsidersthattheperformancetargetsweresetatstretchinglevels,withtheGroupadjustedEBITDApre-IFRS targets set taking into account the business plan and market conditions. The Committee reviewed the level of payout in the context of wider Group performance and the shareholder and wider stakeholder experience. As set out in the Annual Statement from the RemunerationCommitteeChair,theCommitteeiscomfortablethattheformulaicoutcomeisfairandappropriateinthiswidercontext. Asaresult,totalbonusesawardedtotheExecutiveDirectorsinrespectofFY2025andreflectedinthesinglefigureofremunerationtableabovewere£451,122toStephenBurns,£295,661 to Laurence Keen and £116,700toMelanieDickinson. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 95 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Annual report on remuneration continued Long-Term Incentive Plan vesting of FY2023 awards The LTIPvaluesincludedinthesingletotalfigureofremunerationtableforFY2025 relate to the FY2023 LTIP award. Awards with a face value of 150% of salary were granted to the CEO and CFO, and an award with a face value of 100% of salary was granted to the CPO on 31 January 2023.Followingathree-yearperformanceperiodendingon30 September 2025,awardsaredueto vest on 31 January 2026.Theperformancetargets,actualperformanceandoutturnaresetoutinthetablebelow: Measure Description Weighting Threshold Target Max Actual performance Vesting percentage against measure Vesting percentage of maximum opportunity AdjustedEPS 1,2 AdjustedEPSforthefinalyearofthe performance period – FY2025 70% 18.11p (25% payout) 19.06p (62.5% payout) 20.01p (100% payout) 21.51 100% 70.0% Return on centre invested capital 20% return on all centre invested capital (refurbsandnewcentres,excluding maintenance) 10% 18% return (50% payout) 20% return (75% payout) 22% return (100% payout) 24.4% 100% 10.0% UK emissions ratio for Scope 1 and Scope 2 UK intensity ratio (IR) of under 50 10% IR at 58 (50% payout) IR at 55 (75% payout) IR at 50 (100% payout) IR 52.9 86% 8.6% UK team member development 5% of UK team members progressed through internal development programmes 10% 4% (50% payout) 5% (75% payout) 6% (100% payout) 11% 100% 10.0% TOTAL % VESTING 98.6% 1 AdjustedEPSisdefinedasstatedintheGroup’saccountsandissubjecttosuchadjustmentsastheBoard,initsdiscretion,determinesarefairandreasonable. 2 Vestingonastraight-linebasisbetweenthresholdandtarget,andtargetandmaxperformance. NodiscretionwasusedbytheRemunerationCommittee,astheoutcomeisconsideredappropriateinthecontextofoverallbusinessperformance,furtherdetailofwhichissetoutinthe Annual Statement from the Remuneration Committee Chair. Thetablebelowshowsthenumberofsharesvestingbasedontheoutturnshownabove,andthevalueofdividendequivalentsfordividendspaidintheperiodbetweengrantoftheawards and 30 September 2025. Director Position 2023 LTIP Award Overall vesting % Number of share awards to vest Value of vested shares 1 Value of dividend equivalents 2 Total value (shown in Single Figure Table) Value attributable to share price appreciation Stephen Burns ChiefExecutiveOfficer 255,825 98.6% 252,243 £628,900 £106,522 £735,422 N/A Laurence Keen ChiefFinancialOfficer 167,665 98.6% 165,317 £412,173 £69,813 £481,986 N/A MelanieDickinson ChiefPeopleOfficer 66,179 98.6% 65,252 £162,688 £27,555 £190,243 N/A 1 Calculatedbasedonthethree-monthaveragesharepriceto30September2025(249.32pence). 2 Theactualvalueofdividendequivalentsisanestimateandwillbefinalisedatvesting,takingintoaccountanydividendsdeclaredbetween30September2025andthevestingdate. 3 Asthesharepriceatthegrantdateof31January2023(263.0pence)washigherthanthethreemonth-averagesharepriceto30September2025(249.32pence)usedtocalculatethevalueofawardsvesting,noamountofthevalue disclosedinthesinglefiguretableaboveisattributabletosharepriceappreciation.Theactualvaluethatvests,basedontheclosingpriceonthevestingdate,willbedisclosedinnextyear’sAnnualReport. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 96 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Annual report on remuneration continued Long-term incentives awarded in FY2025 (audited) Awards were made under the LTIP scheme on 31 January 2025.Thefollowingshareawardsweregrantedintheformofnil-costoptionsinaccordancewiththeRemunerationPolicy: Director Position Basis of award Face value Number of share awards granted Performance period Stephen Burns ChiefExecutiveOfficer 150% of salary £719,078 254,451 01/10/2024 to 30/09/2027 Laurence Keen ChiefFinancialOfficer 150% of salary £471,277 166,765 01/10/2024 to 30/09/2027 MelanieDickinson ChiefPeopleOfficer 100% of salary £186,015 65,823 01/10/2024 to 30/09/2027 Afive-dayaveragesharepricepriortograntof282.6 pence was used to calculate the number of awards granted. Thefollowingperformancetargets,whichweredisclosedintheDirectors’RemunerationReportlastyear,applytotheFY2025 LTIPawards.Vestingforallmeasuresoccursonastraight-line basisbetweenthresholdandtarget,andtargetandmaximumperformance: Measure Description Weighting Threshold Target Max AdjustedEPS 1 AdjustedEPSforthefinalyearoftheperformanceperiod–FY2027 70% 24.78 pence (25% payout) 26.08 pence (62.5% payout) 27.39 pence (100% payout) Relative Total Shareholder Return (TSR) Percentagechangeinsharepriceplusthevalueofdividendsinvestedontheex-dividenddateover the performance period compared with the constituents of the FTSE 250 (excluding investment trusts) 10% Ranked at median based on TSR performance (25% payout) N/A Ranked at or above upper quartile based on TSR performance (100% Payout) Return on centre invested capital 20% return on all centre invested capital (refurbs and new centres) 10% 18% return (25% payout) 20% return (62.5% payout) 22% return (100% payout) UK emissions ratio for Scope 1 and Scope 2 Intensity ratio (IR) 10% IR at 67 (25% payout) IR under 65 (62.5% payout) IR under 60 (100% payout) 1 AdjustedEPSisdefinedasstatedintheGroup’saccountsandissubjecttosuchadjustmentsastheBoard,initsdiscretion,determinesarefairandreasonable. Payments to past Directors (audited) No payments were made to past Directors in the year under review. Payments for loss of office (audited) Nopaymentsweremadeforlossofofficeintheyearunderreview. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 97 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Annual report on remuneration continued Statement of Directors’ shareholdings and share interests (audited) ThenumberofsharesoftheCompanyinwhichcurrentDirectorshadabeneficialinterest,anddetailsoflong-termincentiveinterestsasat30 September 2025 (or the date they stepped downfromtheBoard,ifearlier),aresetoutinthetablebelow: Outstanding scheme interests 30 September 2025 Beneficially owned shares 3 Unvested LTIP interests subject to performance conditions Scheme interests not subject to performance measures 1 Vested but unexercised scheme interests 2 Total shares subject to outstanding scheme interests As at 1 October 2024 As at 30 September 2025 4 Total of all scheme interests and shareholdings at 30 September 2025 Executive Directors Stephen Burns 748,638 4,380 — 753,018 3,105,709 3,218,099 3,971,117 Laurence Keen 490,650 4,350 — 495,000 1,323,322 1,387,724 1,882,724 MelanieDickinson 193,663 6,704 — 200,367 440,276 328,760 529,127 Non-Executive Directors Darren Shapland — — — — — 42,500 42,500 Rachel Addison — — — — — 25,000 25,000 Asheeka Hyde — — — — — 1,000 1,000 Julia Porter — — — — — 12,000 12,000 IvanSchofield — — — — 86,691 182,391 182,391 Peter Boddy 5 — — — — 539,839 679,839 679,839 1 Sharesave awards that have not vested. 2 LTIP awards that have vested but remain unexercised. 3 ShareinterestsofStephenBurns,LaurenceKeen,PeterBoddyandIvanSchofieldincludesharesheldbytheirconnectedpersons. 4 OrthedatetheDirectorsteppeddownfromtheBoard,ifearlier. 5 Stepped down from the Board on 30 January 2025. Asatthedateofapprovalofthisreport,theCompanyhasnotbeenadvisedofanychangestotheinterestsofDirectorsandtheirconnectedpersonsassetoutinthetableabove. Directors’ share ownership guidelines Shareholding requirements in operation at the Company are currently 200%ofbasesalary.Non-ExecutiveDirectorsarenotsubjecttoashareholdingrequirement. Director Shareholding requirement (percentage of salary) Current shareholding (percentage of salary) 1 Beneficially owned shares held as at 30 September 2025 Shareholding requirement met? Stephen Burns 200% 1,695% 3,218,099 Yes Laurence Keen 200% 1,115% 1,387,724 Yes MelanieDickinson 200% 446% 328,760 Yes 1 The share price of 252.5 pence as at 30 September 2025 has been used to calculate the current shareholding as a percentage of salary. Unvested LTIP shares and options do not count towards satisfaction of the shareholding guidelines. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 98 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Annual report on remuneration continued Executive Directors’ share plan interest movements during FY2025 (audited) The tables below set out the Executive Directors’ interests in the LTIP scheme and the Sharesave scheme. AwardsundertheSharesaveschemearenotsubjecttoanyperformanceconditions(otherthancontinuedemploymentonthevestingdate).TheLTIPawardsaresubjecttoperformance conditions as set out in the table on pages 96 and 97. Face values for LTIP awards are calculated by multiplying the number of shares granted during FY2025bytheaveragesharepriceforthefivebusinessdaysprecedingtheawards.Face value for the Sharesave scheme is calculated by reference to the exercise price of options granted. Date of award Vesting, exercise or release date 1 No. of shares/awards held as at 1 October 2024 Awarded 2 Exercised/vested Lapsed No. of shares/ awards held as at 30 September 2025 Grant/award price in pence (exercise price for Sharesave) Stephen Burns LTIP 04/02/2022 04/02/2025 164,015 23,955 187,970 — — — 31/01/2023 31/01/2026 255,825 — — — 255,825 — 30/01/2024 30/01/2027 238,362 — — — 238,362 31/01/2025 31/01/2028 — 254,451 — — 254,451 282.6 Sharesave 08/02/2022 01/02/2025 1,265 — — 1,265 — — 08/02/2023 01/02/2026 1,481 — — — 1,481 — 09/02/2024 01/02/2027 1,627 — — — 1,627 — 07/02/2025 01/02/2028 — 1,272 — — 1,272 290.0 Laurence Keen LTIP 04/02/2022 04/04/2025 106,503 15,555 122,058 — — — 31/01/2023 31/01/2023 167,665 — — — 167,665 — 30/01/2024 30/01/2027 156,220 — — — 156,220 — 31/01/2025 31/01/2028 — 166,765 — — 166,765 282.6 Sharesave 08/02/2022 01/02/2025 1,265 — — 1,265 — — 08/02/2023 01/02/2026 1,777 — — — 1,777 — 09/02/2024 01/02/2027 1,301 — — — 1,301 — 07/02/2025 01/02/2028 — 1,272 — — 1,272 290.0 Melanie Dickinson LTIP 04/02/2022 04/02/2025 63,643 9,295 72,938 — — 31/01/2023 31/01/2026 66,179 — — — 66,179 — 30/01/2024 30/01/2027 61,661 — — — 61,661 — 31/01/2025 31/01/2028 — 65,823 — — 65,823 282.6 Sharesave 08/02/2022 01/02/2025 1,898 — — 1,898 — — 08/02/2023 01/02/2026 2,222 — — — 2,222 — 09/02/2024 01/02/2027 1,301 — — — 1,301 — 07/02/2025 01/02/2028 — 3,181 — — 3,181 290.0 1 LTIPawardsaresubjecttoapost-vestingholdingperiodpursuanttowhichthesharesacquiredonexercise(otherthananysharessoldtosatisfyanytaxornationalinsuranceliability)mustberetainedforaperiodoftwoyears following the vesting date. 2 EitherLTIPsawardedintheperiod,orthenumberofdividendequivalentsharesonLTIPsvestedintheperiod. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 99 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements 0 20 40 60 80 100 120 140 160 180 200 220 240 260 280 Sep-16 Sep-17 Sep-18 Sep-19 Sep-20 Sep-21 Sep-22 Sep-23 Sep-24 Sep-25 Dec-16 Dec-17 Dec-18 Dec-19 Dec-20 Dec-21 Dec-22 Dec-23 Dec-24 Mar-17 Mar-18 Mar-19 Mar-20 Mar-21 Mar-22 Mar-23 Mar-24 Mar-25 Jun-17 Jun-18 Jun-19 Jun-20 Jun-21 Jun-22 Jun-23 Jun-24 Jun-25 Hollywood Bowl FTSE 250 Annual report on remuneration continued As noted on page 96,theperformancetargetsfortheLTIP award granted in FY2023 have been partially met. The awards will vest in January 2026. The targets that apply to the award granted in FY2025 are shown on page 97. Chief Executive Officer historical remuneration ThetablebelowsetsoutthetotalremunerationdeliveredtotheChiefExecutiveOfficeroverthelastnineyearssinceIPO,valuedusingthemethodologyappliedtothesingletotalfigureof remuneration: Chief Executive Officer 2025 2024 2023 2022 2021 2020 2019 2018 2017 Totalsinglefigure(£’000) 1,719.1 1,521.2 1,524.7 1,225.9 414.8 623.2 1,061.1 536.1 514.6 Annual bonus payment level achieved (percentage of maximum opportunity) 62.7% 100% 100% 100% 0% 0% 74.3% 68.1% 100% LTIP vesting level achieved (percentage of maximum opportunity) 98.6% 100% 100% 100% 0% 81% 100% N/A N/A Performance graph The graph below shows the total shareholder return (TSR) performance of an investment of £100 in Hollywood Bowl Group plc’s shares from its listing in September 2016 to the end of the year underreview,comparedwith£100 invested in the FTSE 250 Index over the same period. The FTSE 250 Index was chosen as the comparator because it represents the broad equity market index of which the Company was a constituent of during FY2025. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 100 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Annual report on remuneration continued Change in remuneration of Directors compared to Group employees Thetablebelowsetsoutthepercentagechangeinsalary,taxablebenefitsandannualbonussetoutinthesinglefigureofremunerationtables(onpage94) paid to each Director in respect of FY2021,FY2022,FY2023,FY2024 and FY2025 compared to that of the average change for employees in the Group as a whole. Executive Directors Non-Executive Directors All Group Employees 1 Steve Burns Laurence Keen Mel Dickinson Darren Shapland (from 1 December 2025) Rachel Addison Asheeka Hyde (from 23 June 2025) Julia Porter Ivan Schofield Peter Boddy (until 30 September 2025) Salary/fees FY2024–FY2025 3.0 3.0 3.0 N/A 3.0 N/A 3.0 3.0 N/A 8.8 (Change %) FY2023-FY2024 5.0 5.0 5.0 N/A 5.0 N/A 5.0 5.0 5.0 9.6 FY2022–FY2023 7.5 8.5 13.6 N/A N/A N/A N/A 6.5 4.7 7.4 FY2021–FY2022 5.0 5.3 — N/A N/A N/A N/A 11.3 11.3 10.9 FY2020–FY2021 0.2 0.2 — N/A N/A N/A N/A (1.6) (1.6) 4.2 Taxable benefits FY2024–FY2025 5.7 5.5 11.6 N/A N/A N/A N/A N/A N/A 78.0 (Change %) FY2023-FY2024 (6.6) 0.5 35.2 N/A N/A N/A N/A N/A N/A (6.2) FY2022–FY2023 (1.7) (1.7) 38.2 N/A N/A N/A N/A N/A N/A 50.5 FY2021–FY2022 1,100 1,074 — N/A N/A N/A N/A N/A N/A (25.0) FY2020–FY2021 (9.1) (2.4) — N/A N/A N/A N/A N/A N/A (2.5) Annual bonus FY2024–FY2025 (3.1) (3.0) (35.4) N/A N/A N/A N/A N/A N/A (13.3) (Change %) FY2023-FY2024 5.0 5.0 5.0 N/A N/A N/A N/A N/A N/A (27.8) FY2022–FY2023 7.5 8.5 7.5 N/A N/A N/A N/A N/A N/A (28.2) FY2021–FY2022 100 100 — N/A N/A N/A N/A N/A N/A 392.4 FY2020–FY2021 — — — N/A N/A N/A N/A N/A N/A 496.7 1 ForFY2022andFY2021thisreflectsthechangeinaveragepayforallUKGroupemployeesemployedinbothyears.ForFY2023onwardsthisreflectsallUKGroupemployeesemployedduringtherelevantyear. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 101 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Annual report on remuneration continued CEO pay ratio ThetablebelowshowstheratiobetweenthesingletotalfigureofremunerationoftheCEO for FY2025andthelowerquartile,medianandupperquartilepayofUK employees. Methodology 25th percentile ratio 50th percentile ratio 75th percentile ratio Year ended 30 September 2025 Option A 75 74 60 Year ended 30 September 2024 Option A 73 71 59 Year ended 30 September 2023 Option A 72 69 55 Year ended 30 September 2022 Option A 68 63 41 Year ended 30 September 2021 Option A 27 25 22 Year ended 30 September 2020 Option A 50 44 38 Total UK employee pay and benefits figures used to calculate the CEO pay ratio 25th percentile pay £’000 Median pay £’000 75th percentile pay £’000 Salary 22.2 22.4 26.8 Totalemployeepayandbenefits 22.8 23.3 28.6 Notes 1 TheGrouphaschosentheOptionAmethodologytopreparetheCEOpayratiocalculation,asthisisthemoststatisticallyrobustmethod,andisinlinewiththegeneralpreferenceofinstitutionalinvestors. 2 Asratioscouldbeundulyimpactedbyjoinersandleaverswhomaynotparticipateinallremunerationarrangementsintheyearofjoiningandleaving,theCommitteehasexcludedanyemployeenotemployedthroughoutthe financialyear. 3 Employeepaydataisbasedonfull-timeequivalent(FTE)payforUKemployeesasat30September2025.Foreachemployee,totalpayiscalculatedinlinewiththesinglefiguremethodology(i.e.fixedpayaccruedduringthefinancial yearandthevalueofperformance-basedincentiveawardsvestinginrelationtotheperformanceyear).Leaversandjoinersareexcluded.Employeesonmaternityorotherextendedleaveareincludedpro-ratafortheirFTEsalary, benefitsandshort-termincentives.Noothercalculationadjustmentsorassumptionshavebeenmade. 4 CEOpayisperthesingletotalfigureofremunerationfor2025,assetoutinthetableonpage94. Supporting information for the CEO pay ratio ThecalculationsusedtodeterminethesefiguresarereflectiveoftheGroup’spaypropositionacrosstheworkforce,asallpayelementshavebeenincludedtoensureequalcomparisons. ThepayratiohasincreasedslightlythisyearprimarilyduetothemajorityoftheCEO’s package being linked to performance related pay with the LTIP value being linked to share price performance. There has been no trend over the six years being reported with the pay ratio increasing in some years and decreasing in others. The Committee believes that the pay ratio is consistentwiththepay,reward,andprogressionpoliciesfortheUK employees taken as a whole. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 102 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Annual report on remuneration continued Relative importance of the spend on pay The table below sets out the relative importance of the spend on pay in FY2024 and FY2025comparedwithotherdisbursements.Allfiguresprovidedaretakenfromtherelevant Company accounts. Disbursements from profit in FY2025 £m Disbursements from profit in FY2024 £m Percentage change Profitdistributedbywayofdividend 20.83 26.18 (20.4%) Overall spend on pay including Executive Directors 65.5 59.4 10.3% Shareholder voting at General Meetings The following table shows the results of the advisory vote on the Directors’ Remuneration Report and the binding vote on our Remuneration Policy at our 2025 AGM: Approval of the Directors’ Remuneration Report (2025 AGM) Approval of the Directors’ Remuneration Policy (2025 AGM) Total number of votes % of votes cast Total number of votes % of votes cast For (including discretionary) 135,612,639 94.23 133,973,334 93.10 Against 8,297,119 5.77 9,928,671 6.90 Votes withheld 15,870 N/A 23,623 N/A External board appointments WhereBoardapprovalisgivenforanExecutiveDirectortoacceptanoutsidenon-executivedirectorship,theindividualisentitledtoretainanyfeesreceived.StephenBurnsisNon-Executive Chair of The Inn Collection for which he receives an annual fee of £76,500. Composition and terms of reference of the Remuneration Committee TheBoardhasdelegatedtotheRemunerationCommittee,undertheagreedtermsofreference,responsibilityfortheRemunerationPolicyandfordeterminingspecificremuneration packagesfortheChair,ExecutiveDirectorsandsuchothersenioremployeesoftheGroupastheBoardmaydeterminefromtimetotime.ThetermsofreferencefortheRemuneration Committeewerereviewedduringtheyear,andareavailableontheCompany’swebsite,www.hollywoodbowlgroup.com,andfromtheCompanySecretaryattheregisteredoffice. AllmembersoftheRemunerationCommitteeareNon-ExecutiveDirectors.TheRemunerationCommitteereceivesassistancefromtheChair,CEO,CFO,CPOandCompanySecretary, whoattendmeetingsbyinvitation,exceptwhenissuesrelatingtotheirownremunerationarebeingdiscussed.TheRemunerationCommitteemetfivetimesduringtheyear.Allmembers attended each meeting. Advisers to the Remuneration Committee Duringthefinancialyear,theCommitteereceivedadvicefromDeloitteonallaspectsoftheRemunerationPolicyfortheExecutiveDirectorsandmembersoftheexecutiveteam. TheRemunerationCommitteeissatisfiedthattheadvicereceivedfromDeloitteduringtheyearwasobjectiveandindependent.DeloitteisamemberoftheRemunerationConsultants Group,withthevoluntarycodeofconductofthatbodydesignedtoensurethatobjectiveandindependentadviceisgiventoremunerationcommittees. During the year to 30 September 2025,feesof£36,240 were paid to Deloitte for its advice to the Committee. Otherthaninitsroleasremunerationadviser,DeloittehasnootherconnectionwiththeCompanyoranyindividualDirectors. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 103 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Summary of remuneration policy and implementation in FY2026 Summary of Remuneration Policy and Implementation in FY2026 The key features of the Directors’ Remuneration Policy approved by shareholders at our 2025 AGM,andtheintendedimplementationofthepolicyinFY2026,aresummarisedbelow.Thefull PolicycanbefoundontheCompany’swebsite,www.hollywoodbowlgroup.com,inthe“Investors”section,under“Reportsandpresentations”,inourFY2024 Annual Report. Element Operation Opportunity Implementation for FY2026 Base salary Base salaries are normally reviewed annually. When determining anappropriatelevelofbasesalary,theCommitteeconsiders: remuneration practices within the Company; the Executive Directorsexperience,responsibilitiesandperformance;thegeneral performance of the Company; salary levels within companies of a similarsizeand/orcomplexity;andtheeconomicenvironment. Base salaries will normally increase with reference to the wider employee workforce. Increases above this level may be awarded in certaincircumstancesincluding,butnotlimited to: where there has been an expansion in role or responsibility;toreflectanExecutiveDirector’s development or performance in role (e.g. to align a new hire’s salary with the market over time); where thereisasignificantchangeintheGroup’ssizeand/ or complexity; or where the current salary level has fallen behind the market over time. The Executive Director salaries for FY2026 (effective from 1 October 2025) are set out below. The overall average pay increase for the wider workforce in FY2025 (effective from 1 April 2025) was 6.7%. Executive Director FY26 salary FY25 salary % increase Stephen Burns £488,974 £479,386 2% Laurence Keen £320,469 £314,185 2% MelanieDickinson £189,738 £186,018 2% Antony Smith will be appointed on a base salary of £320,000 per annum. Benefits TheExecutiveDirectorsreceivebenefitswhichinclude,butarenot limitedto,familyprivatehealthcover,deathinservicelifeassurance, incomeprotection,insurance,carallowance,andtravelexpensesfor business related travel (including tax if any). The maximum will be set at the cost of providing the benefitsdescribed. NochangestobenefitsprovisionforFY2026. Pension The Committee retains discretion to provide pension funding in the form of a salary supplement or a direct contribution to a pension scheme. The maximum Company contribution to pension funding for Executive Directors is aligned with the contributionavailabletothemajorityofthewider employee workforce (currently 5 per cent of base salary). No changes to pension provision for FY2026. The Executive Directors will receive a salary supplement or a direct contribution to a pension scheme equal to 5% of salary. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 104 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Summary of remuneration policy and implementation in FY2026 continued Element Operation Opportunity Implementation for FY2026 Annual bonus The Committee will determine the bonus payable after the year end basedontheachievementofascorecardoffinancialandnon- financialmetrics,withatleasthalfofthebonusbeingbasedon financialperformance. TheCommitteehasdiscretiontoadjustthevestingoutcomeifitisnot deemedtobeafairandaccuratereflectionofbusinessperformance, the performance of the individual or the experience of shareholders or other stakeholders over the performance period. WhereanExecutiveDirectorhasmettheshareholdingguideline, normally the amount earned will be paid fully in cash. Where an ExecutiveDirectorhasnotmettheshareholdingguideline,normally 50% of the amount earned will be paid in cash and 50% deferred into shares which vest after two years. The Committee may award dividend equivalents on deferred share awards to the extent they vest. Malusandclawbackprovisionswillapply. The maximum bonus opportunity is up to 150% of basesalaryinrespectofafinancialyear. Up to 25% of maximum may be earned for threshold performance,with100% earned for maximum performance. The maximum bonus opportunity for the CEO will be 150percentofsalary,andfortheCPO 100% of salary respectively. AntonySmith,asincomingCFO,willnotparticipatein the FY2026 bonus. Laurence Keen will not be eligible for a bonus in respect of services provided as CFO during FY2026.Instead,hewillparticipateinaFY2026 bonus for his role as CEO of our Canadian business. The agreed measures and weightings for the FY2026 annual bonus are as follows: • Groupadjustedprofitbeforetax(preIFRS 16)(70%) • Customersatisfaction,measuredbasedonGroup Overall Blended Index (10%) • TeamMemberengagement • Safety scorecard (10%) The Committee considers that the detailed performance targets for the FY2026 annual bonus awards are commercially sensitive and that disclosing precise targets for the annual bonus plan in advance would not be in shareholder interests. Actual targets,performanceagainstthem,andtheresulting awards will be disclosed in the FY2026 Annual Report so that shareholders can fully assess the basis for any payouts under the annual bonus plan. Long-term incentives Awardsaregrantedannuallyintheformofnil-costoptionsor conditionalawardsofshares.Thesewillvestattheendofathree- yearperiodsubjecttotheExecutiveDirectors’continuedemployment at the date of vesting and the achievement of the performance metrics. Afurthertwo-yearholdingperiodwillapplypostvesting. At least half of the LTIPawardswillbesubjecttofinancialperformance metrics,withthebalancebasedonnon-financialmetrics. TheCommitteehasdiscretiontoadjustthevestingoutcomeifitisnot deemedtobeafairandaccuratereflectionofbusinessperformance, the performance of the individual or the experience of shareholders or other stakeholders over the performance period. The Committee may award dividend equivalents on awards to the extent they vest. Malusandclawbackprovisionswillapply. The maximum LTIP opportunity is up to 200% of base salaryinrespectofafinancialyear. Up to 25% of maximum may vest for threshold performance,with100% vesting for maximum performance. The maximum opportunity for FY2026 LTIP awards will be 150% of salary for the CEO,and100% of salary for the CPO and incoming CFO. The awards will vest three years after grant and will be subjecttoafurthertwo-yearholdingperiod. LTIPawardswillbesubjecttothefollowing performance metrics: • AdjustedEPS (70%) • Relative Total Shareholder Return (10%) • Return on centre invested capital (10%) • UK Emissions ratio for Scope 1 and Scope 2 (10%) The targets for the FY2026 LTIP awards are set out below. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 105 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Summary of remuneration policy and implementation in FY2026 continued Long-term incentive performance targets for FY2026 The following performance targets will apply to the FY2026 LTIP awards: Measure Description Weighting Targets Adjusted EPS 1 AdjustedEPSforthefinalyearoftheperformanceperiod–FY2028 70% DetailsoftheThreshold,OnTargetandMaximum targets for each measure will be disclosed in the announcement to be made when the awards are granted. Relative Total Shareholder Return (TSR) Percentage change in share price plus the value of dividends invested on the ex dividend date over the performance period compared with a FTSE 250 comparator group (excluding investment trusts) 10% Return on centre invested capital EBITDApre-IFRS 16returnonallcentreinvestedcapital(refurbsandnewcentres),excludingmaintenance. 10% Emissions ratio for Scope 1 and Scope 2 UK intensity ratio (IR) 10% 1 AdjustedEPSisdefinedasstatedintheGroup’saccountsandissubjecttosuchadjustmentsastheBoard,initsdiscretion,determinesarefairandreasonable.Vestingoccursonastraight-linebasisbetweenthresholdandtarget,and target and max performance. TheCommitteebelievesthesetargetstobestretchinginthecontextofthebusinessplan,analystconsensusforecastsandthewidereconomicenvironment. Chair and Non-Executive Directors ThesummarytablebelowsetsouttheremunerationpackagefortheChairandNon-ExecutiveDirectors. Operation Implementation for FY2026 Chair and Non- Executive Directors The remuneration of the Chair is considered by the Remuneration Committee and recommendedtotheBoard.TheremunerationforNon-ExecutiveDirectorsissetbythe ExecutiveDirectorsandNon-ExecutiveChair. TheChairandNon-ExecutiveDirectorsarepaidabasefee.Additionalfeesmaybepaid foradditionalresponsibilitiesincluding,butnotlimitedto,chairingcommitteesandSenior Independent Director responsibilities. Fees are set with reference to the time commitment and responsibilities expected of the roles and the market rate. FeeincreasesfortheChairandNon-ExecutiveDirectorswillnormallybeconsidered taking into account the general rise in salaries across the wider employee workforce. Increasesabovethislevelmaybeawardedincertaincircumstancesincluding,but not limited to: where there has been a material change in time commitment and/or responsibilities;wherethereisasignificantchangeintheGroup’ssizeand/orcomplexity; or where there has been a material change in market practice. TheChairandNon-ExecutiveDirectorsmaybeeligibletoreceivebenefitslinkedtothe performanceoftheirdutiesincluding,butnotlimitedto,travelcosts. TheChairandNon-ExecutiveDirectorsdonotparticipateinanyvariableremunerationor benefitsarrangements. The Committee approved an increase to the Chair’s fee of 2.0% to £156,362 with effect from 1 October 2025. TheExecutiveDirectorsandNon-ExecutiveChairapprovedtheincreaseoffeesforthe Non-ExecutiveDirectorsby2.0% with effect from 1 October 2025. As set out in the Remuneration Policy approved at the 2025 AGM,theBoardintroducedan additional fee of £5,000 per annum payable to the Chair of the Audit Committee and Chair of the Remuneration Committee. The additional fees were not implemented in FY2025,but the Board has determined that they will be implemented from 1 October 2025. FY2026 FY2025 Chair fee £156,362 £153,296 NED base fee £56,209 £55,106 Senior Independent Director £5,000 £5,000 Audit Committee Chair £5,000 £5,000 Remuneration Committee Chair £5,000 £5,000 On behalf of the Board Julia Porter Chair of the Remuneration Committee 15 December 2025 Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 106 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Directors’ report The Directors present their report for the year ended 30 September 2025. AdditionalinformationwhichisincorporatedbyreferenceintothisDirectors’Report,including information required in accordance with the Companies Act 2006 and UKLR6.6.1 of the Financial Conduct Authority’s UK Listing Rules (UKLR),canbelocatedasfollows: Disclosure Location Future business developments Strategic Report – pages 3 to 55 Greenhouse gas emissions Sustainability – pages 38 to 41 People,cultureandemployeeengagement Sustainability – pages 18 and 31 to 32 Financialriskmanagementobjectivesand policies (including hedging policy and use of financialinstruments) Note 30 to the Financial Statements – pages 149 and 150 Exposuretopricerisk,creditrisk,liquidityrisk andcashflowrisk Details can be found on pages 42 to 49 of the Strategic Report and note 30 to the Financial Statements Detailsoflong-termincentiveschemes Annual report on remuneration – pages 94 to 106 Directors’ responsibilities statement Page 110 Directors’ interests Details can be found on page 98 of the Annual report on remuneration s172 Statement Details can be found on pages 50 to 53 of the Strategic Report Stakeholder engagement in key decisions Details can be found on pages 50 to 53 Directors TheDirectorsoftheCompanywhoheldofficeduringtheyearare: Darren Shapland (appointed 1 December 2024,Non-ExecutiveChairfrom30 January 2025) StephenBurns(ChiefExecutiveOfficer) LaurenceKeen(ChiefFinancialOfficer) MelanieDickinson(ChiefPeopleOfficer) RachelAddison(Non-ExecutiveDirector) AsheekaHyde(Non-ExecutiveDirector)(appointed23 June 2025) JuliaPorter(Non-ExecutiveDirector) IvanSchofield(Non-ExecutiveDirector) PeterBoddy(Non-ExecutiveChair)(steppeddownon30 January 2025) TherolesandbiographiesoftheDirectorsinofficeasatthedateofthisreportaresetouton pages 67 and 68.TherehavebeennochangestotheDirectorsbetweentheyear-endand the date of this report. The appointment and replacement of Directors is governed by the Company’sArticlesofAssociation(asdetailedbelow),theUK Corporate Governance Code and the Companies Act 2006. Articles of Association The rules governing the appointment and replacement of Directors are set out in the Company’s Articles of Association. The Articles of Association may be amended by a special resolution of the Company’s shareholders. A copy of the Articles of Association can be found on the Company’s website: www.hollywoodbowlgroup.com/investors/ corporate-governance. Results and Dividend The results for the year are set out in the consolidated income statement on page 118. TheDirectorsrecommendthepaymentofafinaldividendof9.18 pence per share on 20 February 2026 (with a record date of 30 January 2026)subjecttoapprovalattheAGM on 29 January 2026. Share Capital DetailsoftheCompany’ssharecapital,includingchangesduringtheyear,aresetoutin note 23 to the Financial Statements. As at 30 September 2025,theCompany’ssharecapital consisted of 166,851,906 ordinary shares of one pence each. Ordinaryshareholdersareentitledtoreceivenoticeof,andtoattendandspeakat,any generalmeetingoftheCompany.Onashowofhands,everyshareholderpresentinperson or by proxy (or being a corporation represented by a duly authorised representative) shall haveonevote,andonapolleveryshareholderwhoispresentinpersonorbyproxyshall have one vote for every share of which he or she is the holder. The Notice of Annual General Meetingspecifiesdeadlinesforexercisingvotingrightsandappointingaproxyorproxies. OtherthanthegeneralprovisionsoftheArticlesofAssociation(andprevailinglegislation), therearenospecificrestrictionsonthesizeofaholdingoronthetransferoftheordinary shares. The Directors are not aware of any agreements between holders of the Company’s shares that may result in the restriction of the transfer of securities or of voting rights. No shareholder holds securities carrying any special rights or control over the Company’s share capital. SharesheldbytheCompany’sEmployeeBenefitTrustrankparipassuwiththesharesin issueandhavenospecialrights,butvotingrightsandrightsofacceptanceofanyoffer relating to the shares rest with the plan’s Trustees and are not exercisable by employees. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 107 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Directors’ report continued Authority for the company to purchase its own shares Subjecttoauthorisationbyshareholderresolution,theCompanymaypurchaseitsown shares in accordance with the Companies Act 2006. Any shares which have been bought back may be held as treasury shares or cancelled immediately upon completion of the purchase. At the Company’s AGM held on 30 January 2025,theCompanywasgenerallyand unconditionally authorised by its shareholders to make market purchases (within the meaning of section 693 of the Companies Act 2006) of up to a maximum of 17,208,385 of its Ordinary shares. On 18 February 2025,theCompanyannouncedaShareBuybackProgrammeofupto£10m pursuant to which it bought back and cancelled a total of 3,762,176 of its Ordinary shares (with a nominal value of £37,621.76) for a total consideration of £10m. On 7 July 2025,the Company announced a further Share Buyback Programme of up to £5m pursuant to which it bought back and cancelled a total of 2,002,158 of its Ordinary shares (with a nominal value of £20,021.58) for a total consideration of £5m. Accordingly,theCompanyhasanunexpiredauthoritytopurchaseupto11,444,051 Ordinary shares with a nominal value of £114,440.51. Directors’ interests ThenumberofOrdinarysharesoftheCompanyinwhichtheDirectorswerebeneficially interested as at 30 September 2025 are set out in the Annual Report on Remuneration on page 98. Directors’ indemnities TheCompany’sArticlesofAssociationprovide,subjecttotheprovisionsofUKlegislation,an indemnityforDirectorsandofficersoftheCompanyandtheGroupinrespectofliabilities they may incur in the discharge of their duties or in the exercise of their powers. Directors’ and Officers’ Liability Insurance Directors’andofficers’liabilityinsurancecoverismaintainedbytheCompanyandisinplace in respect of all the Company’s Directors at the date of this report. The Company reviews its level of cover on an annual basis. Compensation for Loss of Office The Company does not have any agreements with any Executive Director or employee that wouldprovidecompensationforlossofofficeoremploymentresultingfromatakeover except that provisions of the Company share schemes may cause options and awards outstanding under such schemes to vest on a takeover. Further information is provided in our Directors’ Remuneration Policy on page 104. Service agreements and letters of appointment EachoftheExecutiveDirectors’serviceagreementsisforarollingterm,andmaybe terminated by the Company or the Executive Director by giving six months’ notice. Name Position Date of service agreement Notice period by Company and Director Stephen Burns CEO 24 June 2016 6 months Laurence Keen CFO 24 June 2016 6 months MelanieDickinson CPO 21 October 2021 6 months TheNon-ExecutiveDirectorsoftheCompany(includingtheChair)donothaveservice contracts,rathertheyareappointedbylettersofappointment. Theirtermsaresubjecttotheirre-electionbytheCompany’sshareholdersattheAGM scheduled to be held on 29 January 2026andtore-electionatanysubsequentAGM at whichtheNon-ExecutiveDirectorsstandforre-election. ThedetailsofeachNon-ExecutiveDirector’scurrenttermsaresetoutbelow: Name Date of appointment Commencement current term Unexpired term at 16 December 2026 Darren Shapland 1 December 2024 1 December 2024 2years,0 months Rachel Addison 1 September 2023 1 September 2023 9 months Asheeka Hyde 23 June 2025 23 June 2025 2years,6 months Julia Porter 1 September 2022 1 September 2025 2years,9 months IvanSchofield 1 October 2017 1 October 2023 10 months Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 108 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements 108 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Directors’ report continued Significant Interests Thetablebelowshowstheinterestsinshares(whetherdirectlyorindirectlyheld)notified to the Company in accordance with the Disclosure Guidance and Transparency Rules as at 30 September 2025 and 15 December 2025 (being the latest practicable date prior to publication of the Annual Report): At 30 September 2025 At 15 December 2025 Name of shareholder Number of ordinary shares of 1 pence each held Percentage of total voting rights held Number of ordinary shares of 1 pence each held Percentage of total voting rights held Aberdeen Group plc 16,701,684 10.00% 16,701,684 10.00% FMR LLC 9,438,500 5.66% 9,438,500 5.66% Schroders plc 9,092,419 5.44% 9,092,419 5.44% JPMorganAssetManagement Holdings Inc. 8,732,438 5.23% 8,732,438 5.23% GreshamHouseAssetManagement 8,682,128 5.20% 8,682,128 5.20% AmeripriseFinancial,Inc.andits group (Columbia Threadneedle) 8,546,984 5.12% 8,546,984 5.12% Slater Investments Limited 8,404,904 5.04% 8,325,580 4.99% MetronomeCapitalLLP 8,401,730 5.03% 8,401,730 5.03% Employee involvement and policy regarding disabled persons The Group actively encourages employee involvement and consultation and places emphasisonkeepingitsemployeesinformedoftheGroup’sactivitiesandfinancial performancebysuchmeansasemployeebriefingsandpublication(viatheGroup’s intranet) to all staff of relevant information and corporate announcements. The Group also publishes a weekly staff bulletin. Regular updates on team member engagement activity are providedtotheBoardbytheChiefExecutiveOfficer,ChiefPeopleOfficerandChiefOperating Officer.Theseincludedfeedbackfromregularteammemberengagementsessions, operationaltrainingandinductionsessions.Furtherinformationaboutemployees,including howtheyareincentivised,canbefoundintheSustainabilitysectiononpages31 and 32. Applicationsforemploymentbydisabledpersonsarealwaysfullyconsidered,bearingin mind the aptitudes of the applicant concerned. In the event of a member of staff becoming disabled,everyeffortismadetoensurethattheiremploymentwiththeGroupcontinuesand thatappropriatetrainingisarranged.ItisthepolicyoftheGroupthatthetraining,career developmentandpromotionofadisabledmemberofstaffshould,asfaraspossible,be identical to that of other employees. Branches Outside the UK As at 30 September 2025,theCompanyhas15centresandasupportoffice(inToronto) in Canada. Political Donations The Company did not make any political donations during the year. Change Of Control – Significant Agreements Thereareanumberofagreementsthatmaytakeeffectafter,orterminateupon,achange ofcontroloftheCompany,suchascommercialcontracts,bankloanagreementsand propertyleasearrangements.Noneoftheseareconsideredtobesignificantintermsoftheir likely impact on the business as a whole. Audit Information EachoftheDirectorsatthedateoftheapprovalofthisreportconfirmsthat: • sofarastheDirectorisaware,thereisnorelevantauditinformationofwhichthe Company’s auditors are unaware; and • the Director has taken all the reasonable steps that he/she ought to have taken as a Director to make himself/herself aware of any relevant audit information and to establish that the Company’s auditors are aware of the information. Theconfirmationisgivenandshouldbeinterpretedinaccordancewiththeprovisionsof section 418 of the Companies Act 2006. Auditors KPMGhasindicateditswillingnesstocontinueinofficeandaresolutionseekingto re-appointKPMG will be proposed at the forthcoming AGM. Annual General Meeting The 2026 AGM of the Company will be held on 29 January 2026 at 9.30am. The notice conveningthemeeting,togetherwithdetailsofthebusinesstobeconsideredand explanatorynotesforeachresolution,willbepublishedseparatelyandwillbeavailableon the Company’s website and distributed to shareholders who have elected to receive hard copies of shareholder information. The Strategic Report on pages 3 to 64,theCorporategovernancereportonpages65 to 106andthisDirectors’Reporthavebeendrawnupandpresentedinaccordancewith, andinrelianceupon,applicableEnglishcompanylawandanyliabilityoftheDirectorsin connectionwiththesereportsshallbesubjecttothelimitationsandrestrictionsprovided by such law. By order of the Board Laurence Keen Chief Financial Officer 15 December 2025 Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 109 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Statement of Director’s responsibilities The Directors are responsible for preparing the Annual Report and the Group and parent Companyfinancialstatementsinaccordancewithapplicablelawandregulations. CompanylawrequirestheDirectorstoprepareGroupandparentCompanyfinancial statementsforeachfinancialyear.UnderthatlawtheyarerequiredtopreparetheGroup financialstatementsinaccordancewithUK-adoptedinternationalaccountingstandards andapplicablelawandhaveelectedtopreparetheparentCompanyfinancialstatements in accordance with UKaccountingstandardsandapplicablelaw,includingFRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland. UndercompanylawtheDirectorsmustnotapprovethefinancialstatementsunlessthey aresatisfiedthattheygiveatrueandfairviewofthestateofaffairsoftheGroupandparent CompanyandoftheGroup’sprofitorlossforthatperiod.InpreparingeachoftheGroupand parentCompanyfinancialstatements,theDirectorsarerequiredto: • select suitable accounting policies and then apply them consistently; • makejudgementsandestimatesthatarereasonable,relevant,andreliableand,in respectoftheparentCompanyfinancialstatementsonly,prudent; • fortheGroupFinancialStatements,statewhethertheyhavebeenpreparedinaccordance with UK-adoptedinternationalaccountingstandards; • fortheParentCompanyFinancialStatements,statewhetherapplicableUK accounting standardshavebeenfollowed,subjecttoanymaterialdeparturesdisclosedand explained in the Parent Company Financial Statements; • assesstheGroupandParentCompany’sabilitytocontinueasagoingconcern,disclosing, asapplicable,mattersrelatedtogoingconcern;and • use the going concern basis of accounting unless they either intend to liquidate the Group ortheParentCompanyortoceaseoperations,orhavenorealisticalternativebuttodoso. TheDirectorsareresponsibleforkeepingadequateaccountingrecordsthataresufficient toshowandexplaintheparentCompany’stransactions,anddisclosewithreasonable accuracyatanytimethefinancialpositionoftheparentCompanyandenablethem toensurethatitsfinancialstatementscomplywiththeCompaniesAct2006. They are responsible for such internal control as they determine is necessary to enable the preparationoffinancialstatementsthatarefreefrommaterialmisstatement,whetherdue tofraudorerror,andhavegeneralresponsibilityfortakingsuchstepsasarereasonably open to them to safeguard the assets of the Group and to prevent and detect fraud and other irregularities. Underapplicablelawandregulations,theDirectorsarealsoresponsibleforpreparinga Strategicreport,Directors’report,Directors’remunerationreportandcorporategovernance statement that comply with that law and those regulations. The Directors are responsible for the maintenance and integrity of the corporate and financialinformationincludedontheCompany’swebsite.LegislationintheUK governing thepreparationanddisseminationoffinancialstatementsmaydifferfromlegislationin otherjurisdictions. In accordance with Disclosure Guidance and Transparency Rule (DTR) 4.1.16R,thefinancial statementswillformpartoftheannualfinancialreportpreparedunderDTR 4.1.17R and 4.1.18R. Theauditor’sreportonthesefinancialstatementsprovidesnoassuranceoverwhetherthe annualfinancialreporthasbeenpreparedinaccordancewiththoserequirements. ResponsibilitystatementoftheDirectorsinrespectoftheannualfinancialreport Weconfirmthattothebestofourknowledge: • theFinancialStatements,preparedinaccordancewiththeapplicablesetofaccounting standards,giveatrueandfairviewoftheassets,liabilities,financialpositionandprofit or loss of the Company and the undertakings included in the consolidation taken as a whole; and • the Strategic report includes a fair review of the development and performance of the business and the position of the issuer and the undertakings included in the consolidation takenasawhole,togetherwithadescriptionoftheprincipalrisksanduncertaintiesthat they face. WeconsiderthattheAnnualReportandAccounts,takenasawhole,isfair,balancedand understandable and provides the information necessary for shareholders to assess the Group’spositionandperformance,businessmodelandstrategy. By order of the Board Stephen Burns Laurence Keen Chief Executive Officer Chief Financial Officer 15 December 2025 15 December 2025 ‘abv’ Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 110 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements 1. Our opinion is unmodified WehaveauditedthefinancialstatementsofHollywoodBowlGroupplc(‘theCompany’)for the year ended 30 September 2025 which comprise the Consolidated income statement andstatementofcomprehensiveincome,Consolidatedstatementoffinancialposition, Consolidatedstatementofchangesinequity,Consolidatedstatementofcashflows, Companystatementoffinancialposition,Companystatementofchangesinequity, Companystatementofcashflows,andtherelatednotes,includingtheaccountingpolicies in note 2. In our opinion: • thefinancialstatementsgiveatrueandfairviewofthestateoftheGroup’sandofthe parent Company’s affairs as at 30 September 2025andoftheGroup’sprofitforthe year then ended; • theGroupfinancialstatementshavebeenproperlypreparedinaccordancewith UK-adoptedinternationalaccountingstandards; • theparentCompanyfinancialstatementshavebeenproperlypreparedinaccordance with UKaccountingstandards,includingFRS 102,TheFinancialReportingStandard applicable in the UK and Republic of Ireland; and • thefinancialstatementshavebeenpreparedinaccordancewiththerequirementsof the Companies Act 2006. Basis for opinion We conducted our audit in accordance with International Standards on Auditing (UK) (“ISAs (UK)”)andapplicablelaw.Ourresponsibilitiesaredescribedbelow.Webelievethattheaudit evidencewehaveobtainedisasufficientandappropriatebasisforouropinion.Ouraudit opinion is consistent with our report to the audit committee. Wewerefirstappointedasauditorbythedirectorson2 June 2016. The period of total uninterruptedengagementisforthetenfinancialyearsended30 September 2025. Wehavefulfilledourethicalresponsibilitiesunder,andweremainindependentofthe Groupinaccordancewith,UK ethical requirements including the FRC Ethical Standard as appliedtolistedpublicinterestentities.Nonon-auditservicesprohibitedbythatstandard were provided. Overview Materiality:groupfinancial statements as a whole £2.4m (2024: £2.35m) 5.34% (2024: 4.9%)ofadjustedprofitbeforetax Key audit matters vs 2024 Recurring risks Valuationofproperty,plantandequipmentand rightofuseassetsrelatingtothemini-golfand combined-usecentres Recoverability of parent company investment in subsidiaries 2. Key audit matters: our assessment of risks of material misstatement Keyauditmattersarethosemattersthat,inourprofessionaljudgement,wereofmost significanceintheauditofthefinancialstatementsandincludethemostsignificant assessedrisksofmaterialmisstatement(whetherornotduetofraud)identifiedbyus, including those which had the greatest effect on: the overall audit strategy; the allocation of resources in the audit; and directing the efforts of the engagement team. We summarise below the key audit matters (unchanged from 2024),indecreasingorderofaudit significance,inarrivingatourauditopinionabove,togetherwithourkeyauditprocedures toaddressthosemattersand,asrequiredforpublicinterestentities,ourresultsfromthose procedures.Thesematterswereaddressed,andourresultsarebasedonprocedures undertaken,inthecontextof,andsolelyforthepurposeof,ourauditofthefinancial statementsasawhole,andinformingouropinionthereon,andconsequentlyareincidental tothatopinion,andwedonotprovideaseparateopiniononthesematters. Independent auditor’s report To the members of Hollywood Bowl Group plc Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 111 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements 2. Key audit matters: our assessment of risks of material misstatement continued The risk Our Valuation of property, plant and equipment and right of use assets relating to the golfing and combined-use centres Carryingamountofmini-golfand combined-usecentres(the“centres”) withinproperty,plantandequipment of £2.158m (2024: £3.156m) and right of use assets of £4.252m (2024: £8.125m). Included within impairment charge: Impairment charge related to the centres of £1.059mforproperty,plant and equipment (2024: £2.808m) and £1.229m for right of use assets (2024: £2.508m). Refer to page 86 (Audit Committee Report),pages127 and 128 (accounting policy) and page 137(financial disclosures). Forecast based assessment: TheGrouphassignificantproperty,plantandequipment (PPE),andrightofuseassetsrecognisedonitsconsolidated balance sheet. The estimated recoverable amount of these assets is subjectiveduetotheinherentuncertaintyinvolvedin forecastinganddiscountingfuturecashflows.Thekey assumptions used in the value in use (“VIU”)calculationsfor estimating the recoverable amount are expected revenues andcostsintheshort-termcashflowforecasts,thelong-term growth rate and the discount rate. The centres have performed below budget for four years resulting in material impairment charges being recorded in the three previous years. Followingtheimpairmentchargesrecordedinpreviousyears, the degree of estimation uncertainty associated with the value in use of the centres is reduced in the current year. In conductingourfinalauditwork,wehaveassessedthedegree of estimation uncertainty to be further reduced because of the additional impairment charges recorded in the current year. Assuch,thecarryingamountofthecentresarenolongerat ahighriskofsignificantmisstatementorsubjecttosignificant judgement.However,duetotheimpairmentchargesandthe relativesignificanceofthecarryingamountofthecentresto thefinancialstatementsandthetimeinvolvedinevaluating theimpairmentassessments,thisisconsideredtobethearea that had the greatest effect on our overall group audit. Thefinancialstatements(note12) disclose the impairment chargerecognisedforthecentres,alongwiththekey assumptions applied in the impairment assessment. We performed the detailed tests below rather than seek to rely on any of the group’s controls because the nature of the balance is such that we would expect to obtain audit evidence primarily through the detailed procedures described. Our procedures included: • Re-performance:Were-performedthecalculationsthatmanagementperformedindetermining the VIU of each cash generating unit and compared data used in the model against source information,whenapplicable. • Our experience:Forthecentreswhereindicationsofimpairmentexisted,weevaluatedthe assumptionsusedintheforecastsandplansbymanagement,inparticularthoserelatingtoEBITDA growth for the centres (revenue and costs). We also challenged management as to the achievability oftheirforecastsandbusinessplan,takingintoaccountthehistoricalaccuracyofpreviousforecasts, widermarketfactors(suchasmarketexpectationoftheGroup’sperformance)andotherspecific evidence to support the assumptions. • Benchmarking assumptions: We compared management’s assumptions to externally derived data inrelationtokeyassumptionssuchasrevenuegrowth,longtermgrowthrates,costinflationand discount rates. • Sensitivity analysis: We performed sensitivity analysis to stress test the key assumptions noted above,beingrevenuegrowth,thelongtermgrowthrate,costinflationanddiscountrates. • Assessing disclosures: We also assessed whether the Group’s disclosures about the sensitivity of the outcomeoftheimpairmentassessmenttochangesinkeyassumptionsreflectedtherisksinherentin the carrying amount of PPE and right of use assets for the cash generating units of the centres. Our results Wefoundthecarryingamountoftheproperty,plantandequipmentandrightofuseassetsofthe centrecashgeneratingunits,andtherelatedimpairmentcharge,tobeacceptable(2024: acceptable). Recoverability of parent Company’s investment in subsidiaries Investments of £96.9m (2024: £87.6m). Refer to page 154 (accounting policy) and page 156(financialdisclosures). Low Risk – High value: The carrying amount of the parent Company investments in subsidiaries represent 38% (2024: 52%) of the parent company’s total assets. Their recoverability is not at a high riskofsignificantmisstatementorsubjecttosignificant judgement.However,duetotheirmaterialityinthecontextof theparentCompanyfinancialstatements,thisisconsideredto be the area that had the greatest effect on our overall parent Company audit. We performed the detailed tests below rather than seeking to rely on any of the group’s controls because the nature of the balance is such that we would expect to obtain audit evidence primarily through the detailed procedures described. Our procedures included: • Tests of detail: Comparing the carrying amount of investments to the net assets of the relevant subsidiariesincludedwithintheGroupconsolidation,toidentifywhetherthenetassetvalue,being anapproximationoftheirminimumrecoverableamount,wasinexcessoftheircarryingamountof investmentsandassessingwhetherthosesubsidiarieshavehistoricallybeenprofit-making. • Comparing valuations: Where carrying amount of investments exceeded the net asset value of the relevantsubsidiary,comparingthecarryingamountofinvestmentswiththeexpectedvalueofthe business based on a value in use model for the subsidiary. Our results We found the Group’s assessment of the recoverability of the parent company’s investment in subsidiaries to be acceptable (2024: acceptable). Independent auditor’s report continued Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 112 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Intotal,weidentifiedninecomponents,havingconsideredtheGroup’soperationalandlegal structure,geographicallocationsandourabilitytoperformauditprocedurescentrally. 3. Our application of materiality and an overview of the scope of our audit Our application of materiality MaterialityfortheGroupfinancialstatementsasawholewassetat£2.4m (2024: £2.35m), determinedwithreferencetoabenchmarkofprofitbeforetaxadjustedforitemsdescribed below,of£0.6m of which it represents 5.34% (2024: £5.3m determined with reference to adjustedprofitbeforetax,ofwhichitrepresents4.9%).Theitemsweadjustedforin2025 were theimpairmentofproperty,plantandequipmentandrightofuseassetsdisclosedinnotes 12 and 13 respectively and insurance settlement disclosed in note 5.Weadjustedforthese items because we do not consider they represent the continuing operations of the group. MaterialityfortheparentCompanyfinancialstatementsasawholewassetat£1.05m (2024: £1.05m),determinedwithreferencetoabenchmarkofparentCompanytotalassets (2024: parent company total assets) of which it represents 0.41% (2024: 0.62%). Inlinewithourauditmethodology,ourproceduresonindividualaccountbalancesand disclosureswereperformedtoalowerthreshold,performancemateriality,soastoreduceto an acceptable level the risk that individually immaterial misstatements in individual account balancesadduptoamaterialamountacrossthefinancialstatementsasawhole. Performance materiality was set at 75% (2024: 75%)ofmaterialityforthefinancialstatements asawhole,whichequatesto£1.8m (2024: £1.76m) for the group and £0.79m (2024: £0.79m) for the parent Company. We applied this percentage in our determination of performance materiality because we did not identify any factors indicating an elevated level of risk. WeagreedtoreporttotheAuditCommitteeanycorrectedoruncorrectedidentified misstatements exceeding £120,000 (2024: £117,500),inadditiontootheridentified misstatements that warranted reporting on qualitative grounds. Overview of the scope of our audit Thisyear,weappliedtherevisedgroupauditingstandardinourauditoftheconsolidated financialstatements.Therevisedstandardchangeshowanauditorapproachesthe identificationofcomponents,andhowtheauditproceduresareplannedandexecuted across components. Inparticular,thedefinitionofacomponenthaschanged,shiftingthefocusfromhowthe entitypreparesfinancialinformationtohowwe,asthegroupauditor,plantoperformaudit procedurestoaddressgrouprisksofmaterialmisstatement.Similarly,thegroupauditorhas an increased role in designing the audit procedures as well as making decisions on where these procedures are performed (centrally and/or at component level) and how these procedures are executed and supervised. Asaresult,weassessscopingandcoverageina differentwayandcomparisonstopriorperiodcoveragefiguresarenotmeaningful.Inthis report we provide an indication of scope coverage on the new basis. We performed risk assessment procedures to determine which of the Group’s components arelikelytoincluderisksofmaterialmisstatementtotheGroupfinancialstatementsand which procedures to perform at these components to address those risks. Independent auditor’s report continued Adjusted Group profit before tax £44.9m (2024: £48.1m) Group materiality £2.4m (2024: £2.35m) £2.4m Wholefinancialstatementsmateriality(2024: £2.35m) £1.8m Wholefinancialstatementsperformancemateriality (2024: £1.76m) £2.16m Range of materiality at 2 components (£0.96m–£2.16m) (2024: £0.94m to £2.115m) £120,000 Misstatementsreportedtotheauditcommittee (2024: £117,500) AdjustedPBT Group materiality Ofthose,weidentifiedtwoquantitativelysignificantcomponentswhichcontainedthe largestpercentagesofeithertotalrevenueortotalassetsoftheGroup,forwhichwe performed audit procedures. The Group audit team performed audit procedures on one component. We involved component auditors on one component. We performed audit procedures on the items excludedfromtheadjustedprofitbeforetaxusedasthebenchmarkforourmateriality.We setthecomponentmaterialities,rangingfrom£0.96m to £2.16m,havingregardtosizeand riskprofile. Our audit procedures covered 98% of Group revenue. We performed audit procedures in relation to components that accounted for 93% of Group totalprofitsandlossesthatmakeupGroupprofitbeforetaxand99% of Group total assets. The Group auditor performed the audit of the parent Company. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 113 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements 4. The impact of climate change on our audit Inplanningouraudit,wehaveconsideredthepotentialimpactofrisksarisingfromclimate changeontheGroup’sbusinessanditsfinancialstatements.TheGrouphassetoutits ambitionforreducingtheenvironmentalimpactofitsoperations,includingincreasingon sitegenerationofrenewableelectricityanddrivingenergyuseefficiencythroughoutits operations. Further information is provided in the Group’s Sustainability Overview on pages 27 to 37andtheTaskForceandClimate-relatedFinancialDisclosureStatementonpages56 to 64. ClimatechangeriskscouldhaveanimpactontheGroup’sbusinessandoperations, includingchangingcustomerbehaviours,businessinterruption,introductionofcostsof carbontaxes,transitioningtoreducedenergyusageandchangingenergysources. Aspartofouraudit,wehavemadeenquiriesofmanagementtounderstandthepotential impactofclimatechangeriskontheGroup’sfinancialstatementsandtheGroup’s preparedness for this. We have performed a risk assessment of how the impact of climate changemayaffectthefinancialstatementsandouraudit.Therewasnosignificantimpact ofthisonourkeyauditmatters.Basedontheproceduresperformed,wedidnotidentify anysignificantriskofclimatechangehavingamaterialimpactontheGroup’saccounting estimates in this period. We have also read the Group’s disclosures of climate related information in the front half oftheannualreport,assetoutonpages27 to 64. We have not been engaged to provide assurance over the accuracy of these disclosures. 5. Going concern Thedirectorshavepreparedthefinancialstatementsonthegoingconcernbasisastheydo notintendtoliquidatetheGrouportheparentCompanyortoceasetheiroperations,andas theyhaveconcludedthattheGroup’sandtheparentCompany’sfinancialpositionmeans that this is realistic. They have also concluded that there are no material uncertainties that couldhavecastsignificantdoubtovertheirabilitytocontinueasagoingconcernforatleast ayearfromthedateofapprovalofthefinancialstatements(“thegoingconcernperiod”). WeusedourknowledgeoftheGroup,itsindustry,andthegeneraleconomicenvironmentto identify the inherent risks to its business model and analysed how those risks might affect the Group’sandparentCompany’sfinancialresourcesorabilitytocontinueoperationsoverthe going concern period. The risk that we considered most likely to adversely affect the Group’s andparentCompany’savailablefinancialresourcesisthedemandfortheGroup’sservices beingadverselyimpactedbycurrenteconomicforecasts,andthepotentialconsequent erosion of real disposable incomes. We considered whether these risks could plausibly affect the liquidity in the going concern periodbyassessingthedegreeofdownsideassumptionthat,individuallyandcollectively, couldresultinaliquidityissue,takingintoaccounttheGroup’scurrentandprojectedcash and facilities (a reverse stress test). 3. Our application of materiality and an overview of the scope of our audit continued Impact of controls on our group audit WeidentifiedthecentralfinancesystemtobethemainIT system relevant to our audit. We used our IT auditors to assist us in obtaining an understanding of this IT system. Wetookapredominantlysubstantiveapproachinallareasoftheaudit,includinginrelation tojournals,consideringtheefficiencyandeffectivenessofapproachestogainingthe appropriateauditevidence,aswellasinformalitiesrelatedtoITcontrolsthatweidentified as part of our risk assessment procedures. Givenwedidnotrelyuponcontrolsintheseareas,weperformedadditionalsubstantive testingtorespondtocertainrisksidentified.Thisincludeddirectmanualtestingoverthe completenessandreliabilityofdatausedinourdata-orientatedapproachovertesting journalsandrevenueandexpandedthescopeofoursubstantivetestingtorespondtothe riskofmanagementoverrideofcontrolstoconsiderbothautomatedandmanualjournals. Group auditor oversight AspartofestablishingtheoverallGroupauditstrategyandplan,weconductedtherisk assessment and planning discussion meetings with component auditors to discuss Group audit risks relevant to the component. Video and telephone conference meetings was also held with the component auditor. Atthesemeetings,theresultsoftheplanningproceduresandfurtherauditprocedures communicatedtouswasdiscussedinmoredetail,andanyfurtherworkrequiredbyuswas then performed by the component auditor. We inspected the work performed by the component auditor for the purpose of the Group audit and evaluated the appropriateness of conclusions drawn from the audit evidence obtainedandconsistenciesbetweencommunicatedfindingsandworkperformed,witha particular focus on revenue and management override of controls. Independent auditor’s report continued Group revenue 98% Our audit procedures covered the following percentage of Group revenue: We performed audit procedures in relation to components that accounted for the following percentages of Group total profitsandlossesthatmakeupGroupprofitbeforetaxand Group total assets: Group total assets 99% Group total profits and losses that make up Group profit before tax 93% Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 114 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements We considered whether the going concern disclosure in note 2tothefinancialstatements givesafullandaccuratedescriptionoftheDirectors’assessmentofgoingconcern,including theidentifiedrisksand,dependencies,andrelatedsensitivities. Our conclusions based on this work: • we consider that the directors’ use of the going concern basis of accounting in the preparationofthefinancialstatementsisappropriate; • wehavenotidentified,andconcurwiththedirectors’assessmentthatthereisnot,a materialuncertaintyrelatedtoeventsorconditionsthat,individuallyorcollectively,may castsignificantdoubtontheGroup’sorparentCompany’sabilitytocontinueasagoing concern for the going concern period; • we have nothing material to add or draw attention to in relation to the directors’ statement in note 2tothefinancialstatementsontheuseofthegoingconcernbasis ofaccountingwithnomaterialuncertaintiesthatmaycastsignificantdoubtoverthe GroupandparentCompany’suseofthatbasisforthegoingconcernperiod,andwe found the going concern disclosure in note 2 to be acceptable; and • the related statement under the Listing Rules set out on page 54 is materially consistent withthefinancialstatementsandourauditknowledge. However,aswecannotpredictallfutureeventsorconditionsandassubsequenteventsmay resultinoutcomesthatareinconsistentwithjudgementsthatwerereasonableatthetime theyweremade,theaboveconclusionsarenotaguaranteethattheGrouportheparent company will continue in operation. 6. Fraud and breaches of laws and regulations – ability to detect Identifying and responding to risks of material misstatement due to fraud Toidentifyrisksofmaterialmisstatementduetofraud(“fraudrisks”)weassessedevents or conditions that could indicate an incentive or pressure to commit fraud or provide an opportunity to commit fraud. Our risk assessment procedures included: • Enquiringofdirectors,theauditcommittee,internalauditandinspectionofpolicy documentationastotheGroupandtheparentCompany’shigh-levelpoliciesand procedurestopreventanddetectfraud,includingtheinternalauditfunction,andthe GroupandtheparentCompany’schannelfor“whistleblowing”,aswellaswhetherthey haveknowledgeofanyactual,suspectedorallegedfraud. • Reading Board minutes. • Considering remuneration incentive schemes and performance targets for management including the EPS target for management remuneration under the Long Term Investment Plan scheme. • Using analytical procedures to identify any unusual or unexpected relationships. Wecommunicatedidentifiedfraudrisksthroughouttheauditteamandremainedalert to any indications of fraud throughout the audit. This included communication from the GroupauditortocomponentauditorofrelevantfraudrisksidentifiedattheGroupleveland requestingcomponentauditortoreporttotheGroupauditoranyidentifiedfraudriskfactors oridentifiedorsuspectedinstancesoffraud. Asrequiredbyauditingstandards,andtakingintoaccountpossiblepressurestomeetprofit targetsandouroverallknowledgeofthecontrolenvironment,weperformproceduresto addresstheriskofmanagementoverrideofcontrols,inparticulartheriskthatGroupand component management may be in a position to make inappropriate accounting entries. On this audit we do not believe there is a fraud risk related to revenue recognition because of the limited opportunity due to the high correlation to cash. We did not identify any additional fraud risks. We also performed procedures including: • Identifyingjournalentriesandotheradjustmentstotestforallfullscopecomponentsbased onriskcriteriaandcomparingtheidentifiedentriestosupportingdocumentation.These included those posted by senior management and those posted to unusual accounts. • Assessingwhetherthejudgementsmadeinmakingaccountingestimatesareindicative of a potential bias. Identifying and responding to risks of material misstatement due to non-compliance with laws and regulations Weidentifiedareasoflawsandregulationsthatcouldreasonablybeexpectedtohave amaterialeffectonthefinancialstatementsfromourgeneralcommercialandsector experience and through discussion with the directors and other management (as required byauditingstandards),anddiscussedwiththedirectorsandothermanagementthe policies and procedures regarding compliance with laws and regulations. AstheGroupisregulated,ourassessmentofrisksinvolvedgaininganunderstanding of the control environment including the entity’s procedures for complying with regulatory requirements. Wecommunicatedidentifiedlawsandregulationsthroughoutourteamandremainedalert toanyindicationsofnon-compliancethroughouttheaudit.Thisincludedcommunication fromtheGroupauditortothecomponentauditorofrelevantlawsandregulationsidentified attheGrouplevel,andarequestforcomponentauditorstoreporttotheGroupauditteam anyinstancesofnon-compliancewithlawsandregulationsthatcouldgiverisetoamaterial misstatement at the Group level. Thepotentialeffectoftheselawsandregulationsonthefinancialstatements varies considerably. Independent auditor’s report continued Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 115 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Ourresponsibilityistoreadtheotherinformationand,indoingso,considerwhether,based onourfinancialstatementsauditwork,theinformationthereinismateriallymisstatedor inconsistentwiththefinancialstatementsorourauditknowledge.Basedsolelyonthat workwehavenotidentifiedmaterialmisstatementsintheotherinformation. Strategic report and directors’ report Based solely on our work on the other information: • wehavenotidentifiedmaterialmisstatementsinthestrategicreportandthe directors’ report; • inouropiniontheinformationgiveninthosereportsforthefinancialyearisconsistent withthefinancialstatements;and • in our opinion those reports have been prepared in accordance with the Companies Act 2006. Directors’ remuneration report In our opinion the part of the Directors’ Remuneration Report to be audited has been properly prepared in accordance with the Companies Act 2006. Disclosures of emerging and principal risks and longer-term viability We are required to perform procedures to identify whether there is a material inconsistency between the directors’ disclosures in respect of emerging and principal risks and the viability statement,andthefinancialstatementsandourauditknowledge. Basedonthoseprocedures,wehavenothingmaterialtoaddordrawattentiontoin relation to: • thedirectors’confirmationwithintheviabilitystatementonpages54 and 55 that they have carried out a robust assessment of the emerging and principal risks facing the Group,includingthosethatwouldthreatenitsbusinessmodel,futureperformance, solvency and liquidity; • the principal risks disclosures describing these risks and how emerging risks are identified,andexplaininghowtheyarebeingmanagedandmitigated;and • the directors’ explanation in the viability statement of how they have assessed the prospectsoftheGroup,overwhatperiodtheyhavedonesoandwhytheyconsidered thatperiodtobeappropriate,andtheirstatementastowhethertheyhaveareasonable expectation that the Group will be able to continue in operation and meet its liabilities astheyfalldueovertheperiodoftheirassessment,includinganyrelateddisclosures drawingattentiontoanynecessaryqualificationsorassumptions. Wearealsorequiredtoreviewtheviabilitystatement,setoutonpages54 and 55 under the ListingRules.Basedontheaboveprocedures,wehaveconcludedthattheabovedisclosures aremateriallyconsistentwiththefinancialstatementsandourauditknowledge. 6. Fraud and breaches of laws and regulations – ability to detect continued Identifying and responding to risks of material misstatement due to non-compliance with laws and regulations continued Firstly,theGroupissubjecttolawsandregulationsthatdirectlyaffectthefinancialstatements includingfinancialreportinglegislation(includingrelatedcompanieslegislation),distributable profitslegislationandtaxationlegislationandweassessedtheextentofcompliancewith theselawsandregulationsaspartofourproceduresontherelatedfinancialstatementitems. Secondly,theGroupissubjecttomanyotherlawsandregulationswheretheconsequences ofnon-compliancecouldhaveamaterialeffectonamountsordisclosuresinthefinancial statements,forinstancethroughtheimpositionoffines,litigationorthelossoftheGroup’s licensetooperate.Weidentifiedthefollowingareasasthosemostlikelytohavesuch aneffect:dataprotection,healthandsafety,employmentlaw,foodsafetyandlicensing (Licensing Act and Gaming Act) recognising the nature of the Group’s activities. Auditingstandardslimittherequiredauditprocedurestoidentifynon-compliancewith these laws and regulations to enquiry of the directors and inspection of regulatory and legal correspondence,ifany. Therefore,ifabreachofoperationalregulationsisnotdisclosedtousorevidentfrom relevantcorrespondence,anauditwillnotdetectthatbreach. We assessed the disclosures in note 10oftheparentCompanyfinancialstatementsrelated to a technical issue in respect of a dividend payment and compared to our knowledge based on our discussion with company’s legal advisors. Context of the ability of the audit to detect fraud or breaches of law or regulation Owingtotheinherentlimitationsofanaudit,thereisanunavoidableriskthatwemaynot havedetectedsomematerialmisstatementsinthefinancialstatements,eventhoughwe have properly planned and performed our audit in accordance with auditing standards. For example,thefurtherremovednon-compliancewithlawsandregulationsisfromtheevents andtransactionsreflectedinthefinancialstatements,thelesslikelytheinherentlylimited procedures required by auditing standards would identify it. Inaddition,aswithanyaudit,thereremainedahigherriskofnon-detectionoffraud,asthese mayinvolvecollusion,forgery,intentionalomissions,misrepresentations,ortheoverrideof internal controls. Our audit procedures are designed to detect material misstatement. We arenotresponsibleforpreventingnon-complianceorfraudandcannotbeexpectedto detectnon-compliancewithalllawsandregulations. 7. We have nothing to report on the other information in the Annual Report The directors are responsible for the other information presented in the Annual Report togetherwiththefinancialstatements.Ouropiniononthefinancialstatementsdoesnot covertheotherinformationand,accordingly,wedonotexpressanauditopinionor,except asexplicitlystatedbelow,anyformofassuranceconclusionthereon. Independent auditor’s report continued Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 116 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements 9. Respective responsibilities Directors’ responsibilities As explained more fully in their statement set out on page 110,theDirectorsareresponsible for:thepreparationofthefinancialstatementsincludingbeingsatisfiedthattheygiveatrue and fair view; such internal control as they determine is necessary to enable the preparation offinancialstatementsthatarefreefrommaterialmisstatement,whetherduetofraudor error;assessingtheGroupandparentCompany’sabilitytocontinueasagoingconcern, disclosing,asapplicable,mattersrelatedtogoingconcern;andusingthegoingconcern basis of accounting unless they either intend to liquidate the Group or the parent Company ortoceaseoperations,orhavenorealisticalternativebuttodoso. Auditor’s responsibilities Ourobjectivesaretoobtainreasonableassuranceaboutwhetherthefinancialstatements asawholearefreefrommaterialmisstatement,whetherduetofraudorerror,andtoissue ouropinioninanauditor’sreport.Reasonableassuranceisahighlevelofassurance,but does not guarantee that an audit conducted in accordance with ISAs (UK) will always detect amaterialmisstatementwhenitexists.Misstatementscanarisefromfraudorerrorandare consideredmaterialif,individuallyorinaggregate,theycouldreasonablybeexpectedto influencetheeconomicdecisionsofuserstakenonthebasisofthefinancialstatements. A fuller description of our responsibilities is provided on the FRC’s website at www.frc.org.uk/auditorsresponsibilities. TheCompanyisrequiredtoincludethesefinancialstatementsinanannualfinancialreport prepared under Disclosure Guidance and Transparency Rule 4.1.17R and 4.1.18R. This auditor’s reportprovidesnoassuranceoverwhethertheannualfinancialreporthasbeenpreparedin accordance with those requirements. 10. The purpose of our audit work and to whom we owe our responsibilities ThisreportismadesolelytotheCompany’smembers,asabody,inaccordancewith Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the Company’s members those matters we are required to state to them inanauditor’sreportandfornootherpurpose.Tothefullestextentpermittedbylaw,wedo not accept or assume responsibility to anyone other than the Company and the Company’s members,asabody,forourauditwork,forthisreport,orfortheopinionswehaveformed. Matthew Radwell (Senior Statutory Auditor) for and on behalf of KPMG LLP, Statutory Auditor Chartered Accountants 20 Station Road, Cambridge, CB1 2JD 15 December 2025 Our work is limited to assessing these matters in the context of only the knowledge acquiredduringourfinancialstatementsaudit.As we cannot predict all future events or conditions and as subsequent events may result in outcomes that are inconsistent with judgementsthatwerereasonableatthetimetheyweremade,theabsenceofanythingto report on these statements is not a guarantee as to the Group’s and parent company’s longer-termviability. Corporate governance disclosures We are required to perform procedures to identify whether there is a material inconsistency betweenthedirectors’corporategovernancedisclosuresandthefinancialstatementsand our audit knowledge. Basedonthoseprocedures,wehaveconcludedthateachofthefollowingismaterially consistentwiththefinancialstatementsandourauditknowledge: • thedirectors’statementthattheyconsiderthattheannualreportandfinancial statementstakenasawholeisfair,balancedandunderstandable,andprovidesthe informationnecessaryforshareholderstoassesstheGroup’spositionandperformance, business model and strategy; • thesectionoftheannualreportdescribingtheworkoftheAuditCommittee,including thesignificantissuesthattheAuditCommitteeconsideredinrelationtothefinancial statements,andhowtheseissueswereaddressed;and • the section of the annual report that describes the review of the effectiveness of the Group’s risk management and internal control systems. We are required to review the part of the Corporate Governance Compliance Statement relating to the Group’s compliance with the provisions of the UK Corporate Governance Code specifiedbytheListingRulesforourreview.Wehavenothingtoreportintheserespects. 8. We have nothing to report on the other matters on which we are required to report by exception Under the Companies Act 2006,wearerequiredtoreporttoyouif,inouropinion: • adequateaccountingrecordshavenotbeenkeptbytheparentCompany,orreturns adequate for our audit have not been received from branches not visited by us; or • theparentCompanyfinancialstatementsandthepartoftheDirectors’Remuneration Report to be audited are not in agreement with the accounting records and returns; or • certaindisclosuresofdirectors’remunerationspecifiedbylawarenotmade;or • we have not received all the information and explanations we require for our audit. We have nothing to report in these respects. Independent auditor’s report continued Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 117 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section Hollywood Bowl Group plc — Annual Report and Accounts 2025 118 Strategic Governance Financial Report Report Statements Consolidated income statement and statement of comprehensive income Year ended 30 September 2025 Adjusting items 1 Before adjusting items Adjusting items (note 5) Total Before adjusting items 1 (note 5) Total 30 September 2025 30 September 2025 30 September 2025 30 September 2024 30 September 2024 30 September 2024 Note £’000 £’000 £’000 £’000 £’000 £’000 Revenue 3 250,662 — 250,662 230, 399 — 23 0,399 Cost of goods sold (4 1 , 8 5 1) — (4 1 , 8 5 1) (3 9 , 1 7 8) — (3 9 , 17 8) Centre staff costs (5 1 , 8 4 3) — (5 1 , 8 4 3) (4 5 , 7 2 3) — (4 5 , 7 2 3) Gross profit 156,9 68 — 156,968 145,498 — 1 45,498 Other income — 1 ,613 1 ,613 — 607 607 Administrative expenses 6 (97,616) (2 , 74 1) (1 0 0, 3 57) (84,853) (7, 74 6) (9 2 , 5 9 9) Operating profit 59,3 52 (1 , 1 2 8) 58, 224 60,64 5 (7, 1 3 9) 53 ,506 Finance income 9 827 — 827 1 ,722 — 1,72 2 Finance expenses 9 (14 , 1 87) (5 8 0) (1 4 ,7 67) (1 2 , 0 4 0) (4 3 0) (1 2 , 4 70) Profit before tax 45,992 (1 , 7 0 8) 44, 284 50, 327 (7, 5 6 9) 42 ,758 Tax charge 10 (9 , 2 8 3) (3 9 2) (9,675) (1 2 , 7 0 0) (14 8) (1 2 , 8 4 8) Profit for the year attributable to equity shareholders 3 6,709 (2 , 1 0 0) 34,609 3 7, 6 2 7 (7, 7 1 7) 29,91 0 Other comprehensive income Retranslation loss of foreign currency denominated operations (1 , 2 6 1) — (1 , 2 6 1) (1 , 0 5 7) — (1 , 0 57) Total comprehensive income for the year attributable to equity shareholders 35,448 (2 , 1 0 0) 3 3,348 36,57 0 (7, 7 1 7) 28 ,853 Basic earnings per share (pence) 11 20. 28 1 7. 4 2 Diluted earnings per share (pence) 11 2 0.14 17 .31 1 TheDirectorshavereviewedtheirdefinitionofadjustingitemsintheFinancialStatementsandhavenowdisclosedimpairmentwithinadjustingitems.Comparativeshavealsobeenre-presented.Seenote5. The accompanying notes on pages 122 to 150 form an integral part of these Financial Statements. Consolidated statement of financial position As at 30 September 2025 30 September 2025 30 September 2024 Note £’000 £’000 ASSETS Non-current assets Property,plantandequipment 12 121 ,737 101, 936 Right-of-useassets 13 186,7 17 172 ,767 Goodwill and intangible assets 14 99,336 100, 323 Deferred tax asset 22 849 51 8 408 ,639 375 ,54 4 Current assets Cash and cash equivalents 16 15,1 89 28 ,702 Trade and other receivables 17 9,6 33 9 ,420 Corporation tax receivable 2 ,208 1, 268 Inventories 18 3 ,553 2 ,897 3 0,583 42 , 287 Total assets 439,22 2 417,831 LIABILITIES Current liabilities Trade and other payables 19 35,063 30 ,427 Lease liabilities 13 15 ,131 14 ,231 50,194 44 ,658 Non-current liabilities Other payables 19 5, 706 7, 1 1 6 Lease liabilities 13 22 0,662 204 ,011 Deferred tax liability 22 5 ,552 3 ,993 Provisions 20 5,820 5,84 8 2 3 7, 74 0 220, 968 Total liabilities 2 8 7, 9 3 4 265, 626 NET ASSETS 151, 28 8 152 , 20 5 Equity attributable to shareholders Share capital 23 1 ,668 1,72 1 Share premium 24 39,7 16 39,716 Capital redemption reserve 24 59 1 Mergerreserve 24 (4 9 , 8 9 7) (4 9 , 8 9 7) Foreign currency translation reserve 24 (2 , 4 51) (1 , 1 9 0) Retained earnings 24 162 ,193 161 ,8 54 TOTAL EQUITY 151, 28 8 152 , 20 5 The accompanying notes on pages 122 to 150 form an integral part of these Financial Statements. These Financial Statements were approved by the Board of Directors on 15 December 2025. Signed on behalf of the Board by: Laurence Keen Chief Financial Officer Company registration number 10229630 Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 119 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Capital Share redemption Share Merger Foreign currency Retained capital reserve premium reserve translation reserve earnings Total £’000 £’000 £’000 £’000 £’000 £’000 £’000 Equity at 30 September 2023 1,7 17 — 39,716 (4 9 , 8 9 7) (1 3 3) 156, 537 1 4 7, 9 4 0 Shares issued during the year 5 — — — — — 5 Share buy back (1) 1 — — — (3 79) (3 7 9) Dividends paid (note 31) — — — — — (26,180) (26,180) Share-basedpayments(note28) — — — — — 1 ,782 1 ,782 Deferredtaxonshare-basedpayments — — — — — 184 184 Retranslation of foreign currency denominated operations — — — — (1 , 0 5 7) — (1 ,0 5 7) Profitfortheyear — — — — — 29,910 29, 910 Equity at 30 September 2024 1,721 1 39,716 (4 9 , 8 9 7) (1 , 1 9 0) 1 61, 854 152 , 20 5 Shares issued during the year 5 — — — — — 5 Share buy back (5 8) 58 — — — (15,151) (15,151) Dividends paid (note 31) — — — — — (20,827) (20,827) Share-basedpayments(note28) — — — — — 1 ,798 1 ,798 Deferredtaxonshare-basedpayments — — — — — (9 0) (9 0) Retranslation of foreign currency denominated operations — — — — (1 , 2 6 1) — (1 , 2 6 1) Profitfortheyear — — — — — 34,609 34 ,609 Equity at 30 September 2025 1,668 59 39,716 (4 9 , 8 9 7) (2 , 4 5 1) 162 ,193 151 ,2 88 The accompanying notes on pages 122 to 150 form an integral part of these Financial Statements. Consolidated statement of changes in equity For the year ended 30 September 2025 Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 120 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements 30 September 30 September 2025 2024 Note £’000 £’000 Cash flows from operating activities Profitbeforetax 44, 284 42 ,758 Adjusted by: Depreciationofproperty,plantandequipment(PPE) 12 1 3,455 11 ,1 67 Depreciationofright-of-use(ROU) assets 13 17 ,050 14 ,752 Amortisation of intangible assets 14 1 ,155 935 Impairment of PPE and ROU assets 12,13 2, 288 5,316 Net interest expense 9 13,94 0 1 0 , 74 8 Lossondisposalofproperty,plantandequipment and software 223 88 Landlord settlement 5 — (6 07) Insurance settlement 5 (1 , 61 3) — Share-basedpayments 28 1 ,798 1 ,782 Operating profit before working capital changes 92 ,580 86,939 Increase in inventories (6 5 6) (2 9 4) Increase in trade and other receivables (2 7 5) (1 , 1 8 3) Increase in payables and provisions 2 , 74 0 2, 495 Cash inflow generated from operations 94,3 89 87 ,957 Interest received 879 1 ,782 Income tax paid – corporation tax (9 , 4 4 5) (1 0 , 5 3 6) Bank interest paid (1 5 9) (1 6 6) Lease interest paid (1 3 , 73 1) (1 1 , 6 1 5) Landlord settlement 5 — 6 07 Insurance settlement 5 1,613 — Net cash inflow from operating activities 73,546 68,029 30 September 30 September 2025 2024 Note £’000 £’000 Cash flows from investing activities Acquisition of subsidiaries — (1 3 , 75 7) Subsidiary cash acquired — 78 Purchaseofproperty,plantandequipment (3 5 , 8 1 5) (3 7, 9 7 9) Purchase of intangible assets (7 1 4) (9 4 6) Proceeds from sale of assets 80 — Net cash used in investing activities (3 6 , 4 4 9) (52 , 6 0 4) Cash flows from financing activities Payment of capital elements of leases (1 4 , 5 6 0) (1 2 , 3 0 5) Share buy back (15,151) (3 7 9) Dividends paid (2 0 , 8 27) (26,180) Net cash used in financing activities (5 0 , 5 3 8) (3 8 , 8 6 4) Net change in cash and cash equivalents for the year (1 3 , 4 4 1) (23,439) Effect of foreign exchange rates on cash and cash equivalents (7 2) (3 1 4) Cash and cash equivalents at the beginning of the year 2 8,702 52 , 455 Cash and cash equivalents at the end of the year 16 15,189 28 ,702 The accompanying notes on pages 122 to 150 form an integral part of these Financial Statements. Consolidated statement of cash flows For the year ended 30 September 2025 Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 121 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements For the year ended 30 September 2025 1. General information Hollywood Bowl Group plc (together with its subsidiaries, the Group) is a public limited company whose shares are publicly traded on the London Stock Exchange and is incorporated and domiciled in England and Wales. The registered office of the Parent Company is Focus 31, West Wing, Cleveland Road, Hemel Hempstead, HP2 7BW, United Kingdom. The registered company number is 10229630. A list of the Company’s subsidiaries is presented in note 15. The Group’s principal activities are that of the operation of ten-pin bowling and mini-golf centres, and a supplier and installer of bowling equipment as well as the development of new centres and other associated activities. The Directors of the Group are responsible for the consolidated Financial Statements, which comprise the Financial Statements of the Company and its subsidiaries as at 30 September 2025. 2. Material accounting policies The material accounting policies applied in the consolidated Financial Statements are set out below. These accounting policies have been applied consistently to all periods presented in these consolidated Financial Statements. The financial information presented is as at and for the financial years ended 30 September 2025 and 30 September 2024. Statement of compliance The consolidated Financial Statements have been prepared in accordance with UK-adopted International Accounting Standards (IFRS Accounting standards) and the requirements of the Companies Act 2006. The functional currencies of entities in the Group are Pounds Sterling and Canadian Dollars. The consolidated Financial Statements are presented in Pounds Sterling and all values are rounded to the nearest thousand, except where otherwise indicated. Basis of preparation The consolidated Financial Statements have been prepared on a going concern basis under the historical cost convention, except for fair value items on acquisition. The Company has elected to prepare its Financial Statements in accordance with FRS 102, the Financial Reporting Standard applicable in the UK and Republic of Ireland. On publishing the Parent Company Financial Statements here together with the Group Financial Statements, the Company has taken advantage of the exemption in s408 of the Companies Act 2006 not to present its individual income statement and statement of comprehensive income and related notes that form a part of these approved Financial Statements. Judgements made by the Directors, in the application of these accounting policies, that have significant effect on the Financial Statements and estimates with a significant risk of material adjustment in the next year are discussed on page 131. Basis of consolidation The consolidated financial information incorporates the Financial Statements of the Company and all of its subsidiary undertakings. The Financial Statements of all Group companies are adjusted, where necessary, to ensure the use of consistent accounting policies. Acquisitions are accounted for under the acquisition method from the date control passes to the Group. On acquisition, the assets, liabilities and contingent liabilities of a subsidiary are measured at their fair values at the date of acquisition. Any excess of the cost of acquisition over the fair values of the identifiable net assets acquired is recognised as goodwill, or a gain on bargain purchase if the fair values of the identifiable net assets are below the cost of acquisition. Intragroup balances and any unrealised gains and losses or income and expenses arising from intragroup transactions are eliminated in preparing the consolidated financial statements. Earnings per share The calculation of earnings per ordinary share is based on earnings after tax and the weighted average number of ordinary shares in issue during the year. For diluted earnings per share, the weighted average number of ordinary shares in issue is adjusted to assume conversion of all dilutive potential ordinary shares. The Group has two types of dilutive potential ordinary shares, being those unvested shares granted under the Long-Term Incentive Plans and Save-As-You-Earn plans. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 122 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 2. Material accounting policies continued Standards issued not yet effective At the date of authorisation of this financial information, certain new standards, amendments and interpretations to existing standards applicable to the Group have been published but are not yet effective, and have not been adopted early by the Group. These are listed below: Applicable for Standard/ financial years interpretation Content beginning on/after IAS 21 Lack of An entity is impacted by the amendments when it has a 1 October 2025 exchangeability transaction or an operation in a foreign currency that is not exchangeable into another currency at a measurement date for a specified purpose. A currency is exchangeable when there is an ability to obtain the other currency (with a normal administrative delay), and the transaction would take place through a market or exchange mechanism that creates enforceable rights and obligations. This amendment is not expected to have a material impact on the Group. Amendments to On 30 May 2024, the IASB issued targeted amendments to IFRS 1 October 2026 IFRS 9 and IFRS 7 9 and IFRS 7 to respond to recent questions arising in practice, Classification and and to include new requirements not only for financial measurement institutions but also for corporate entities. These amendments: of financial • clarify the date of recognition and derecognition of some instruments financial assets and liabilities, with a new exception for some financial liabilities settled through an electronic cash transfer system; • clarify and add further guidance for assessing whether a financial asset meets the solely payments of principal and interest (SPPI) criterion; • add new disclosures for certain instruments with contractual terms that can change cash flows (such as some financial instruments with features linked to the achievement of environment, social and governance targets); and • update the disclosures for equity instruments designated at fair value through other comprehensive income (FVOCI). It is not yet determined if this amendment is expected to have a material impact on the Group. Applicable for Standard/ financial years interpretation Content beginning on/after IFRS 19 IFRS 19 is a new, voluntary International Accounting Standards 1 October 2027 Subsidiaries Board (IASB) standard that allows eligible subsidiaries with no without Public public accountability to apply IFRS accounting standards with Accountability: reduced disclosure requirements. To be eligible, a subsidiary Disclosures must not have public accountability and its parent must produce publicly available consolidated financial statements under IFRS. This amendment is not expected to have a material impact on the Group. IFRS 18 IFRS 18 will replace IAS 1 Presentation of financial statements 1 October 2027 Presentation and introduces the following key requirements: and disclosure Entities are required to classify all income and expenses into in financials five categories in the statement of profit or loss, namely the statements operating, investing, financing, discontinued operations and income tax categories. Entities are also required to present a newly-defined operating profit subtotal. Entities’ net profit will not change. Management-defined performance measures (MPMs) are disclosed in a single note in the financial statements. Enhanced guidance is provided on how to group information in the financial statements. In addition, all entities are required to use the operating profit subtotal as the starting point for the statement of cash flows when presenting operating cash flows under the indirect method. The Group is still in the process of assessing the impact of the new standard, particularly with respect to the structure of the Group’s statement of profit or loss, the statement of cash flows and the additional disclosures required for MPMs. It is not yet determined if this amendment is expected to have a material impact on the Group. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 123 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 2. Material accounting policies continued Climate change In preparing the consolidated financial statements, management has considered the impact of climate change, taking into account the relevant disclosures in the strategic report, including those made in accordance with the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD) and the Companies (Strategic Report) (Climate-related Financial Disclosure) Regulation 2022 set out on pages 56 to 64 and our sustainability targets. The expected environmental impact on the business has been modelled. The current available information and assessment did not identify any risks that would require the useful economic life of assets to be reduced in the year or identify the need for impairment that would impact the carrying values of such assets or have any other impact on the financial statements. For many years, Hollywood Bowl Group plc has placed sustainability at the centre of its strategy and has been working on becoming a more sustainable business. A number of actions have been implemented to help mitigate and adapt against climate-related risks. The cost and benefits of such actions are embedded into the cost structure of the business and are included in our five-year plan. This includes the roll-out of Pins on Strings technology, solar panels and the move to 100% renewable energy. The five-year plan has been used to support our impairment reviews and going concern and viability assessment (see viability statement on pages 54 to 55). Our TCFD disclosures on pages 56 to 64 include climate-related risks and opportunities based on various scenarios. When considering climate scenario analysis, and modelling severe but plausible downside scenarios, we have used the NGFS “early action” scenario as the most severe case for climate transition risks, and the IPCC’s SSP5-8.5 as the most severe case for physical climate risk. Whilst these represent situations where climate could have a significant effect on the operations, these do not include our future mitigating actions which we would adopt as part of our strategy. The climate transition plan to net zero outlines that it may not be feasible to completely abate Scope 1, 2 and 3 emissions by 2050. In this instance, the Group will offset residual emissions through actions like carbon removals or ecosystem restoration. The assessment with respect to the impact of climate change will be kept under review by management, as the future impacts depend on factors outside of the Group’s control, which are not all currently known. Going concern In assessing the going concern position of the Group for the Consolidated Financial Statements for the year ended 30 September 2025, the Directors have considered the Group’s cash flow, liquidity, and business activities, as well as the principal risks identified in the Group’s Risk Register. As at 30 September 2025, the Group had cash balances of £15.2m, no outstanding loan balances and an undrawn RCF of £25m. The Group has undertaken a review of its liquidity using a base case and a severe but plausible downside scenario. The base case is the Board-approved budget for FY2026 as well as the first three months of FY2027 which forms part of the Board-approved five-year plan. As noted above, the costs and benefits of our actions on climate change are embedded into the cost structure of the business and included in our five-year plan. Under this scenario there would be positive cash flow, strong profit performance and all covenants would be passed. It should also be noted that the RCF remains undrawn. Furthermore, it is assumed that the Group adheres to its capital allocation policy. The most severe downside scenario stress tests for reasonably adverse variations in the economic environment leading to a deterioration in trading conditions and performance. Under this severe but plausible downside scenario, the Group has modelled revenues dropping by 3 and 4% from the assumed base case for FY2026 and FY2027 respectively and inflation continues at an even higher rate than in the base case across all costs. The model still assumes that investments into new centres would continue, whilst refurbishments in the early part of FY2027 would be reduced. These are all mitigating actions that the Group has in its control. Under this scenario, the Group will still be profitable and have sufficient liquidity within its cash position to not draw down the RCF, with all financial covenants passed. Taking the above and the principal risks faced by the Group into consideration, the Directors are satisfied that the Group and Company have adequate resources to continue in operation and meet their liabilities as they fall due for the foreseeable future, a period of at least 12 months from the date of this report. Accordingly, the Group and Company continue to adopt the going concern basis in preparing these Financial Statements. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 124 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 2. Material accounting policies continued Revenue Revenue from customers is the total amount receivable by the Group for goods and services supplied, excluding VAT, other sales taxes and discounts, and excludes amounts collected on behalf of third parties. The Group’s performance obligations in respect of individual revenue streams are outlined below. Revenue arising from bowling and mini-golf is recognised when the customer actually plays, with deposits paid in advance being held on the balance sheet until that time and then recognised as income. Revenue for food and drink is recognised when the product has been transferred to the buyer at the point of sale, which is generally when payment is received. Revenue for amusements is recognised when the customer plays the amusement machine. Revenue from installation of bowling equipment contracts is recognised over time using costs incurred to date relative to total estimated costs at completion to measure progress. Incurred costs represent work performed, which corresponds with and best depicts transfer of control or the enhancement of the customer’s assets. Contract costs included in the calculation are comprised of materials and subcontracts’ costs. This is not considered to be material revenue for the Group and is not therefore a significant area of judgement. Revenue from customers is disaggregated by major product and service lines, being bowling, food and drink, amusements, installation of bowling equipment and other. Disaggregated revenue from contracts with customers is disclosed in note 3 on page 132. Given the nature of the Group’s revenue streams, recognition of revenue is not considered to be a significant area of judgement. Operating segments Operating segments are reported in a manner consistent with the internal reporting provided to the chief operating decision-makers. The chief operating decision-makers have been identified as the management team including the Chief Executive Officer and Chief Financial Officer. An operating segment is a component of the Group that engages in business activities from which it may earn revenues and incur expenses. The Board considers that the Group’s activity constitutes two operating and two reporting segments, being the provision of ten-pin bowling and mini-golf centres in the United Kingdom and the provision of ten-pin bowling and mini-golf centres and the installation of bowling equipment in Canada, as defined under IFRS 8. Management reviews the performance of the Group by reference to total results against budget. The total profit measures are operating profit and profit before tax for the period, both disclosed on the face of the consolidated income statement and statement of comprehensive income. No differences exist between the basis of preparation of the performance measures used by management and the figures in the Group’s financial information, as adjusted where appropriate. Employee benefits (i) Short-term benefits Wages, salaries, paid annual leave and sick leave, bonuses and non-monetary benefits are accrued in the period in which the associated services are rendered by employees of the Group. (ii) Defined contribution plans The Group operates a defined contribution pension scheme for employees. The assets of the scheme are held separately from those of the Group. The annual contributions payable are charged to the income statement. The Group also contributes to the personal pension plans of the Directors. (iii) Share-based payments The Group operates equity-settled share-based payment plans for its employees, under which the employees are granted equity instruments of Hollywood Bowl Group plc. The fair value of services received in exchange for the equity instruments is determined by reference to the fair value of the instruments granted at grant date. The fair value of the instruments includes any market performance conditions and non-vesting conditions. The expense is recognised over the vesting period of the award taking into account any non-market performance and service conditions. The cost of equity-settled transactions is recognised together with a corresponding increase in equity, over the period in which the performance conditions are fulfilled, ending on the date on which the relevant employees become fully entitled to the award. (iv) Save-As-You-Earn plans The Group operates equity-settled SAYE plans. The fair value is calculated at the grant date using the Black-Scholes pricing model. The resulting cost is charged to the Group income statement over the vesting period. The value of the charge is adjusted to reflect expected and actual levels of vesting. Cash and cash equivalents Cash and cash equivalents includes cash at bank and on hand, short-term deposits with banks and other financial institutions, and credit and debit card receivables. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 125 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 2. Material accounting policies continued Leases The Group as lessee The Group assesses whether a contract is, or contains, a lease, at inception of the contract. The Group recognises a right-of-use asset and a corresponding lease liability with respect to all lease arrangements in which it is the lessee from the date at which the leased asset becomes available for use by the Group, except for short-term leases (defined as leases with a lease term of 12 months or less) and leases of low-value assets. For these leases, the Group recognises the lease payments as an operating expense on a straight-line basis over the term of the lease unless another systematic basis is more representative of the time pattern in which economic benefits from the leased assets are consumed. Right-of-use assets are measured at cost, less any accumulated depreciation and impairment losses, and adjusted for any remeasurement of lease liabilities. The cost of right-of-use assets includes the amount of lease liabilities recognised, less any lease incentives received. Right-of-use assets are depreciated on a straight-line basis over the shorter of the lease term and the estimated useful lives of the assets. The lease term is the non-cancellable period for which the lessee has the right to use an underlying asset plus periods covered by an extension option if an extension is reasonably certain. The majority of property leases are covered by the Landlord and Tenant Act 1985 (LTA) which gives the right to extend the lease beyond the termination date. The Group expects to extend the property leases covered by the LTA. This extension period is not included within the lease term as a termination date cannot be determined as the Group is not reasonably certain to extend the lease given the contractual rights of the landlord under certain circumstances. Lease liabilities are measured at the present value of lease payments to be made over the lease term. The lease payments include fixed payments (including in-substance fixed payments) less any lease incentives receivable and variable lease payments that depend on an index or a rate. Variable lease payments that do not depend on an index or a rate are recognised as expenses in the period in which the event or condition that triggers the payment occurs. In calculating the present value of lease payments, the Group uses its incremental borrowing rate at the lease commencement date because the interest rate implicit in the lease is not readily determinable. After the commencement date, the amount of lease liabilities is increased to reflect the accretion of interest and reduced for the lease payments made. In addition, the carrying amount of lease liabilities is remeasured if there is a modification, a change in the lease term or a change in the lease payments (e.g. changes to future payments resulting from a change in an index or rate used to determine such lease payments). The Group applies IAS 36 to determine whether a right-of-use asset is impaired and accounts for any identified impairment loss as described in the “impairment” policy. As a practical expedient, IFRS 16 permits a lessee not to separate non-lease components, and instead account for any lease and associated non-lease components as a single arrangement. The Group has not used this practical expedient. For contracts that contain a lease component and one or more additional lease or non-lease components, the Group allocates the consideration in the contract to each lease component on the basis of the relative stand-alone price of the lease component and the aggregate stand-alone price of the non-lease components. Short-term leases and leases of low-value assets The Group applies the short-term lease recognition exemption to its short-term leases of machinery and equipment (i.e. those leases that have a lease term of 12 months or less from the commencement date and do not contain a purchase option). It also applies the lease of low-value assets recognition exemption to leases of office equipment that are considered to be low value. Lease payments on short-term leases and leases of low-value assets are recognised as expenses on a straight-line basis over the lease term. Provisions Provisions are recognised when the Group has a present obligation as a result of a past event, and it is probable that the Group will be required to settle that obligation. Provisions are measured at the best estimate of the expenditure required to settle the obligation at the end of the reporting period, and are discounted to present value where the effect is material. Dilapidation provision A provision will be recorded if, as lessee, the Group has a commitment to make good the property at the end of the lease, which would be for the cost of returning the leased property to its original state. Changes to the dilapidation provision are recorded in property, plant and equipment. Property, plant and equipment Freehold land and building assets were included at fair value on the acquisition of Teaquinn in FY2022. Subsequent additions are recorded at cost less accumulated depreciation and impairment charges. Freehold land is not depreciated. All other property, plant and equipment is stated at historic cost, including expenditure that is directly attributable to the acquired item, less accumulated depreciation and impairment losses. Depreciation is provided to write off the cost of all property, plant and equipment evenly over their expected useful lives, calculated at the following rates: Freehold property over 50 years Leasehold improvements lesser of lease period and 25 years Lanes and Pins on Strings over 30–40 years Plant and machinery and fixtures, fittings and equipment over 3–25 years Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 126 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 2. Material accounting policies continued Property, plant and equipment continued The carrying value of the property, plant and equipment is compared to the higher of value- in-use and the fair value less costs to sell. If the carrying value exceeds the higher of the value-in-use and fair value less the costs to sell the asset, then the asset is impaired and its value reduced by recognising an impairment provision. New centre landlord contributions are offset against leasehold property expenditure where the related assets remain the property of the landlord. Refurbishment costs are included within plant and machinery and fixtures, fittings and equipment and are depreciated over the relevant useful economic life. Residual values, remaining useful economic lives and depreciation periods and methods are reviewed annually and adjusted if appropriate. Assets under construction represents the construction of centres and are included in property, plant and equipment. No depreciation is provided on assets under construction until the asset is available for use. Goodwill and intangible assets Goodwill arising on the acquisition of a subsidiary undertaking is the difference between the fair value of the consideration paid and the fair value of the assets and liabilities acquired. Negative goodwill is recognised in the consolidated income statement immediately as a gain on bargain purchase. Positive goodwill is capitalised and stated at cost less any impairment losses. Impairment tests on the carrying value of goodwill are undertaken: • at the end of the first full financial period following acquisition and at the end of every subsequent financial period; and • in other periods if events or changes in circumstances indicate that the carrying value may not be recoverable. Software which is not an integral part of hardware assets is stated at historic cost, including expenditure that is directly attributable to the acquired item, less accumulated amortisation and impairment losses. Other intangible assets include assets acquired in a business combination and are capitalised at fair value at the date of acquisition. Following initial recognition, finite life intangible assets are amortised on a straight-line basis over their estimated useful lives, with the expense charged to the income statement through administrative expenses. Amortisation is provided to write off the cost of all intangible assets, except for goodwill, evenly over their expected useful lives, calculated at the following rates: Software over 3–5 years Customer relationships over 10–15 years Brand names over 5–20 years Trademark over 20 years The amortisation charge is recognised in administrative expenses in the income statement. Inventories Inventories are carried at the lower of cost or net realisable value. Net realisable value is calculated based on the revenue from sale in the normal course of business less any costs to sell. Due allowance is made for obsolete and slow-moving items. Impairment (i) Impairment of financial assets The Group recognises an allowance for expected credit losses (ECLs) on financial assets measured at amortised cost. The financial assets comprises trade and other receivables. These are always measured at an amount equal to lifetime ECL as these relate to trade and other receivables and a simplified approach can be adopted. The maximum period considered when estimating ECLs is the maximum contractual period over which the Group is exposed to credit risk. There is limited exposure to ECLs due to the business model. ECLs are a probability weighted estimate of credit losses. Credit losses are measured as the present value of all cash shortfalls (i.e. the difference between the cash flows due to the entity in accordance with the contract and the cash flows that the Group expects to receive). ECLs are discounted at the effective interest rate of the financial asset. Loss allowances for financial assets measured at amortised cost are deducted from the gross carrying amount of the assets. The gross carrying amount of a financial asset is written off (either partially or in full) to the extent that there is no realistic prospect of recovery. This is generally the case when the Group determines that the debtor does not have the assets or sources of income that could generate sufficient cash flows to repay the amounts subject to the write-off. However, financial assets that are written off could still be subject to enforcement activities in order to comply with the Group’s procedures for recovery of amounts due. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 127 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 2. Material accounting policies continued Impairment continued (ii) Impairment of non-financial assets The carrying values of goodwill and intangible assets are reviewed at the end of each reporting period for impairment. Impairment is measured by comparing the carrying values of the assets with their recoverable amounts. The recoverable amount of the assets is the higher of the assets’ fair value less costs to sell and their value-in-use, which is measured by reference to discounted future cash flows. These assets are grouped together into Cash Generating Units to assess impairment. A sensitivity analysis is also performed (see note 14). An impairment loss is recognised in the income statement immediately. In respect of assets other than goodwill, and when there is a change in the estimates used to determine the recoverable amount, a subsequent increase in the recoverable amount of an asset is treated as a reversal of the previous impairment loss and is recognised to the extent of the carrying amount of the asset that would have been determined (net of amortisation and depreciation) had no impairment loss been recognised. The reversal is recognised in the income statement immediately. Taxation Tax on the profit or loss for the year comprises current and deferred tax. Tax is recognised in the income statement except to the extent that it relates to items recognised directly in equity or other comprehensive income, in which case it is recognised directly in equity or other comprehensive income. Current tax is the expected tax payable or receivable on the taxable income or loss for the year, using tax rates enacted or substantively enacted at the balance sheet date, and any adjustment to tax payable in respect of previous years. Deferred taxation Deferred tax assets and liabilities are recognised where the carrying amount of an asset or liability in the consolidated statement of financial position differs from its tax base, except for differences arising on: • the initial recognition of goodwill; • the initial recognition of an asset or liability in a transaction which is not a business combination and at the time of the transaction affects neither accounting nor taxable profit; and • investments in subsidiaries where the Group is able to control the timing of the reversal of the difference and it is probable that the difference will not reverse in the foreseeable future. Recognition of deferred tax assets is restricted to those instances where it is probable that future taxable profit will be available against which the asset can be utilised. The amount of the asset or liability is determined using tax rates that have been enacted or substantively enacted by the balance sheet date and are expected to apply when the deferred tax liabilities or assets are settled or recovered. Deferred tax balances are not discounted. Deferred tax assets and liabilities are offset when the Group has a legally enforceable right to offset current tax assets and liabilities and the deferred tax assets and liabilities relate to taxes levied by the same tax authority on either: • the same taxable Group company; or • different entities which intend either to settle current tax assets and liabilities on a net basis, or to realise the assets and settle the liabilities simultaneously, in each future period in which significant amounts of deferred tax assets and liabilities are expected to be settled or recovered. Equity The following describes the nature and purpose of each reserve within equity: • share capital: the nominal value of equity shares; • share premium account: proceeds received in excess of the nominal value of shares issued, net of any transaction costs; • retained earnings: all other net gains and losses and transactions with owners (e.g. dividends) not recognised elsewhere; • capital redemption reserve: the capital redemption reserve represents the ordinary shares of £0.01 each repurchased by the Group under the share buy back; • merger reserve: represents the excess over nominal value of the fair value consideration for the business combination which arose during the Company’s IPO listing. This was satisfied by the issue of shares in accordance with s612 of the Companies Act 2006; and • foreign currency translation reserve: retranslation gains and losses of foreign currency denominated operations. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 128 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 2. Material accounting policies continued Financial instruments A financial instrument is any contract that gives rise to a financial asset of one entity and a financial liability or equity instrument of another entity. (i) Recognition and initial measurement Trade receivables are initially recognised when they are originated. All other financial assets and financial liabilities are initially recognised when the Group becomes a party to the contractual provisions of the instrument. On initial recognition, a financial asset is classified as measured at amortised cost, fair value through other comprehensive income (FVOCI) or fair value through profit or loss (FVTPL). A financial liability is classified as measured at either amortised cost or FVTPL. (ii) Classification and subsequent measurement Financial assets Financial assets are not reclassified subsequent to their initial recognition unless the Group changes its business model for managing financial assets, in which case all affected financial assets are reclassified on the first day of the first reporting period following the change in the business model. A financial asset is measured at amortised cost if it meets both of the following conditions and is not designated as FVTPL: • it is held within a business model whose objective is to hold assets to collect contractual cash flows; and • its contractual terms give rise on specified dates to cash flows that are “solely payments of principal and interest” (SPPI) on the principal amount outstanding. This assessment is referred to as the SPPI test and is performed at an instrument level. All financial assets not measured at amortised cost or FVOCI are measured at FVTPL, irrespective of the business model. On initial recognition, the Group may irrevocably designate a financial asset that otherwise meets the requirements to be measured at amortised cost or at FVOCI as FVTPL if doing so eliminates or significantly reduces an accounting mismatch that would otherwise arise. Financial assets: business model assessment The Group’s business model for managing financial assets refers to how it manages its financial assets in order to generate cash flows. The business model determines whether cash flows will result from collecting contractual cash flows, selling the financial assets, or both. Financial assets classified and measured at amortised cost are held within a business model with the objective to hold financial assets in order to collect contractual cash flows, while financial assets classified and measured at FVOCI are held within a business model with the objective of both holding to collect contractual cash flows and selling. Financial assets that are held for trading or are managed and whose performance is evaluated on a fair value basis are measured at FVTPL. Financial assets: assessment whether contractual cash flows are solely payments of principal and interest For the purposes of this assessment, “principal” is defined as the fair value of the financial asset on initial recognition. “Interest” is defined as consideration for the time value of money and for the credit risk associated with the principal amount outstanding during a particular period of time and for other basic lending risks and costs (e.g. liquidity risk and administrative costs), as well as profit margin. In assessing whether contractual cash flows are solely payments of principal and interest, the Group considers the contractual terms of the instrument. This includes assessing whether the financial asset contains a contractual term that could change the timing or amount of contractual cash flows such that it would not meet this condition. In making this assessment, the Group considers: • contingent events that would change the amount or timing of cash flows; • terms that may adjust the contractual coupon rate, including variable rate features; • prepayment and extension features; and • terms that limit the Group’s claim to cash flows from specified assets (e.g. non-recourse features). Financial assets: subsequent measurement and gains and losses Financial assets These assets are subsequently measured at fair value. Net gains and losses, at FVTPL including any interest or dividend income, are recognised in profit or loss. Financial assets These assets are subsequently measured at amortised cost using the at amortised cost effective interest rate (EIR) method. The amortised cost is reduced by impairment losses. Interest income, foreign exchange gains and losses and impairment are recognised in profit or loss. Any gain or loss on derecognition is recognised in profit or loss. The Group’s financial assets at amortised cost include trade receivables. Debt instruments These assets are subsequently measured at fair value. Interest income, at FVOCI calculated using the effective interest method, foreign exchange revaluation and impairment losses or reversals are recognised in profit or loss and computed in the same manner as for financial assets measured at amortised cost. The remaining fair value changes are recognised in OCI. Upon derecognition, the cumulative fair value change recognised in OCI is recycled to profit or loss. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 129 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 2. Material accounting policies continued Financial instruments continued Financial liabilities: classification, subsequent measurement and gains and losses Financial liabilities are classified as measured at amortised cost or FVTPL. A financial liability is classified as FVTPL if it is classified as held for trading, it is a derivative or it is designated as such on initial recognition. Financial liabilities at FVTPL are measured at fair value and net gains and losses, including any interest expense, are recognised in profit or loss. All other financial liabilities are recognised initially at their fair value and subsequently measured at amortised cost using the effective interest method. (iii) Derecognition Financial assets The Group derecognises a financial asset when the contractual rights to the cash flows from the financial asset expire, or it transfers the rights to receive the contractual cash flows in a transaction in which substantially all of the risks and rewards of ownership of the financial asset are transferred or in which the Group neither transfers nor retains substantially all of the risks and rewards of ownership and it does not retain control of the financial asset. Financial liabilities The Group derecognises a financial liability when its contractual obligations are discharged or cancelled, or expire. The Group also derecognises a financial liability when its terms are modified and the cash flows of the modified liability are substantially different, in which case a new financial liability based on the modified terms is recognised at fair value. On derecognition of a financial liability, the difference between the carrying amount extinguished and the consideration paid (including any non-cash assets transferred or liabilities assumed) is recognised in profit or loss. (iv) Offsetting Financial assets and financial liabilities are offset and the net position presented in the statement of financial position when, and only when, the Group currently has a legally enforceable right to set off the amounts and it intends either to settle them on a net basis or to realise the asset and settle the liability simultaneously. Foreign currency transactions (i) Functional and presentation currency Items included in the financial statements of each of the Group’s subsidiaries are measured using the currency of the primary economic environment in which the entity operates (the functional currency). The consolidated financial statements are presented in Pounds Sterling, which is the ultimate Parent Company’s functional currency. (ii) Transactions and balances Transactions in foreign currencies are translated into the functional currency at the exchange rate at the date of the transaction. Monetary assets and liabilities denominated in foreign currencies are translated into the functional currency at the exchange rate at the reporting date. Exchange gains and losses are included within administrative expenses in the income statement. (iii) Group companies The results and financial position of foreign operations (none of which have the currency of a hyper-inflationary economy) that have a functional currency different from the presentation currency are translated into the presentation currency as follows: • assets and liabilities are translated at the closing rate at the balance sheet date; • income and expenses for each income statement and statement of comprehensive income are translated at average exchange rates (unless this is not a reasonable approximation of the cumulative effect of the rates prevailing on the transaction dates, in which case income and expenses are translated at the dates of the transactions); and • all resulting exchange differences are recognised in other comprehensive income. Goodwill and fair value adjustments arising on the acquisition of a foreign operation are treated as assets and liabilities of the foreign operation and translated at the closing rate. Adjusting items Adjusting items are those that in management’s judgement need to be disclosed by virtue of their size, nature and incidence, in order to draw the attention of the reader and to show the underlying business performance of the Group more accurately. Such items are included within the income statement caption to which they relate and are separately disclosed on the face of the consolidated income statement and in the notes to the consolidated Financial Statements. Adjusted measures The Group uses a number of non-Generally Accepted Accounting Principles (non-GAAP) financial measures in addition to those reported in accordance with IFRS. The Directors believe that these non-GAAP measures, listed below, are important when assessing the underlying financial and operating performance of the Group by investors and shareholders. These non-GAAP measures comprise of like-for-like revenue growth, adjusted profit after tax, adjusted earnings per share, net cash, Group adjusted operating cash flow, revenue generating capex, total average spend per game, free cash flow, gross profit on costs of good sold, Group adjusted EBITDA and Group adjusted EBITDA margin. 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 on pages 22 to 26. This also details the impact of adjusting items when comparing to the non-GAAP financial measures in addition to those reported in accordance with IFRS. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 130 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 2. Material accounting policies continued Summary of other estimates and judgements The preparation of the consolidated Group Financial Statements requires management to make judgements, estimates and assumptions in applying the Group’s accounting policies to determine the reported amounts of assets, liabilities, income and expenditure. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis, with revisions applied prospectively. Judgements made by the Directors in the application of these accounting policies that have a significant effect on the consolidated Group Financial Statements are discussed below. Key sources of estimation uncertainty There are no estimates that have a significant risk of resulting in a material adjustment to carrying amounts of assets and liabilities in the next financial year. Set out below are certain areas of estimation uncertainty in the financial statements. There are also no key judgements other than those related to an area of estimation uncertainty: Property, plant and equipment and right-of-use asset impairment reviews Property, plant and equipment and right-of-use assets are assessed for impairment when there is an indication that the assets might be impaired by comparing the carrying value of the assets with their recoverable amounts. The recoverable amount is determined as being the highest of the value-in-use and fair value less costs to sell. The recoverable amount of an asset or a CGU is typically determined based on value-in-use calculations prepared on the basis of management’s assumptions and estimates, but if a potential impairment is identified then the recoverable amount is also determined using fair value less costs to sell. The key assumptions in the value-in-use calculations include growth rates of revenue and costs during the five year forecast period, discount rates and the long term growth rate. Following the impairment charge recorded in the year of £2,288,000 for four mini-golf and one combined centre , the estimation uncertainty associated with the remaining carrying amounts is significantly reduced, and whilst estimation uncertainty remains, this is not assessed as being material. As such, reasonably possible changes to the assumptions in the future in four mini-golf and one combined centre would not lead to material adjustments to the carrying values in the next financial year. The remaining carrying amount of property, plant and equipment is £2,158,000 and right-of-use assets is £4,252,000 at these centres. Further information in respect of the Group’s property, plant and equipment and right-of-use assets is included in notes 12 and 13 respectively. The key assumption in the fair value less costs to sell calculation, under the market approach, is the EBITDA multiple. Contingent consideration Non-current other payables includes contingent consideration in respect of the acquisition of Teaquinn Holdings Inc. in FY2022. The additional consideration to be paid is contingent on the future financial performance of Teaquinn Holdings Inc. in FY2026. This is based on a multiple of 9.2x Teaquinn’s EBITDA pre-IFRS 16 in the financial period of settlement and is capped at CAD 17m. The contingent consideration has been accounted for as post- acquisition employee remuneration and recognised over the duration of the employment contract to FY2026. The key assumptions include a range of possible outcomes for the value of the contingent consideration based on Teaquinn’s forecasted EBITDA pre-IFRS 16 and the year of payment. Further information in respect of the Group’s contingent consideration is included in note 19. Dilapidations provision A provision is made for future expected dilapidation costs on the opening of leasehold properties not covered by the LTA and is expected to be utilised on lease expiry. This also includes properties covered by the LTA where we may not extend the lease, after consideration of the long-term trading and viability of the centre. Properties covered by the LTA provide security of tenure and we intend to occupy these premises indefinitely until the landlord serves notice that the centre is to be redeveloped. As such, no charge for dilapidations can be imposed and no dilapidation provision is considered necessary as the outflow of economic benefit is not considered to be probable. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 131 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 3. Segmental reporting Management consider that the Group consists of two operating segments, as it operates within the UK and Canada. No single customer provides more than ten per cent of the Group’s revenue. Within these two operating segments there are multiple revenue streams which consist of the following: UK Canada Total 30 September 30 September 30 September 2025 2025 2025 £’000 £’000 £’000 Bowling 94,902 16,496 111,398 Food and drink 53,111 10,179 63,290 Amusements 61,991 5,877 67,868 Installation of bowling equipment — 4,726 4,726 Other 2,406 974 3,380 212,410 38,252 250,662 UK Canada Total 30 September 30 September 30 September 2024 2024 2024 £’000 £’000 £’000 Bowling 89,347 14,370 103,717 Food and drink 52,316 7,554 59,870 Amusements 55,587 3,691 59,278 Mini-golf 2,360 189 2,549 Installation of bowling equipment — 4,456 4,456 Other 86 443 529 199,696 30,703 230,399 The UK operating segment includes the Hollywood Bowl and Putt&Play brands. The Canada operating segment includes the Splitsville and Striker Bowling Solutions brands. Following a review of revenue volumes, materiality thresholds, as well as paragraph 23 of IFRS 8, it has been determined that mini-golf revenue does not warrant separate disclosure and is now included within other revenue. Year ended 30 September 2025 Year ended 30 September 2024 UK Canada Total UK Canada Total £’000 £’000 £’000 £’000 £’000 £’000 Revenue 212,410 38,252 250,662 199,696 30,703 230,399 Group adjusted EBITDA 1 pre-IFRS 16 62,418 5,937 68,355 62,308 5,441 67,749 Group adjusted EBITDA 1 81,336 9,899 91,235 79,715 7,872 87,587 Depreciation and amortisation 26,055 5,605 31,660 23,490 3,364 26,854 Impairment of PPE and ROU assets 2,288 — 2,288 5,316 — 5,316 Loss/(gain) on property, right-of-use assets, plant and equipment and software disposals 245 (22) 223 88 — 88 Adjusting items excluding interest and impairment (1,548) 388 (1,160) (591) 2,414 1,823 Operating profit 54,296 3,928 58,224 51,412 2,094 53,506 Finance income (766) (61) (827) (1,580) (142) (1,722) Finance expense 11,759 3,008 14,767 10,425 2,045 12,470 Profit before tax 43,303 981 44,284 42,567 191 42,758 Non-current asset additions – Property, plant and equipment 22,956 12,554 35,510 26,855 11,675 38,530 Non-current asset additions – Intangible assets 665 49 714 946 — 946 Total assets 341,648 97,574 439,222 338,654 79,177 417,831 Total liabilities 232,212 55,722 287,934 218,814 46,812 265,626 1 Group adjusted EBITDA is defined in note 4. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 132 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 4. Reconciliation of operating profit to Group adjusted EBITDA Group adjusted EBITDA (earnings before interest, tax, depreciation and amortisation) reflects the underlying trade of the overall business. It is calculated as operating profit plus depreciation, amortisation, impairment losses, loss on disposal of property, plant and equipment, right-of-use assets and software and adjusting items. Management use Group adjusted EBITDA as a key performance measure of the business and it is considered by management to be a measure investors look at to reflect the underlying business. 30 September 2025 30 September 2024 £’000 £’000 Operating profit 58,224 53,506 Depreciation of property, plant and equipment (note 12) 13,455 11,167 Depreciation of right-of-use assets (note 13) 17,050 14,752 Amortisation of intangible assets (note 14) 1,155 935 Impairment of property, plant and equipment (note 12) 1,059 2,808 Impairment of right-of-use assets (note 13) 1,229 2,508 Loss on disposal of property, plant and equipment, right-of-use assets and software (notes 12–14) 223 88 Adjusting items excluding interest (note 5) and impairment (notes 12 and 13) (1,160) 1,823 Group adjusted EBITDA 91,235 87,587 Adjustment for IFRS 16 (Property costs) (22,880) (19,838) Group adjusted EBITDA pre-IFRS 16 68,355 67,749 5. Adjusting items Adjusting items are disclosed separately in the Financial Statements where the Directors consider it necessary to do so to provide further understanding of the financial performance of the Group. They are material items or expenses that have been shown separately due to, in the Directors judgement, their size, nature and incidence: 30 September 2025 30 September 2024 Adjusting items: £’000 £’000 Insurance settlement 1 1,613 — Administrative expenses 2 (202) (15) Acquisition fees 3 (83) (921) Landlord settlement 4 — 607 Contingent consideration 5 (748) (1,924) Impairment of PPE and ROU Assets 6, 7 (2,288) (5,316) Adjusting items before tax (1,708) (7,569) Tax charge (392) (148) Adjusting items after tax (2,100) (7,717) 1 During the year, the Group received a business interruption insurance settlement. 2 30 September 2025 relates to expenses associated with the closure of the Surrey Quays centre (£50,000) and legal fees relating to the amusement contract in Canada (£152,000). 30 September 2024 related to expenses associated with the closure of the Surrey Quays centre. 3 Both years relate to legal and professional fees relating to the acquisition of Lincoln Bowl, Woodlawn Bowl Inc., Lucky 9 Bowling Centre Limited and Stoked Entertainment Centre Limited. 4 Settlement payment from the landlord resulting from the closure of Hollywood Bowl Surrey Quays. 5 Contingent consideration of £168,000 (30 September 2024: £1,494,000) in administrative expenses and £580,000 (30 September 2024: £430,000) of interest expense in relation to the acquisition of Teaquinn in May 2022. 6 Impairment of PPE of £1,059,000 (30 September 2024: £2,808,000) and ROU Assets of £1,229,000 (30 September 2024: £2,508,000) (See notes 12 and 13). 7 Following shareholder feedback on our FY2024 results, the Audit Committee has reviewed the treatment of impairment costs during the year and has agreed the proposal to treat impairment costs or income as an adjusting item. The comparatives have also been re-presented. 6. Expenses and auditor’s remuneration Included in profit from operations are the following: 30 September 2025 30 September 2024 £’000 £’000 Amortisation of intangible assets 1,155 935 Depreciation of property, plant and equipment 13,455 11,167 Depreciation of right-of-use assets 17,050 14,752 Impairment of property, plant and equipment 1,059 2,808 Impairment of right-of-use assets 1,229 2,508 Operating leases 80 80 Loss on disposal of property, plant and equipment, right-of-use assets and software 223 88 Adjusting items excluding impairment (note 5) (580) 2,253 Loss on foreign exchange 162 486 Auditor’s remuneration: • Fees payable for audit of these Financial Statements 395 350 Fees payable for other services: • Audit of subsidiaries 160 140 • Other non-audit assurance services 6 8 561 498 Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 133 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 7. Staff numbers and costs The average number of employees (including Directors) during the year was as follows: 30 September 2025 30 September 2024 Directors 9 7 Administration 130 118 Operations 2,743 2,701 Total staff 2,882 2,826 The cost of employees (including Directors) during the year was as follows: 30 September 2025 30 September 2024 £’000 £’000 Wages and salaries 57,582 52,824 Social security costs 4,811 4,217 Pension costs 1,312 607 Share-based payments (note 28) 1,798 1,782 Total staff cost 65,503 59,430 Staff costs included within cost of sales are £51,843,000 (30 September 2024: £45,723,000). The balance of staff costs are recorded within administrative expenses. Wages and salaries includes £685,000 (30 September 2024: £1,494,000) of contingent consideration in relation to the acquisition of Teaquinn in May 2022, which is recorded within adjusting items (note 5). 8. Remuneration of Directors and key management personnel A) Directors’ emoluments The Directors’ emoluments and benefits were as follows: 30 September 2025 1 30 September 2024 1 £’000 £’000 Salaries and bonuses 2,205 2,279 Pension contributions 49 48 Share-based payments (note 28) 1,400 1,319 Total 3,654 3,646 1 This includes three (30 September 2024: three) Executive Directors and six (30 September 2024: four) Non- Executive Directors. The aggregate of emoluments of the highest paid Director was £1,695,000 (30 September 2024: £1,615,000) and Company pension contributions of £24,000 (30 September 2024: £23,000) were made to a defined contribution scheme on their behalf. More detail is on page 94 of the Annual Report. The aggregate gains made by Executive Directors on the exercise of share options during FY2025 was £1,413,365 (30 September 2024: £1,144,832). The aggregate gains made by the highest paid Director was £738,405 (30 September 2024: £572,419). B) Key management personnel The Directors and the executive committee of the Group are considered to be the key management personnel of the Group. The remuneration of all key management (including Directors) was as follows: 30 September 2025 30 September 2024 £’000 £’000 Salaries and bonuses 2,996 3,023 Pension contributions 69 66 Share-based payments (note 28) 1,789 1,749 Total 4,854 4,838 9. Finance income and expenses 30 September 2025 30 September 2024 £’000 £’000 Interest on bank deposits 827 1,722 Finance income 827 1,722 Interest on bank borrowings 223 190 Other interest 21 22 Finance costs on lease liabilities 13,731 11,615 Unwinding of discount on contingent consideration 580 430 Unwinding of discount on provisions 212 213 Finance expense 14,767 12,470 Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 134 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 10. Taxation 30 September 2025 30 September 2024 £’000 £’000 The tax expense is as follows: • UK corporation tax 8,488 8,495 • Adjustment in respect of prior years (687) — • Foreign tax suffered 575 1,252 Total current tax 8,376 9,747 Deferred tax: Origination and reversal of temporary differences 2,393 1,967 Effect of changes in tax rates 3 (17) Adjustment in respect of prior years (1,097) 1,151 Total deferred tax 1,299 3,101 Total tax expense 9,675 12,848 Factors affecting current tax charge: The tax assessed on the profit for the period is different to the standard rate of corporation tax in the UK of 25% (30 September 2024: 25%). The differences are explained below: 30 September 2025 30 September 2024 £’000 £’000 Profit excluding taxation 44,284 42,758 Tax using the UK corporation tax rate of 25% (2024: 25%) 11,071 10,690 Change in tax rate on deferred tax balances 3 (17) Non-deductible expenses 302 508 Non-deductible acquisition related adjusting costs — 510 Effects of overseas tax rates 22 34 Share-based payments 61 (28) Adjustment in respect of prior years (1,784) 1,151 Total tax expense included in profit or loss 9,675 12,848 The Group’s standard tax rate for the year ended 30 September 2025 was 25% (30 September 2024: 25%). 11. Earnings per share Basic earnings per share is calculated by dividing the profit attributable to equity holders of Hollywood Bowl Group plc by the weighted average number of shares outstanding during the year. Diluted earnings per share is calculated by adjusting the weighted average number of ordinary shares outstanding to assume conversion of all dilutive potential ordinary shares. During the years ended 30 September 2025 and 30 September 2024, the Group had potentially dilutive ordinary shares in the form of unvested shares pursuant to LTIPs and SAYE schemes (note 28). 30 September 2025 30 September 2024 Basic and diluted Profit for the year after tax (£’000) 34,609 29,910 Basic weighted average number of shares in issue for the period (number) 170,629,123 171,647,892 Adjustment for share awards 1,216,015 1,154,221 Diluted weighted average number of shares 171,845,138 172,802,113 Basic earnings per share (pence) 20.28 17.42 Diluted earnings per share (pence) 20.14 17.31 Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 135 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 12. Property, plant and equipment Freehold Long leasehold Short leasehold Lanes and Plant and machinery, property property improvements pins on strings fixtures and fittings Total £’000 £’000 £’000 £’000 £’000 £’000 Cost At 1 October 2023 6,889 1,240 49,764 22,163 54,868 134,924 Additions — — 23,723 3,900 10,907 38,530 Acquisition — — 189 448 545 1,182 Disposals — — (846) (648) (2,343) (3,837) Transfer to right-of-use assets1 — (1,240) — — — (1,240) Effects of movement in foreign exchange (615) — (249) (170) (141) (1,175) At 30 September 2024 6,274 — 72,581 25,693 63,836 168,384 Additions — — 19,756 6,824 8,930 35,510 Disposals — — (1,622) (396) (1,365) (3,383) Effects of movement in foreign exchange (204) — (521) (139) (95) (959) At 30 September 2025 6,070 — 90,194 31,982 71,306 199,552 Accumulated depreciation At 1 October 2023 86 417 21,819 5,112 29,211 56,645 Depreciation charge 64 — 3,810 932 6,361 11,167 Impairment charge — — 1,605 — 1,203 2,808 Disposals — — (834) (589) (2,245) (3,668) Transfer to right-of-use assets1 — (417) — — — (417) Effects of movement in foreign exchange (10) — (27) (22) (28) (87) At 30 September 2024 140 — 26,373 5,433 34,502 66,448 Depreciation charge 147 — 5,318 1,203 6,787 13,455 Impairment charge — — 235 — 824 1,059 Disposals — — (1,572) (332) (1,144) (3,048) Effects of movement in foreign exchange (8) — (40) (24) (27) (99) At 30 September 2025 279 — 30,314 6,280 40,942 77,815 Net book value At 30 September 2025 5,791 — 59,880 25,702 30,364 121,737 At 30 September 2024 6,134 — 46,208 20,260 29,334 101,936 1 During the prior year, management reviewed the classification of long leasehold property. Subsequently, the long leasehold property previously classified as property, plant and equipment was reclassified as right-of-use assets (see note 13). Short leasehold property includes £1,660,000 (30 September 2024: £7,721,000) of assets in the course of construction, relating to the development of new centres. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 136 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 12. Property, plant and equipment continued Impairment Impairment testing is carried out at the CGU level on an annual basis at the balance sheet date, or more frequently if events or changes in circumstances indicate that the carrying value may be impaired. A CGU is the smallest identifiable group of assets that generates cash inflows that are largely independent of the cash inflows from other assets or groups of assets. Each individual centre is considered to be a CGU. The carrying value of the CGU is compared to its recoverable amount. The recoverable amount is determined as being the highest of the value-in-use and fair value less costs to sell. An initial impairment test was performed on all ninety-two centres assessing for indicators of impairment. A detailed impairment test based on a base case was then performed on twelve centres, where the excess of value-in-use over the carrying value calculation was sensitive to changes in the key assumptions. Property, plant and equipment and right-of-use assets for twelve centres have been tested for impairment by comparing the carrying value of each CGU with its recoverable amount determined from value-in-use calculations using cash flow projections based on financial budgets approved by the Board covering a five-year period. For two centres, the recoverable amount has also been determined from a fair value less costs to sell calculation by applying an EBITDA multiple to the financial budget approved by the Board for FY2026. If the carrying value exceeds the higher of the value-in-use and fair value less the costs to sell the asset, then the asset is impaired, and its value reduced by recognising an impairment provision. The key assumptions used in the value-in-use calculations are revenue growth, cost inflation during the five-year forecast period, the long-term growth rate and discount rate assumptions. The key risks to those assumptions are the potential adverse variations in the economic environment leading to a deterioration in trading conditions and performance during FY2026 and FY2027. Cash flows beyond this two-year period are included in the Board- approved five-year plan and assume a recovery in the economy and the performance of our centres. The other assumptions used in the value-in-use calculations were: 2025 2024 Revenue growth rate (within five years) – UK & Canada 3.0% 3.0% Cost inflation (within five years) – UK 3.0% 3.2% Cost inflation (within five years) – Canada 3.7% 3.7% Discount rate (pre-tax) – UK 13.5% 12.4% Discount rate (pre-tax) – Canada 10.3% 10.6% Growth rate (beyond five years) – UK and Canada 1.75% 2.5% Discount rates reflect current market assessments of the time value of money and the risks specific to the industry. This is the benchmark used by management to assess operating performance and to evaluate future capital investment proposals. These discount rates are derived from the weighted average cost of capital for the UK and Canada. Changes in the discount rates over the years are calculated with reference to latest market assumptions for the risk-free rate, equity risk premium and the cost of debt. Where fair value less costs to sell has been used, the key assumption used in the fair value less costs to sell model is the EBITDA multiple. The valuations are derived using an EBITDA multiple in comparable market transactions. New CGUs in operation in the UK for less than two years are not subjected to routine impairment testing under IAS 36 unless impairment indicators are present. The two-year period reflects the typical stabilisation phase of new locations. For CGUs in operation in Canada, this period is three years as the Splitsville brand is still developing its marketing presence. This policy does not override IAS 36 requirements for immediate testing when indicators exist. Detailed impairment testing, due to the financial performance of certain centres, resulted in the recognition of an impairment charge in the year of £1,059,000 (30 September 2024: £2,808,000) against property, plant and equipment assets and £1,229,000 (30 September 2024: £2,508,000) against right-of-use assets for four mini-golf centres and one combined centre (30 September 2024: four mini-golf centres and one combined centre)(note 13), which form part of the UK operating segment. Following the recognition of the impairment charge, the carrying value of property, plant and equipment is £2,158,000 (30 September 2024: £3,156,000) and right-of-use assets is £4,252,000 (30 September 2024: £5,086,000) for these four (30 September 2024: four) UK mini-golf centres and one combined centre (30 September 2024: one) (note 13). Sensitivity to changes in assumptions The estimate of the recoverable amounts for seven centres affords reasonable headroom over the carrying value of the property, plant and equipment and right-of-use asset, and an impairment charge of £2,288,000 (30 September 2024: £5,316,000) for five centres under the base case. Management have sensitised the key assumptions in the impairment tests of these twelve centres under the base case. For five centres where the value-in-use was determined to provide a higher recoverable amount than fair value less costs to sell, a reduction in revenue of four and six percentage points down on the base case for FY2026 and FY2027 respectively and a one and two percentage points increase in operating costs on the base case for FY2026 and FY2027 respectively to reflect higher inflation, would not cause the carrying value to exceed its recoverable amount for five centres, which include both bowling and mini-golf centres. Therefore, management believe that any reasonable possible changes in the key assumptions would not result in an impairment charge for these five centres. However, a further impairment of £1,504,000 would arise under this sensitised case in relation to three centres where we have already recognised an impairment charge in the year, and four centres where we have not recognised an impairment charge for the year. For two centres where the fair value less costs to sell provided a higher recoverable amount than value-in-use, a reduction in the recoverable amount of £739,755 would lead to a potential impairment charge of £1,061,000. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 137 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 13. Leases Group as a lessee The Group has lease contracts for property and amusement machines used in its operations. There are thirteen (30 September 2024: eight) lease contracts that include variable lease payments in the form of revenue-based rent top-ups. The Group also has certain leases of equipment with lease terms of 12 months or less and leases of office equipment with low value. The Group applies the “short-term lease” and “lease of low-value assets” recognition exemptions for these leases. Set out below are the carrying amounts of right-of-use assets: Amusement Property machines Total Right-of-use assets £’000 £’000 £’000 Cost At 1 October 2023 185,971 15,690 201,661 Lease additions 13,405 5,029 18,434 Acquisition 17,641 — 17,641 Lease surrenders — (1,391) (1,391) Lease modifications and remeasurements 4,890 — 4,890 Transfer from property, plant and equipment1 1,240 — 1,240 Effects of movement in foreign exchange (2,338) — (2,338) At 30 September 2024 220,809 19,328 240,137 Lease additions 24,254 4,452 28,706 Lease surrenders — (1,068) (1.068) Lease modifications and remeasurements 4,968 — 4,968 Effects of movement in foreign exchange (1,236) — (1,236) At 30 September 2025 248,795 22,712 271,507 Accumulated depreciation At 1 October 2023 42,546 8,304 50,850 Depreciation charge 11,577 3,175 14,752 Impairment charge 2,508 — 2,508 Transfer from property, plant and equipment1 417 — 417 Lease surrenders — (1,157) (1,157) At 30 September 2024 57,048 10,322 67,370 Depreciation charge 13,044 4,006 17,050 Impairment charge 1,229 — 1,229 Lease surrenders — (859) (859) At 30 September 2025 71,321 13,469 84,790 Net book value At 30 September 2025 177,474 9,243 186,717 At 30 September 2024 163,761 9,006 172,767 1 During the prior year, management reviewed the classification of long leasehold property. Subsequently, the long leasehold property previously classified as property, plant and equipment was reclassified as right-of-use assets (see note 12). Set out below are the carrying amounts of lease liabilities and the movements during the year: Amusement Property machines Total Lease liabilities £’000 £’000 £’000 At 1 October 2023 185,936 8,269 194,205 Lease additions 13,405 5,029 18,434 Acquisition 15,641 — 15,641 Accretion of interest 11,144 471 11,615 Lease modifications and remeasurements 4,890 — 4,890 Lease surrenders — (322) (322) Payments (19,962) (3,805) (23,767) Effects of movement in foreign exchange (2,454) — (2,454) At 30 September 2024 208,600 9,642 218,242 Lease additions 24,254 4,452 28,706 Accretion of interest 13,113 618 13,731 Lease modifications and remeasurements 4,968 — 4,968 Lease surrenders — (241) (241) Payments (23,816) (4,475) (28,291) Effects of movement in foreign exchange (1,322) — (1,322) At 30 September 2025 225,797 9,996 235,793 Current 10,645 4,486 15,131 Non-current 215,152 5,510 220,662 At 30 September 2025 225,797 9,996 235,793 Current 10,349 3,882 14,231 Non-current 198,251 5,760 204,011 At 30 September 2024 208,600 9,642 218,242 The maturity analysis of the future undiscounted payments due under the above lease liabilities is disclosed in note 30. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 138 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 13. Leases continued The following are the amounts recognised in profit or loss: 2025 2024 £’000 £’000 Depreciation expense of right-of-use assets 17,050 14,752 Impairment charge of right-of-use assets 1,229 2,508 Interest expense on lease liabilities 13,731 11,615 Expense relating to leases of low-value assets (included in administrative expenses) 80 80 Variable lease payments, net of rent credits (included in administrative expenses) 1,093 1,285 Total amount recognised in profit or loss 33,183 30,240 The Group has contingent lease contracts for thirteen (30 September 2024: eight) sites. There is a revenue-based rent top-up on these sites. Gross variable lease payments include revenue-based rent top-ups at eleven (30 September 2024: eight) centres totalling £1,406,000 (30 September 2024: £897,000). It is anticipated that top-ups totalling £1,675,000 will be payable in the year to 30 September 2026 based on current expectations. Impairment testing is carried out as outlined in note 12. Detailed impairment testing resulted in the recognition of an impairment charge in the year of £1,229,000 (30 September 2024: £2,508,000) against right-of-use assets for two UK mini-golf centres and one combined centre (30 September 2024: four UK mini-golf centres and one combined centre).  Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 139 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 14. Goodwill and intangible assets Goodwill Brands 1 Trademark 2 Customer relationships Software Total £’000 £’000 £’000 £’000 £’000 £’000 Cost At 1 October 2023 82,048 7,248 798 805 3,277 94,176 Additions — — — — 946 946 Acquisition 10,668 — — 306 — 10,974 Disposals — — — (1,320) (1,320) Effects of movement in foreign exchange (3) (19) — (6) — (28) At 30 September 2024 92,713 7,229 798 1,105 2,903 104,748 Additions — — — — 714 714 Effects of movement in foreign exchange (5) (548) — (37) — (590) At 30 September 2025 92,708 6,681 798 1,068 3,617 104,872 Accumulated amortisation At 1 October 2023 — 2,091 466 53 2,190 4,800 Amortisation charge — 568 50 73 244 935 Disposals — — — — (1,313) (1,313) Effects of movement in foreign exchange — 3 — — — 3 At 30 September 2024 — 2,662 516 126 1,121 4,425 Amortisation charge — 569 50 79 457 1,155 Effects of movement in foreign exchange — (33) — (11) — (44) At 30 September 2025 — 3,198 566 194 1,578 5,536 Net book value At 30 September 2025 92,708 3,483 232 874 2,039 99,336 At 30 September 2024 92,713 4,567 282 979 1,782 100,323 1 This relates to the Hollywood Bowl, Splitsville and Striker Bowling Solutions brands. 2 This relates to the Hollywood Bowl trademark only. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 140 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 14. Goodwill and intangible assets continued The components of goodwill comprise the following businesses: 30 September 30 September 2025 2024 UK 77,174 77,174 Canada 15,534 15,539 92,708 92,713 At the acquisition date, goodwill is allocated to each group of CGUs expected to benefit from the combination. Impairment testing is carried out at the CGU level on an annual basis. A CGU is the smallest identifiable group of assets that generates cash inflows that are largely independent of the cash inflows from other assets or groups of assets. Each individual centre is considered to be a CGU. However, for the purposes of testing goodwill for impairment, it is acceptable under IAS 36 to group CGUs, in order to reflect the level at which goodwill is monitored by management. The UK and Canada are each considered to be a CGU, for the purposes of goodwill impairment testing. These CGUs form part of the UK and Canada operating segments respectively. The recoverable amount of each of the CGUs is determined based on the higher of fair value less costs to sell and a value-in-use calculation using cash flow projections based on financial budgets approved by the Board covering a five-year period. Cash flows beyond this period are extrapolated using the estimated growth rates stated in the key assumptions. The key assumptions are disclosed in note 12. Sensitivity to changes in assumptions Management believe that any reasonable change in the key assumptions would not result in an impairment charge of the goodwill. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 141 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 15. Investment in subsidiaries Hollywood Bowl Group plc’s operating subsidiaries as at 30 September 2025 are as follows: Company Percentage of ordinary Name number Principal activity Country of incorporation shares owned Direct holdings Kanyeco Limited 1, 2 09164276 Investment holding England and Wales 100% Hollywood Bowl EBT Limited 1, 2 10246573 Dormant England and Wales 100% Teaquinn Holdings Inc. 1, 4 725118608 Investment holding Canada 100% Indirect holdings Kendallco Limited 1, 2 09176418 Investment holding England and Wales 100% The Original Bowling Company Limited 2 05163827 Ten-pin bowling England and Wales 100% Original Bowling Company (NI) Limited 3 NI679991 Dormant Northern Ireland 100% AMF Bowling (Eastleigh) Limited 2 06998390 Dormant England and Wales 100% MABLE Entertainment Limited 2 01094660 Dormant England and Wales 100% Milton Keynes Entertainment Limited 2 01807080 Dormant England and Wales 100% Bowlplex Limited 2 01250332 Dormant England and Wales 100% Bowlplex European Leisure Limited 2 05539281 Dormant England and Wales 100% Wessex Support Services Limited 2 01513727 Dormant England and Wales 100% Wessex Superbowl (Germany) Limited 2 03253033 Dormant England and Wales 100% Bowlplex Properties Limited 2 05506380 Dormant England and Wales 100% Xtreme Bowling Entertainment Corporation 4 840672380 Ten-pin bowling Canada 100% Striker Installations Inc. 4 853701399 Ten-pin bowling installations Canada 100% Striker Bowling Solutions Inc. 4 889559019 Ten-pin bowling supplier Canada 100% 1 These subsidiaries are controlled and consolidated by the Group and are exempt from the Companies Act 2006 requirements relating to the audit of their individual accounts by virtue of Section 479A of the Act as this company has guaranteed the subsidiary companies under Section 479C of the Act. 2 The registered office of these subsidiaries is Focus 31, West Wing, Cleveland Road, Hemel Hempstead, Hertfordshire, HP2 7BW. 3 The registered office of this subsidiary is Cleaver Fulton Rankin, 50 Bedford Street, Belfast, BT2 7FW, Northern Ireland. 4 These subsidiaries are controlled and consolidated by the Group. The registered office of these subsidiaries is 505 Iroquois Shore Road, Suite 9, Oakville, Ontario, L6H 2R3, Canada. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 142 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 16. Cash and cash equivalents A) Reconciliation of cash and cash equivalents at the end of the reporting period For the purpose of the statement of cash flows, cash and cash equivalents comprise the following: 30 September 2025 30 September 2024 £’000 £’000 Cash and cash equivalents 15,189 28,702 Cash and cash equivalents include £1,728,000 (2024: £4,310,000) of credit and debit card payments. B) Changes in liabilities arising from financing activities The table below details changes in the Group’s liabilities arising from financing activities, including both cash and non-cash changes. Liabilities arising from financing activities are those for which cash flows were, or future cash flows will be, classified in the Group’s consolidated cash flow statement as cash flows from financing activities. Lease additions, modifications, Financing remeasurements Accruals and Foreign Interest Interest 30 September 1 October 2024 cash flows and disposals prepayments exchange expense paid 2025 £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 Loans and borrowings (note 21) — — — (52) — 223 (159) 12 Lease liabilities (note 13) 218,242 (14,065) 33,433 (495) (1,322) 13,731 (13,731) 235,793 Total liabilities from financing activities 218,242 (14,065) 33,433 (547) (1,322) 13,954 (13,890) 235,805 Lease additions, modifications, Financing remeasurements Accruals and Foreign Interest Interest 30 September 1 October 2023 cash flows and disposals prepayments exchange expense paid 2024 £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 Loans and borrowings (note 21) — — — (41) — 190 (149) — Lease liabilities (note 13) 194,205 (12,305) 38,643 153 (2,454) 11,615 (11,615) 218,242 Total liabilities from financing activities 194,205 (12,305) 38,643 112 (2,454) 11,805 (11,764) 218,242 17. Trade and other receivables 30 September 2025 30 September 2024 £’000 £’000 Trade receivables 1,815 1,537 Other receivables 155 95 Prepayments 7,663 7,788 9,633 9,420 Trade receivables have an ECL against them that is immaterial. There were no overdue receivables at the end of either year. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 143 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 18. Inventories 30 September 2025 30 September 2024 £’000 £’000 Goods for resale 3,553 2,897 Goods bought for resale recognised as a cost of sale amounted to £26,856,000 (30 September 2024: £25,634,000). 19. Trade and other payables 30 September 2025 30 September 2024 £’000 £’000 Current Trade payables 7,166 5,494 Other payables 4,927 3,658 Accruals and deferred income 16,832 16,162 Taxation and social security 6,138 5,113 Total trade and other payables 35,063 30,427 30 September 2025 30 September 2024 £’000 £’000 Non-current Other payables 5,706 7,116 Accruals and deferred income includes a staff bonus accrual of £3,903,000 (30 September 2024: £3,950,000). Deferred income includes £1,814,000 (30 September 2024: £983,000) of customer deposits received in advance and £2,885,000 (30 September 2024: £2,628,000) relating to bowling equipment installations, all of which will be recognised in the income statement during the following financial year. Current other payables includes £1,764,000 (30 September 2024: non-current other payables £1,759,000) of deferred consideration in respect of the acquisition of Teaquinn Holdings Inc. Non-current other payables includes £4,475,000 (30 September 2024: £3,928,000) of contingent consideration in respect of the acquisition of Teaquinn Holdings Inc. The additional consideration to be paid is contingent on the future financial performance of Teaquinn Holdings Inc. in FY2026. This is based on a multiple of 9.2x Teaquinn’s EBITDA pre-IFRS 16 in the financial period of settlement and is capped at CAD 17m. The contingent consideration has been accounted for as post-acquisition employee remuneration in accordance with IFRS 3 paragraph B55 and recognised over the duration of the employment contract to FY2026. The present value of the contingent consideration has been discounted using a WACC of 13% (30 September 2024: 13%). There is a range of possible outcomes for the value of the contingent consideration based on Teaquinn’s forecasted EBITDA pre-IFRS 16. The FY2025 provision is based on a payment (undiscounted) of £5,293,000, using the FY2025 year-end exchange rate. The fair value of the contingent consideration will be re-assessed at every financial reporting date, with changes recognised in the income statement. In FY2025, this re-assessment resulted in an increase in the charge of £168,000 (30 September 2024: reduction of £261,000) based on the current expectation of the final consideration payment, which has been recognised in adjusting administrative expenses (note 5). 20. Provisions 30 September 2025 30 September 2024 £’000 £’000 Lease dilapidations provision 5,820 5,848 The dilapidations provision relates to potential rectification costs expected should the Group vacate any of its centres. There are no onerous leases within the estate. The movements in the dilapidations provision are summarised below: Dilapidations £’000 As at 30 September 2023 5,084 Change in discount rate 1 326 Provided during the year 225 Unwind of discounted amount 213 As at 30 September 2024 5,848 Change in discount rate 1 (413) Provided during the year 446 Released during the year (273) Unwind of discounted amount 212 As at 30 September 2025 5,820 1 There was an increase in the discount rate from 4.11% at 30 September 2024 to 4.80% at 30 September 2025 (30 September 2024: a decrease in the discount rate from 4.64% at 30 September 2023 to 4.11% at 30 September 2024), used in preparing the dilapidations provision for the year ended 30 September 2025. This resulted in a decrease in the provision of £413,000 (30 September 2024: an increase of £326,000), and will unwind over the term of the property leases. Movements in the discount rate are driven by the yield on UK government bonds with a maturity comparable to the remaining property lease term. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 144 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 20. Provisions continued In the UK, a provision is made for future expected dilapidation costs on the opening of leasehold properties not covered by the Landlord and Tenant Act 1985 (LTA), and is expected to be utilised on lease expiry. This also includes properties covered by the LTA where we may not extend the lease, after consideration of the long-term trading and viability of the centre. The amount provided in the year relates to two new centres (30 September 2024: one new centre). Properties covered by the LTA provide security of tenure and we intend to occupy these premises indefinitely until the landlord serves notice that the centre is to be redeveloped. As such, no charge for dilapidations can be imposed and no dilapidation provision is considered necessary as the outflow of economic benefit on these centres is not considered to be probable. As at 30 September 2025, 26 UK centres (30 September 2024: 24 centres) had a dilapidations provision. No Canadian property leases have a dilapidations provision as the lease agreements do not contain a related dilapidation clause. It is anticipated that £40,000 of the provision will be utilised within the next 12 months as the landlord at one UK centre has earmarked the site for closure and redevelopment. The provision released in the year relates to this site as the full dilapidations provision will not be utilised due to the landlord redevelopment of the site. 21. Loans and borrowings On 29 September 2021, the Group entered into a £25m revolving credit facility (RCF) with Barclays Bank plc. The RCF had an original termination date of 31 December 2024. On 22 March 2024, the RCF had the termination date extended to 31 December 2025. On 8 May 2025, the RCF was cancelled and the Group entered into a new £25m RCF with Barclays Bank plc. The RCF was undrawn at the date of cancellation. The new RCF has a termination date of 7 May 2028. Interest is charged on any drawn balance based on the reference rate (SONIA), plus a margin of 1.30% (30 September 2024: 1.65%). A commitment fee equal to 35%of the drawn margin is payable on the undrawn facility balance. The commitment fee rate as at 30 September 2025 was therefore 0.4550% (30 September 2024: 0.5775%). Issue costs of £135,000 were paid to Barclays Bank plc on commencement of the original RCF and a further £35,000 on extension of the RCF. Issue costs of £125,000 were paid to Barclays Bank plc on commencement of the new RCF on 8 May 2025. These costs are being amortised over the term of the facility and are included within prepayments (note 17). The terms of the Barclays Bank plc facility include a Group financial covenants that each quarter the ratio of total net debt to Group adjusted EBITDA pre-IFRS 16 shall not exceed 1.75:1. The Group operated within the covenant during the year and the previous year. 22. Deferred tax assets and liabilities 30 September 2025 30 September 2024 £’000 £’000 Deferred tax assets and liabilities Deferred tax assets – UK 5,409 5,934 Deferred tax assets – Canada 849 518 Deferred tax liabilities – UK (9,320) (7,247) Deferred tax liabilities – Canada (1,641) (2,680) (4,703) (3,475) 30 September 2025 30 September 2024 £’000 £’000 Reconciliation of deferred tax balances Balance at the beginning of the year (3,475) (651) Deferred tax credit for the year – in profit or loss (2,393) (1,950) Deferred tax (charge)/credit for the year – in equity (108) 101 On acquisition — (20) Effects of changes in tax rates 3 (17) Effects of foreign exchange 173 213 Adjustment in respect of prior years 1,097 (1,151) Balance at the end of the year (4,703) (3,475) The components of deferred tax are: 30 September 2025 30 September 2024 £’000 £’000 Deferred tax assets Fixed assets 5,548 5,192 Trading losses 88 29 Other temporary differences 937 895 6,573 6,116 Deferred tax liabilities Property, plant and equipment (10,178) (8,205) Intangible assets (1,098) (1,386) (11,276) (9,591) Deferred tax assets and liabilities are measured using the tax rates that are expected to apply to the periods when the assets are realised or liabilities settled, based on tax rates enacted or substantively enacted at 30 September 2025. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 145 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 23. Share capital 30 September 2025 30 September 2024 Shares £’000 Shares £’000 Ordinary shares of £0.01 each 166,851,906 1,668 172,083,853 1,721 The share capital of the Group is represented by the share capital of the Parent Company, Hollywood Bowl Group plc. During the year 531,122 ordinary shares of £0.01 each were issued under the Group’s LTIP scheme and 1,265 ordinary shares of £0.01 each were issued under the Group’s SAYE scheme (note 28). In addition, 5,764,334 ordinary shares of £0.01 each were repurchased and cancelled under the Group’s share buy back programme at a total cost of £15,150,591. The ordinary shares are entitled to dividends. The Group only has one class of share. 24. Reserves Share premium The amount subscribed for share capital in excess of nominal value. Retained earnings The accumulated net profits and losses of the Group. Merger reserve The merger reserve represents the excess over nominal value of the fair value consideration for the business combination which arose during the Company’s IPO listing; this was satisfied by the issue of shares in accordance with Section 612 of the Companies Act 2006. Capital redemption reserve The capital redemption reserve represents the value of the ordinary shares of £0.01 each repurchased by the Group under the share buy back. Foreign currency translation reserve The foreign currency translation reserve represents the retranslation gains and losses of foreign currency denominated operations. 25. Lease commitments The Group had total commitments under non-cancellable operating leases set out below: 30 September 2025 30 September 2024 Other Other £’000 £’000 Within 1 year 80 80 In 2 to 5 years 20 100 100 180 These operating leases are not included as IFRS 16 assets as the Group applies the low-value assets recognition exemption to leases of office equipment. 26. Capital commitments As at 30 September 2025, the Group had entered into contracts to fit out new and refurbish existing sites for £345,000 (30 September 2024: £5,312,000). These commitments are expected to be settled in the year to 30 September 2026. 27. Related party transactions 30 September 2025 and 30 September 2024 During the year, and the previous year, there were no transactions with related parties. 28. Share-based payments Long-term employee incentive costs The Group operates LTIPs for certain key management. In accordance with IFRS 2 Share- based payment, the values of the awards are measured at fair value at the date of grant. The exercise price of the LTIPs is equal to the nominal price of the underlying shares on the date of grant. The fair value is determined based on the exercise price and number of shares granted, and is written off on a straight-line basis over the vesting period, based on management’s estimate of the number of shares that will eventually vest. Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 146 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 28. Share-based payments continued Long-term employee incentive costs continued A summary of the movement in the LTIPs is outlined below: Method of settlement Outstanding at Granted Lapsed/cancelled Exercised Outstanding at Exercisable at Scheme name Year of grant accounting 1 October 2024 during the year1 during the year during the year 30 September 2025 30 September 2025 LTIP 2022 2022 Equity 463,436 67,686 — (531,122) — — LTIP 2023 2023 Equity 627,678 — — — 627,678 — LTIP 2024 2024 Equity 584,831 — — — 584,831 — LTIP 2025 2025 Equity — 572,104 — — 572,104 — In accordance with the LTIP schemes outlined in the Group’s Remuneration Policy, the vesting of these awards is conditional upon the achievement of an EPS target set at the time of grant, measured at the end of a three-year period ending 30 September 2025, 30 September 2026 and 30 September 2027, and the Executive Directors’ continued employment at the date of vesting. The LTIP 2023, 2024 and 2025 also have performance targets based on return on centre invested capital, emissions ratio for Scope 1 and Scope 2 and (except for LTIP 2025) team member development. LTIP 2025 also has a market based performance condition linked to relative Total shareholder Return (TSR). Subject to performance against the targets, the awards will vest three years after grant and will be subject to a further 2 year holding period. Further details on LTIP 2023, 2024 and 2025 are available on the Hollywood Bowl Group corporate website at www.hollywoodbowlgroup.com/investors/regulatory-news dated 16 February 2023, 30 January 2024 and 3 February 2025. The awards will vest based on the following adjusted EPS targets: LTIP 2023 LTIP 2024 LTIP 2025 Vesting 18.11 23.10 24.78 25% Vesting determined on 18.11–20.01 23.10–25.54 24.78–27.39 a straight-line basis 20.01 25.54 27.39 100% 1 During the year ended 30 September 2025, 572,104 (30 September 2024: 584,831) share awards were granted under the LTIPs and an additional 67,686 (30 September 2024: 46,261) shares were issued to cover the LTIP 2022 dividend equivalents (30 September 2024: LTIP 2021 dividend equivalents). During the year ended 30 September 2025, 531,122 share awards were exercised under LTIP 2022 (30 September 2024: 499,254 share awards under LTIP 2021) and a total of 531,122 shares were issued pursuant to an existing block listing in order to satisfy the exercise of the nil-cost options (see note 23). For all LTIPs, the Group recognised a charge of £1,789,439 (30 September 2024: £1,749,237) and related employer National Insurance of £268,416 (30 September 2024: £241,395). The following assumptions were used to determine the fair value of the LTIPs granted: Financial year LTIP granted 2025 2024 2023 Share price at date of grant 2.826 2.930 2.600 Discount rate/dividend yield 3% 3% 3% The cumulative total charge recognised in retained earnings for all LTIPs as at 30 September 2025 is £7,528,174 (30 September 2024: £5,738,735). The weighted average remaining contractual life of share options outstanding at 30 September 2025 was 478 days (30 September 2024: 515 days). The shares are dilutive for the purposes of calculating diluted earnings per share. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 147 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 28. Share-based payments continued Long-term employee incentive costs continued Save-As-You-Earn (SAYE) schemes The Group currently operates three SAYE schemes, available to all employees of the Group. The SAYE schemes permit the grant to employees of options in respect of ordinary shares linked to a bank SAYE contract for a term of three years with contributions from employees of an amount between £5 and £500 per month. During the year, a new SAYE scheme (SAYE 2025) was launched with 130 employees taking up 174,839 options with an exercise date of 1 February 2028 and an exercise price of £2.90, being equal to the market price of the shares on the date of grant. In the prior year, 109 employees took up 100,887 options with an exercise date of 1 February 2027 and an exercise price of £2.85. The options vest if the employee remains in employment by the Group on the exercise date; otherwise, the options lapse on the date the employee leaves. The options are exercisable for a period of six months from the date of vesting. Employees can opt to leave the SAYE at any time, at which point their options will lapse. The shares are dilutive for the purposes of calculating diluted earnings per share. In accordance with IFRS 2 Share-based payment, the values of the awards are measured at fair value at the date of the grant. The fair value is expensed on a straight-line basis over the vesting period, based on management’s estimate of the number of shares that will eventually vest. The fair value at grant date is estimated using a Black-Scholes pricing model, taking into account the terms and conditions upon which the options were granted. The contractual life of each option granted is three years. The fair value of options granted during the years ended 30 September 2025, 30 September 2024 and 30 September 2023 was estimated on the date of grant using the following assumptions: SAYE SAYE SAYE 2025 2024 2023 Exercise price £2.900 £2.850 £2.430 Dividend yield 3.0% 3.0% 3.0% Expected volatility 30.4% 32.9% 35.4% Risk-free interest rate 3.96% 4.10% 3.14% Life of option 3 years 3 years 3 years Anticipated number of options to vest 50% 20% 35% The expected volatility is based on the annualised standard deviation of the continuously compounded rates of return on the share over a period of time. A summary of the movement in the SAYE schemes is outlined below: Lapsed/ Outstanding Granted cancelled Exercised Outstanding at Exercisable at Year of at 1 October during the during the during the 30 September 30 September Scheme name award 2024 year year year 2025 2025 SAYE 2022 2022 42,564 — (38,136) (1,265) 3,163 3,163 SAYE 2023 2023 102,203 — (22,966) — 79,237 — SAYE 2024 2024 85,343 — (37,401) — 47,942 — SAYE 2025 2025 — 174,839 (42,483) — 132,356 — The assessed fair value of the options granted during the year ended 30 September 2025 was £0.58 (30 September 2024: £0.62). For the year ended 30 September 2025, the Group has recognised £8,871 of share-based payment charge in the income statement (30 September 2024: charge of £32,579). During the year one of the SAYE schemes became exercisable and 1,265 ordinary shares of £0.01 each were issued under the SAYE 2022 at an exercise price of £2.845. During the prior year, 456 options were exercised under the SAYE 2020 and 456 ordinary shares of £0.01 each were issued at an exercise price of £2.880. The weighted average remaining contractual life of share options outstanding at 30 September 2025 was 557 days (30 September 2024: 557 days). Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 148 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 29. Financial instruments Fair value hierarchy IFRS 7 requires fair value measurements to be recognised using a fair value hierarchy that reflects the significance of the inputs used in the value measurements: Level 1: inputs are quoted prices in active markets. Level 2: a valuation that uses observable inputs for the asset or liability other than quoted prices in active markets. Level 3: a valuation using unobservable inputs (i.e. a valuation technique). There were no transfers between levels throughout the periods under review. Fair value All financial assets held at the balance sheet date, which comprise trade and other receivables and cash and cash equivalents, are classified as financial assets held at amortised cost. All financial liabilities, which comprise trade and other payables and borrowings, are classified as financial liabilities held at amortised cost. The following table shows the fair value of financial assets and financial liabilities within the Group at the balance sheet date. The fair value of all financial assets and liabilities are categorised as Level 2. 30 September 2025 30 September 2024 £’000 £’000 Financial assets – measured at amortised cost Cash and cash equivalents 15,189 28,702 Trade and other receivables 1,970 1,632 Financial liabilities – measured at amortised cost Trade and other payables 34,632 32,429 There is no difference between the carrying value and fair value of any of the above financial assets and financial liabilities. 30. Financial risk management The Group’s activities expose it to a variety of financial risks: credit risk, liquidity risk and market risk (fair value interest rate and price risk). Credit risk Credit risk refers to the risk that a counterparty will default on its contractual obligations resulting in financial loss to the Group. In order to minimise this risk the Group endeavours to deal only with companies which are demonstrably creditworthy. In addition, a significant proportion of revenue results from cash transactions. The aggregate financial exposure is continuously monitored. The maximum exposure to credit risk is the value of the outstanding amount of trade receivables. Management does not consider that there is any concentration of risk within either trade or other receivables. The Group held cash and cash equivalents with banks which are rated AA- to AA+ of £12,987,000 at 30 September 2025 (30 September 2024: £26,785,000). The Group considers that its cash and cash equivalents have low credit risk based on the external credit ratings of the counterparties. Trade receivables have not been impaired as any ECL is deemed to be insignificant. Liquidity risk Liquidity risk is the risk that the Group will not be able to meet its financial obligations as they fall due. The Group’s approach to managing liquidity is to ensure, as far as is possible, that it will always have sufficient liquidity to meet its liabilities when due, under both normal and stressed conditions, without incurring unacceptable losses or risking damage to the Group’s reputation. Cash flow and fair value interest rate risk The Group’s borrowings are variable rate bank loans. As at 30 September 2025, £nil (30 September 2024: £nil) of the available facility has been drawn down. The Directors monitor the Group’s funding requirements and external debt markets to ensure that the Group’s borrowings are appropriate to its requirements in terms of quantum, rate and duration. The Group currently holds cash balances to provide funding for normal trading activity. The Group also has access to both short-term and long-term borrowings to finance individual projects. Trade and other payables are monitored as part of normal management routine. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 149 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Notes to the financial statements continued For the year ended 30 September 2025 30. Financial risk management continued Cash flow and fair value interest rate risk continued The table below summarises the maturity profile of the Group’s financial liabilities: Within 1 5 to 10 More than year 1 to 2 years 2 to 5 years years 10 years Total £’000 £’000 £’000 £’000 £’000 £’000 2025 Trade and other payables 27,112 692 6,388 577 3,829 38,598 Lease liabilities 28,783 48,693 76,253 109,918 102,215 365,862 55,895 49,385 82,641 110,495 106,044 404,460 2024 Trade and other payables 24,226 676 6,994 801 3,867 36,564 Lease liabilities 25,626 25,395 69,523 102,559 108,691 331,794 49,852 26,071 76,517 103,360 112,558 368,358 Capital risk management The Group’s capital management objectives are: (i) to ensure the Group’s ability to continue as a going concern so that it can continue to provide returns for shareholders and benefits for other stakeholders; and (ii) to provide an adequate return to shareholders by pricing products and services commensurate with the level of risk. To meet these objectives, the Group reviews the budgets and forecasts on a regular basis to ensure there is sufficient capital to meet the needs of the Group through to profitability and positive cash flow. The capital structure of the Group consists of shareholders’ equity as set out in the consolidated statement of changes in equity. All working capital requirements are financed from existing cash resources and borrowings. Market risk Market risk is the risk that changes in market prices, such as foreign exchange rates, interest rates and equity prices, will affect the Group’s income or the value of its holdings of financial instruments. The objective of market risk management is to manage and control market risk exposures within acceptable parameters, while optimising the return on risk. Foreign currency risk Operating across two territories increases the Group’s exposure to currency risk. Wherever possible, overseas operations will fund their day to day working capital requirements in local currency with cash generated from operations, naturally hedging the currency risk exposure to the Group. Management will continually monitor the level of currency risk exposure, and consider hedging where appropriate. Currently the Group considers the currency risk on consolidation of the assets and liabilities of its foreign entities to be of low materiality. Interest rate risk Interest rate risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market interest rates. The Group’s exposure to the risk of changes in market interest rates relates primarily to the Group’s long-term debt obligations with floating interest rates. The Group manages its interest rate risk by entering into interest rate derivatives when it is considered appropriate to do so by management. At 30 September 2025 and 30 September 2024, none of the Group’s borrowings were at fixed rates of interest. The effect on the profit after tax of a notional one per cent increase or decrease in SONIA is £nil (30 September 2024: £nil). 31. Dividends paid and proposed 30 September 30 September 2025 2024 £’000 £’000 The following dividends were declared and paid by the Group: Final dividend year ended 30 September 2023 – 8.54 pence per ordinary share — 14,664 Special dividend year ended 30 September 2023 – 2.73 pence per ordinary share — 4,688 Interim dividend year ended 30 September 2024 – 3.98 pence per ordinary share — 6,828 Final dividend year ended 30 September 2024 – 8.08 pence per ordinary share 13,904 13,904 Interim dividend year ended 30 September 2025 – 4.10 pence per ordinary share 6,923 — Proposed for the approval by shareholders at AGM (not recognised as a liability at 30 September 2025): Final dividend year ended 30 September 2025 – 9.18 pence per ordinary share 15,317 — Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 150 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Note 30 September 2025 £’000 30 September 2024 £’000 ASSETS Non-current assets Investments 5 96,959 87,561 Trade and other receivables 8 158,716 73,742 Deferred tax asset 7 429 355 256,104 161,658 Current assets Cash and cash equivalents 6 191 8,119 Trade and other receivables 8 260 191 451 8,310 Total assets 256,555 169,968 LIABILITIES Current liabilities Trade and other payables 9 158,259 121,180 Total liabilities 158,259 121,180 NET ASSETS 98,296 48,788 Equity attributable to shareholders Share capital 10 1,668 1,721 Share premium 10 39,716 39,716 Capital redemption reserve 10 59 1 Retained earnings 56,853 7,350 TOTAL EQUITY 98,296 48,788 Thecompanyreportedaprofitfortheyearended30 September 2025 of £83,692,000 (30 September 2024: a loss of £1,834,000). ThesefinancialstatementswereapprovedbytheBoardofDirectorson15 December 2025. The accompanying notes on pages 154 to 158formanintegralpartofthesefinancialstatements. Signed on behalf of the Board Laurence Keen Chief Financial Officer Company registration number: 10229630 Company statement of financial position As at 30 September 2025 Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 151 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Share capital £’000 Share premium £’000 Capital redemption reserve £’000 Retained earnings £’000 Total £’000 Equity as at 30 September 2023 1,717 39,716 — 33,994 75,427 Shares issued during the year 5 — — — 5 Share buy back (1) — 1 (379) (379) Share-basedpayments(note5,11) — — — 1,749 1,749 Dividends paid — — — (26,180) (26,180) Total comprehensive loss for the year — — — (1,834) (1,834) Equity as at 30 September 2024 1,721 39,716 1 7,350 48,788 Shares issued during the year 5 — — — 5 Share buy back (58) — 58 (15,151) (15,151) Share-basedpayments(note5,11) — — — 1,789 1,789 Dividends paid — — — (20,827) (20,827) Totalcomprehensiveprofitfortheyear — — — 83,692 83,692 Equity as at 30 September 2025 1,668 39,716 59 56,853 98,296 The accompanying notes on pages 154 to 158formanintegralpartofthesefinancialstatements. Company statement of changes in equity For the year ended 30 September 2025 Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 152 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements 30 September 2025 £’000 30 September 2024 £’000 Cash flows from operating activities Profit/(loss)beforetax 83,317 (2,532) Adjusted by: Net interest expense/(income) 106 (650) Share-basedpayments(note11) 1,236 1,110 Operating profit/(loss) before working capital changes 84,659 (2,072) Decrease in trade and other receivables 142 567 Increase in trade and other payables 262 222 Cash outflow generated from operations 85,063 (1,283) Interest received 145 883 Bank interest paid (138) (149) Net cash outflow from operating activities 85,070 (549) Cash flows from investing activities Investment in existing subsidiary (8,845) (17,695) Net cash used in investing activities (8,845) (17,695) Cash flows from financing activities Share buy back (15,151) (379) Dividends paid (20,827) (26,180) (Repayment of loan to subsidiary) / loan from subsidiary (48,175) 28,046 Net cash flows generated from financing activities (84,153) 1,487 Net change in cash and cash equivalents for the year (7,928) (16,757) Cash and cash equivalents at the beginning of the year 8,119 24,876 Cash and cash equivalents at the end of the year 191 8,119 The accompanying notes on pages 154 to 158formanintegralpartofthesefinancialstatements. Company statement of cash flows For the year ended 30 September 2025 Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 153 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements 1. General information Hollywood Bowl Group plc is a public limited company whose shares are publicly traded on the London Stock Exchange and is incorporated and domiciled in England under the Companies Act 2006. The Company was incorporated on 13 June 2016,registerednumber 10229630.TheregisteredofficeoftheParentCompanyisFocus31,WestWing,Cleveland Road,HemelHempstead,HP2 7BW,UnitedKingdom. 2. Material accounting policies The material accounting policies are set out below. These accounting policies have been appliedconsistentlythroughouttheyearandprioryear.Thefinancialinformationpresented isasatandforthefinancialyearsended30 September 2025 and 30 September 2024. Basis of preparation ThefinancialstatementshavebeenpreparedinaccordancewithapplicableUnited Kingdomaccountingstandards,includingFinancialReportingStandard102 – ‘The Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland’ (FRS 102) and the Companies Act 2006. The functional and presentational currency of the Company is PoundsSterling.ThefinancialstatementsarepresentedinPoundsSterlingandallvaluesare roundedtothenearestthousand,exceptwhereotherwiseindicated. Thefinancialstatementshavebeenpreparedonagoingconcernbasisunderthehistorical cost convention. Thefinancialinformationpresentedisatandfortheyearsended30 September 2025 and 30 September 2024. AstheconsolidatedfinancialstatementsoftheCompanyincludetheequivalentdisclosures, the Company has taken the exemptions under FRS 102 available in respect of the following disclosures: • certain disclosures required by FRS 102.26Share-basedpayment;and • certain disclosures required by FRS 102.11 Basic Financial Instruments and FRS 102.12 Other FinancialInstrumentIssuesinrespectoffinancialinstrumentsnotfallingwithinthefair value accounting rules of paragraph 36(4) of Schedule 1. As permitted by Section 408 of the Companies Act 2006,anentityincomestatementand statement of comprehensive income are not included as part of the published consolidated financialstatementsofHollywoodBowlGroupplc.Theprofitforthefinancialyeardealtwith inthefinancialstatementsoftheParentCompanyis£83,692,000 (30 September 2024: loss £1,834,000).Theprofitforthefinancialyearincludesdividendsreceivedfromasubsidiaryof £85,000,000 (30 September 2024: £nil). Investments in subsidiaries Investmentsinsubsidiaryundertakingsareinitiallyrecordedatcost,beingthefairvalue of the consideration paid. Subsequently investments are reviewed for impairment on an individual basis annually or if events or changes in circumstances indicate that the carrying value may not be fully recoverable with any impairment charged to the income statement. Receivables due from subsidiary undertakings Amountsowedbysubsidiariesareclassifiedandrecordedatamortisedcostandreduced by allowances for ECLs.Estimatedfuturecreditlossesarefirstrecordedoninitialrecognition of a receivable and are based on estimated probability of default. Individual balances are written off when management deems them not to be collectible. Employee benefits Share-based payments TheCompanyoperatesanequity-settledshare-basedpaymentplanforitsDirectors,under which the Directors are granted equity instruments of Hollywood Bowl Group plc. The fair value of services received in exchange for the equity instruments is determined by reference to the fair value of the instruments granted at grant date. The fair value of the instruments includesanymarketperformanceconditionsandnon-vestingconditions. The expense is recognised over the vesting period of the award taking into account any non-marketperformanceandserviceconditions. Thecostofequity-settledtransactionsisrecognisedtogetherwithacorrespondingincrease inequity,overtheperiodinwhichtheperformanceconditionsarefulfilled,endingonthe date on which the relevant employees become fully entitled to the award. Financial instruments The Company has elected to apply the recognition and measurement provisions of IFRS 9 Financial Instruments together with the disclosure and presentation requirements of sections 11 and 12 of FRS 102. Cash and cash equivalents Cashandcashequivalentsincludescashheldinshort-termdepositswithUK banks. Foreign currency transactions Transactions in foreign currencies are translated into the functional currency at the exchange rate at the date of the transaction. Monetaryassetsandliabilitiesdenominatedinforeigncurrenciesaretranslatedintothe functional currency at the exchange rate at the reporting date. Exchange gains and losses are included within administrative expenses in the income statement. Notes to the Company financial statements Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 154 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements 2. Material accounting policies continued Taxation Taxontheprofitorlossfortheyearcomprisescurrentanddeferredtax.Taxisrecognisedin theprofitandlossaccountexcepttotheextentthatitrelatestoitemsrecogniseddirectly inequityorothercomprehensiveincome,inwhichcaseitisrecogniseddirectlyinequityor other comprehensive income. Current tax is the expected tax payable or receivable on the taxable income or loss for the year,usingtaxratesenactedorsubstantivelyenactedatthebalancesheetdate,andany adjustmenttotaxpayableinrespectofpreviousyears. Deferred taxation Deferred tax is provided on timing differences which arise from the inclusion of income and expenses in tax assessments in periods different from those in which they are recognised in thefinancialstatements.Thefollowingtimingdifferencesarenotprovidedfor:differences betweenaccumulateddepreciationandtaxallowancesforthecostofafixedassetifand when all conditions for retaining the tax allowances have been met; and differences relating toinvestmentsinsubsidiaries,totheextentthatitisnotprobablethattheywillreverse in the foreseeable future and the reporting entity is able to control the reversal of the timing difference. Deferred tax is not recognised on permanent differences arising because certain types ofincomeorexpensearenon-taxableoraredisallowablefortaxorbecausecertaintax charges or allowances are greater or smaller than the corresponding income or expense. Deferred tax is provided in respect of the additional tax that will be paid or avoided on differences between the amount at which an asset (other than goodwill) or liability is recognised in a business combination and the corresponding amount that can be deducted orassessedfortax.Goodwillisadjustedbytheamountofsuchdeferredtax. Deferred tax is measured at the tax rate that is expected to apply to the reversal of the relateddifference,usingtaxratesenactedorsubstantivelyenactedatthebalancesheet date. Deferred tax balances are not discounted. Unrelieved tax losses and other deferred tax assets are recognised only to the extent that is it probable that they will be recovered against the reversal of deferred tax liabilities or other futuretaxableprofits. 3. Directors’ remuneration The Company has no employees other than the Directors. TheDirectors’emolumentsandbenefitswereasfollows: 30 September 2025 1 £’000 30 September 2024 1 £’000 Salaries and bonuses 2,205 2,279 Pension contributions 49 48 Share-basedpayments(note11) 1,236 1,111 Total 3,490 3,438 1 This includes three (30 September 2024: three) Executive Directors and six (30 September 2024: four)  Non-ExecutiveDirectors. The aggregate of emoluments of the highest paid Director was £1,695,000 (30 September 2024: £1,615,000) and Company pension contributions of £24,000 (30 September 2024: £23,000)weremadetoadefinedcontributionschemeontheirbehalf. The aggregate gains made by Executive Directors on the exercise of share options during FY2025 was £1,413,365 (FY2024: £1,144,832). The aggregate gains made by the highest paid Director was £738,405 (FY2024: £572,419). 4. Taxation 30 September 2025 £’000 30 September 2024 £’000 The tax credit is as follows: • UK corporation tax (301) (587) Total current tax credit (301) (587) Deferred tax: Origination and reversal of temporary differences (74) (115) Adjustmentinrespectofprioryears — 4 Total deferred tax credit (74) (111) Total tax credit (375) (698) Notes to the Company financial statements continued Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 155 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements 4. Taxation continued Factors affecting current credit The tax assessed on the loss for the period is different to the standard rate of corporation tax in the UK of 25% (30 September 2024: 25%). The differences are explained below: 30 September 2025 £’000 30 September 2024 £’000 Profit/(loss)excludingtaxation 83,317 (2,532) Tax using the UK corporation tax rate of 25% (2024: 25%) 20,829 (633) Share-basedpayments 26 (73) Non-deductibleexpenses 20 4 Non-taxableincome (21,250) — Adjustmentsinrespectofprioryears — 4 Total tax (credit)/expense included in profit or loss (375) (698) The Group’s standard tax rate for the year ended 30 September 2025 was 25% (30 September 2024: 25%). 5. Investments Investments in subsidiary undertakings are as follows: 30 September 2025 £’000 30 September 2024 £’000 At the beginning of the year 87,561 69,745 Additions 9,398 17,816 At the end of the year 96,959 87,561 Additions during the year include additional investments made in the existing Canadian entitiesandcapitalcontributiononshare-basedpaymentawardsgrantedtosubsidiary employees. Details of the investments in subsidiary undertakings are outlined in note 15 to the consolidatedfinancialstatements. 6. Cash and cash equivalents Forthepurposeofthestatementofcashflows,cashandcashequivalentscomprise the following: 30 September 2025 £’000 30 September 2024 £’000 Cash and cash equivalents 191 8,119 7. Deferred tax asset 30 September 2025 £’000 30 September 2024 £’000 Deferred tax asset Deferred tax asset 429 355 429 355 30 September 2025 £’000 30 September 2024 £’000 Reconciliation of deferred tax balances Balance at beginning of year 355 244 Deferred tax credit/(charge) for the year –inprofitorloss 74 115 Adjustmentsinrespectofpriorperiods — (4) Balance at end of year 429 355 The components of deferred tax are: 30 September 2025 £’000 30 September 2024 £’000 Deferred tax asset Temporary differences 429 355 429 355 The Group has a policy in relation to the payment for tax losses surrendered between Group companies under the Group relief provisions. The Company has recognised a deferred tax assetinrespectofitsshare-basedpaymentsonthebasisitexpectstoreceiveeconomic benefitsintheformofpaymentsforamountssurrenderedasGroupreliefinfuture accounting periods. Notes to the Company financial statements continued Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 156 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements 8. Trade and other receivables Current 30 September 2025 £’000 30 September 2024 £’000 Other receivables 90 79 Prepayments 170 112 260 191 Non-current 30 September 2025 £’000 30 September 2024 £’000 Amounts owed by Group companies 158,716 73,742 AmountsowedbyandtoGroupcompaniesarenon-interestbearing,arerepayableon demand and are not expected to be recovered within the next 12 months. 9. Trade and other payables Current 30 September 2025 £’000 30 September 2024 £’000 Amounts owed to Group companies 156,049 119,250 Trade and other payables 327 330 Accruals 1,883 1,600 158,259 121,180 10. Share capital 30 September 2025 30 September 2024 Shares £’000 Shares £’000 Allotted, called up and fully paid Ordinary shares of £0.01 each 166,851,906 1,668 172,083,853 1,721 During the year 531,122 ordinary shares of £0.01 each were issued under the Group’s LTIP scheme and 1,265 ordinary shares of £0.01 each were issued under the Group’s SAYE scheme (note 28oftheconsolidatedfinancialstatements).Inaddition,5,764,334 ordinary shares of £0.01 each were repurchased and cancelled under the Group’s share buy back programme at a total cost of £15,150,591. The ordinary shares are entitled to dividends. The Group only has one class of share. In January 2025,theCompanydeclaredandpaidadividend.Followingthepaymentthe Board became aware of a technical issue in respect of this dividend. Whilst the Company hadsufficientdistributablereservestopaythisdividend,ithadnotfiledtherequiredinterim accountsatCompaniesHousetodemonstratethisatthetimethatthedividendwaspaid, as mandated by the Companies Act 2006. StepstorectifythesituationhavebeentakenandtheCompanyhaspreparedandfiled the necessary interim accounts at Companies House. This was completed before the 30 September 2025financialstatementswereapproved.A deed of release has been agreeduponbyallrelevantparties,ensuringthatnofurtherlegalactionwillbetakenin relation to this matter. 11. Share-based payments Long-term employee incentive costs The Company operates LTIPs for the Directors. In accordance with IFRS 2Share-based payment,thevaluesoftheawardsaremeasuredatfairvalueatthedateofgrant.The exercise price of the LTIPs is equal to the nominal price of the underlying shares on the date of grant. The fair value is determined based on the exercise price and number of sharesgranted,andiswrittenoffonastraight-linebasisoverthevestingperiod,based on management’s estimate of the number of shares that will eventually vest. In accordance with the LTIPschemesoutlinedintheGroup’sRemunerationPolicy,thevesting of these awards is conditional upon the achievement of an EPS target set at the time of grant,measuredattheendofathree-yearperiodending30 September 2025,30 September 2026 and 30 September 2027,andtheExecutiveDirectors’continuedemploymentatthe date of vesting. The LTIP 2023,2024 and 2025 also have performance targets based on returnoncentreinvestedcapital,emissionsratioforScope1 and Scope 2 and (except for LTIP 2025) team member development. LTIP 2025 also has a market based performance condition linked to relative Total shareholder Return (TSR).Subjecttoperformanceagainst thetargets,theawardswillvestthreeyearsaftergrantandwillbesubjecttoafurther2 year holding period. Further details on LTIP 2023,2024 and 2025 are available on the Hollywood Bowl Group corporate website at www.hollywoodbowlgroup.com/investors/regulatory-news dated 16 February 2023,30 January 2024 and 3 February 2025. TheawardswillvestbasedonthefollowingadjustedEPS targets: LTIP 2023 LTIP 2024 LTIP 2025 Vesting 18.11 23.10 24.78 25% 18.11–20.01 23.10–25.54 24.78-27.39 Vestingdeterminedonastraight-linebasis 20.01 25.54 27.39 100% Notes to the Company financial statements continued Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 157 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements 11. Share-based payments continued Long-term employee incentive costs continued A summary of the movement in the LTIPs is outlined below: Scheme name Year of grant Method of settlement accounting Outstanding at 1 October 2024 Granted during the year 1 Lapsed/ cancelled during the year Exercised during the year Outstanding at 30 September 2025 Exercisable at 30 September 2025 LTIP 2022 2022 Equity 270,518 39,510 – (310,028) – – LTIP 2023 2023 Equity 423,490 – – – 423,490 – LTIP 2024 2024 Equity 394,582 – – – 394,582 – LTIP 2025 2025 Equity – 487,039 – – 487,039 – 1 During the year ended 30 September 2025,487,039 (30 September 2024: 394,582) share awards were granted under the LTIPs and an additional 39,510 (30 September 2024: 27,910) shares were issued to cover the LTIP 2022 dividend equivalents (30 September 2024: LTIP 2021 dividend equivalents). During the year ended 30 September 2025,531,122 (30 September 2024: 499,254) share awards were exercised under LTIP 2022 (30 September 2024: LTIP 2021) and a total of 531,122 shares were issued pursuant to an existing block listing in order to satisfy the exercise of the nil-costoptions(seenote23oftheconsolidatedfinancialstatements). For all LTIPs,theCompanyrecognisedachargeof£1,235,728 (30 September 2024: £1,110,482) and related employer National Insurance charge of £185,359 (30 September 2024: £153,247). The following assumptions were used to determine the fair value of the LTIPs granted: Financial year LTIP granted 2025 2024 2023 Share price at date of grant 2.826 2.930 2.600 Discount rate/dividend yield 3% 3% 3% The cumulative total charge recognised in retained earnings for all LTIPs as at 30 September 2025 is £4,807,884 (30 September 2024: £3,572,156). The weighted average remaining contractual life of share options outstanding at 30 September 2025 was 507 days (30 September 2024: 531 days). 12. Loans and borrowings On 29 September 2021,theGroupenteredintoa£25mrevolvingcreditfacility(RCF) with Barclays Bank plc. The RCF had an original termination date of 31 December 2024. On 22March2024,theRCF had the termination date extended to 31 December 2025. On 8May2025,theRCF was cancelled and the Group entered into a new £25m RCF with Barclays Bank plc. The RCF was undrawn at the date of cancellation. The new RCF has a termination date of 7May2028. Interest is charged on any drawn balance based on the reference rate (SONIA),plusa margin of 1.30 per cent (30 September 2024: 1.65 per cent). A commitment fee equal to 35% of the drawn margin is payable on the undrawn facility balance. The commitment fee rate as at 30 September 2025 was therefore 0.4550% (30 September 2024: 0.5775%). Issue costs of £135,000 were paid to Barclays Bank plc on commencement of the original RCF and a further £35,000 on extension of the RCF. Issue costs of £125,000 were paid to Barclays Bank plc on commencement of the new RCF on 8May2025. These costs are being amortised over the term of the facility and are included within prepayments (note 17). ThetermsoftheBarclaysBankplcfacilityincludeaGroupfinancialcovenantsthateach quartertheratiooftotalnetdebttoGroupadjustedEBITDApre-IFRS 16 shall not exceed 1.75:1. The Group operated within the covenant during the year and the previous year. 13. Guarantee The Company has given a guarantee over certain subsidiaries under Section 479A of the Companies Act 2006suchthatthefinancialstatementsofthesesubsidiariesfor the year ended 30 September 2025 will be exempt from audit (note 15 of the consolidated financialstatements). Notes to the Company financial statements continued Contents Generation – Page Contents Generation – Sub Page Contents Generation - Section 158 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements Hollywood Bowl Group plc Focus 31,WestWing Cleveland Road Hemel Hempstead Hertfordshire HP2 7BW Company number 10229630 Company website hollywoodbowlgroup.com Company Secretary Bernwood Cosec Limited E: hollywoodbowl@bernwoodcosec.co.uk Investor relations Headland Consultancy Floor 3 (North East) One New Change London EC4M 9AF T: +44 (0)20 3805 4822 E: hollywoodbowl@headlandconsultancy.com Registrar Link Asset Services The Registry 34 Beckenham Road Beckenham Kent BR3 4TU T: 0871 664 0300 E: enquiries@linkgroup.co.uk Auditor KPMG LLP 20 Station Road Cambridge CB1 2JD Financial adviser and broker Investec 30 Gresham Street London EC2V 7QN Berenberg 60 Threadneedle Street London EC2R 8HP Company information CBP034047 PrintedbyaCarbonNeutralOperation(certified:CarbonQuota)underthePAS2060standard. Printedonmaterialfromwell-managed,FSC™certifiedforestsandothercontrolledsources. ThispublicationwasprintedbyanFSC™certifiedprinterthatholdsanISO14001certification. 100% of the inks used are HP Indigo ElectroInk which complies with RoHS legislation and meets the chemical requirementsoftheNordicEcolabel(NordicSwan)forprintingcompanies,95%ofpresschemicalsare recycledforfurtheruseand,onaverage99%ofanywasteassociatedwiththisproductionwillberecycled and the remaining 1% used to generate energy. ThepaperisCarbonBalancedwithWorldLandTrust,aninternationalconservationcharity,whooffsetcarbon emissions through the purchase and preservation of high conservation value land. Through protecting standingforestsunderthreatofclearance,carbonislocked-inthatwouldotherwisebereleased. Contents Generation – Page Contents Generation – Sub Page Contents Generation – Section 159 Hollywood Bowl Group plc — Annual Report and Accounts 2025 Strategic Report Governance Report Financial Statements hollywoodbowlgroup.com Hollywood Bowl Group plc Annual Report and Accounts 2025