Hollywood Bowl Group Plc · LSE:BOWL
Hollywood Bowl — Investor Day (November 2025)
28 slides from Hollywood Bowl's investor day presentation, Nov 3, 2025
Slide 1: The Canadian Opportunity
The Canadian Opportunity Hollywood Bowl Group plc Hollywood Bowl Group - Investor and Analyst Event - 3 November 2025 1
Slide 2: Agenda
Agenda Stephen Burns - CEO Andy Johnson - MD Canada • Investment rationale • Canadian consumer • Growth strategy • Operational update Laurence Keen - CFO Melanie Dickinson - CPO • Performance • Outstanding workplaces • New centres Q&A Bowling and lunch 1
Slide 3: HBG - significant growth and shareholder returns since IPO
HBG - significant growth and shareholder returns since IPO 92 Revenue £250m 70% growth up 135% £106m in number 54 of centres FY2016 FY2025 FY2016 FY2025 EBITDA* £140m £68m** £125m more than £31m Shareholder doubled returns £15m FY2016 FY2025 Dividend Buyback * Pre IFRS 16 ** Market consensus 2
Slide 4: Rationale for market entry
Rationale for market entry Stephen Burns – CEO
Slide 5: Why Canada?
Why Canada? Attractive demographic • Consumer leisure habits align with UK Similar to UK bowling sector 10 years ago • Fragmented and low investment Favourable competitive landscape Typical Canadian bowl • No significant branded chain operators Economic and legal stability • A “low friction” interna
Slide 6: Exciting market opportunity
Exciting market opportunity 42m population (60% of UK size) • Concentrated into low number of key areas Weather extremes • Popularity of indoor leisure 180+ bowling centres nationwide • Majority independent operators • Striker bowling market insight • Acquire or out pitch existing operators Competit
Slide 7: Growth strategy
© Growth strategy
Slide 8: Disciplined approach to market expansion
Disciplined approach to market expansion Financial Expansion Development focus Proposition Team Scale Year stage Low risk market Acquisition of existing footprint Bowling, arcade, Existing local 5 centres 2022 1 entry in Toronto area F+B management team (Test and learn) Scale and Extend footprint in
Slide 9: Disciplined approach to market expansion
Disciplined approach to market expansion Financial Expansion Development focus Proposition Team Scale Year stage Low risk market Acquisition of existing footprint Bowling, arcade, Existing local 5 centres 2022 1 entry in Toronto area F+B management team (Test and learn) Scale and Extend footprint in
Slide 10: Performance
Performance Laurence Keen - CFO
Slide 11: Business overview
Business overview #1 bowling operator in Canada #1 bowling operator in UK 15 Centres 77 Centres 371 Bowling lanes 1719 Bowling lanes SPG CAD 15.11 (FY2024) SPG £11.18 (FY2024) £38.4m* FY2025 Revenue £212.4m FY2025 Revenue (including Striker Bowling Solutions of £4.9m) 10 * CAD 70m
Slide 12: Financial performance
Financial performance High LFLs in FY2023 & FY2024 • Stabilised in FY2025 Maintenance and refurbishment investment • Supporting and driving LFL growth Mix driving P&L mechanics versus UK • Higher diner revenue • GP margin stronger due to bowling mix • Payroll to revenue higher – F&B mix • More bowli
Slide 13: Significant growth since FY2022
Significant growth since FY2022 3x 15 3.9x CAD 70m estate revenue growth 5 growth CAD 18m FY2022 FY2025 FY2022 FY2025 15% CAD 10.5m* 3.75x % of EBITDA Group 9% growth CAD 2.8m revenue FY2022 FY2025 FY2022 FY2025 12 * FY2025 estimated
Slide 14: Splitsville estate investment
Splitsville estate investment CAD 63m invested post Teaquinn acquisition • FY2025 refurbishments for future ROI increases • Average centre EBITDA at CAD 1.1m - full year equivalents rise to CAD 1.6m Capital investment in Canada Centre acquisition Greenfield Refurbishment Maintenance 80.0 70.0 60.0 5
Slide 15: Initial refurbishments showing strong returns
Initial refurbishments showing strong returns Investment profile different to UK 70% 14,000 • Higher catch-up maintenance capital 60% 12,000 • Refurbishment 1 - includes rebrand 57.3% • Refurbishment 2 - Splitsville brand standards and POS 50% 10,000 9 refurbishments completed Return on investment C
Slide 16: Estate enhancement and expansion
Estate enhancement and expansion 2 Acquisition/RB 1 Mega centre 6 Acquisition/RB 2 Greenfield 3 Acquisition/RB 1 Greenfield Acquisition and rebrand (RB) Greenfield Mega centre Standalone location New build Multi-product offer Casual diner and bar Casual diner and bar Full-service restaurant & sports
Slide 17: Strong new build centre performance
Strong new build centre performance Centre 1 – opened February 2025 • Capital invested CAD 5.4m • Forecast EBITDA CAD 1.6m • Forecast EBITDA ROI 34% • Forecast PBT CAD 1.0m • Forecast PBT ROI 18.5% Centre 2 – opened March 2025 • Capital invested CAD 4.7m • Forecast EBITDA CAD 1.1m • Forecast EBITDA
Slide 18: Location selection
Location selection Proprietary predictive model • Population and drive time • Strength of local demographics • Existing competitive socialising offers • Presence of complementary occupiers • Other traffic and footfall drivers 40 new greenfield locations identified • Market leading proposition • Incr
Slide 19: Christy’s Corner
Christy’s Corner First Edmonton centre - H1 FY2026 Co-located with retail and leisure - 21 lanes 18
Slide 20: Operational update
Operational update Andy Johnson – MD Canada
Slide 21: Canada has similar guest profile to UK
Canada has similar guest profile to UK Unique social experience with multi-generational appeal Unique social experience with multi-generational appeal Guest Product Customer Product • Open play 82% • Bowling 51% • Open play 99% • Bowling 45% • League 6% • Amusements 18% • League 0.5% • Amusements 29
Slide 22: Applying Group expertise
Applying Group expertise HBG playbook adding value via selected replication of UK operating model • Key learnings = increased synergies and best practice across both territories • Support infrastructure now in place to support larger business Enhanced guest experience Improved operational processes
Slide 23: Guest reaction to investment programme
Guest reaction to investment programme Driving guest satisfaction • Transformational environment upgrades • Consistency of service delivery • Pace and centre atmosphere • Feedback loop H1 FY2025 H2 FY2025 62.1% 69.9% 22
Slide 24: Creating an outstanding workplace
Creating an outstanding workplace Melanie Dickinson - CPO
Slide 25: Developing our talent pipeline
Developing our talent pipeline Attracting, developing and retaining top talent • Group recruitment structure created • Careers website and employer brand • Hybrid Canadian and UK expertise in key roles • Management development programmes introduced • Strategically over-recruited external DM roles •
Slide 26: Creating an outstanding workplace
Creating an outstanding workplace Cultural development investment • Behavioural wheel and pin badges • Thrive online learning platform • Monthly 1:1’s for all team members • Feedback sessions with leadership • Benefits programme • Tip pooling • Annual centre manager conference • Rated Great Place To
Slide 27: Summary
Summary Stephen Burns —- CEO
Slide 28: Summary
Summary Splitsville estate size Excellent progress since launch • HBG operating model has translated well • Market leadership established • Significant investment made to enhance future returns • Group infrastructure to support larger business 35 Exciting prospects 25 • Target of 35 Canadian centres