Shall we start? Good morning, everyone.

Thank you for taking the time to attend our financial year '25 full year results presentation. I'll take you through the key highlights of the year and our operational highlights in both the UK and Canada.

Laurence will take you through the numbers and the financial outlook. We'll then take any questions from the room to begin with and then from those who have dialed in.

FY '25 was a record year for the group on a number of levels. Record revenues of £250.7 million, which were up 8.8% versus last year.

Record EBITDA on a pre-IFRS 16 basis of £68.4 million, was in line with market expectation and up from £67.7 million in FY '24, and statutory profits up from £29.9 to £34.6 million. We closed the year with net cash of £15.2 million after significant investment and shareholder returns totaling £71 million, testament to the highly cash-generative nature of our business.

In line with our progressive dividend policy, the board is proposing to pay a final dividend of 9.18 pence per share, taking the full year dividend to 13.28 pence per share. That's a 10.1% increase on last year's payment.

The business got off to a great start in FY '25, but the final three quarters of the year were challenging for indoor leisure. Despite those challenges, we grew revenues in our business on a like-for-like basis by 1.3% on a constant currency basis and like-for-likes in the UK by 1.1%.

As a consequence of the adverse trading conditions, we saw game volumes decline, but mitigated the impacts by driving spend per game and off-peak volumes. That was without damaging price integrity.

We had a record number of new openings in the period: five in the UK and two in Canada, taking the total estate size to 92 venues. The pipeline remains strong, as does our reputation with landlords.

We have a strong brand, covenant, and compelling offer, helping us win competitive processes for the best locations. Our highly cash-generative business model has allowed us to self-fund £36 million of investment in system improvements, new centers, and refurbishments, as well as returning £35 million to shareholders by way of dividends and share buybacks.

Team and customer focus remained at the top of the leadership agenda. We grew our already impressive customer engagement scores in the year, once again being recognized in The Times' Best Companies to Work For in the UK and Great Places to Work in Canada.

I know many of you here today attended the Canada teach-in session at our Reading center, where we articulated the improvements made since acquisition. I'll now hand over to Laurence, who will take you through the financial review and outlook.

Thanks, Steve. On slide 6, we lay out the revenue bridge from FY '24 to the end of FY '25.

Total group revenue for FY '25 was £250.7 million, as Steve mentioned, 8.8% growth on the prior year, at 1.3% like-for-like on a constant currency basis. Excluding the closure of our Surrey Quays center, which closed at the end of FY '24, revenues were up 7.3%, as you can see from the graph.

Now looking at each territory, UK revenues were up 6.4% with Hollywood Bowl like-for-like growth up 1.3% and overall like-for-likes up 1.1%. This was driven through spend per game growth of 9.2%, taking average spend per game to only £12.22.

Now this was offset by a 7.5% decline in like-for-like game volumes, which Steve will discuss further later on this section. New centers performed well in the year, and I'll discuss more on that later too.

Canadian like-for-like revenue growth, when reviewing in Canadian dollars and off the back of two consecutive years of strong like-for-like growth, was up 3.2%. FY '25 was a year of investment in Canada with seven refurbishments completed, as well as the commencement of a major partnership with our UK amusement supplier, Bandai Namco.

Now we experienced some short-term disruption to trading in the year in Canada due to the refurbs and the removal and then install of over 500 amusement machines. In spite of this, still saw like-for-like growth of 3.2% and combined with strong new center performance, overall Splitsville bowling revenue was up 35.1% to $61.1 million Canadian.

Our Striker business generated revenues of $8.6 million Canadian in the year, and that was up 17.8% with a good order book for FY 2026 as well. The Canadian dollar continued to weaken throughout the year, with average forex in FY '25 of 1.82 versus 1.72 in the previous year, resulting in a forex movement of £1.3 million on revenue.

However, given we are investing from the UK into Canada, this movement in forex actually benefited us by 6% in terms of cash being sent to Canada. On slide 7, we just show the impacts of revenue growth and cost inflation on EBITDA for FY '25.

Starting with FY '24's EBITDA and removing the one-offs from FY '24 that we've spoken about before: business rates rebates of £2.8 million in the full year and also the profit generated from our Surrey Quays center of £1.1 million. Now despite the weather conditions in the UK, like-for-like sales growth offset most of the inflationary costs in the year, including National Minimum Wage, National Living Wage, and the increase in employers' NIC, which obviously kicked in for part-year for us in H2.

The strong performance from our new centers in UK and Canada contributed £6.6 million combined in EBITDA, whilst we continued our investment into group corporate costs as we expanded our support center to allow for future growth in Canada, as well as invested into the marketing and IT functions of the group. Taking into account the forex movement of a negative hit of £0.3 million, this ended EBITDA marginally up on consensus at £68.4 million.

Following the investments made in FY '25, we expect to benefit from increased profitability in FY '26, as well as operational performance in FY '26 and beyond. On slide 8, we delve into more detail on the P&L.

Gross profit on cost of goods sold was up 9.2% to £208.8 million. The gross profit margin on cost of goods 83.3%, which is up 30 basis points on the prior year.

For the UK, gross profit was 84.4%, up 40 basis points, with higher margin seen in all areas of the UK business with strong cost controls throughout. Gross profit margin on cost of goods for Splitsville was 82.8%, which was down year-on-year, but that's to do with mix, and we'll talk about that later on, but most notably amusements being up high double digits versus the rest of the business, which was up low single digits.

The total Canadian business was in line with expectations at 77.2%, which was up 40 basis points on the prior year. Admin expenses were up 15.2% with the two main areas noted on the graph, with employee costs in centers of £51.8 million in total, up 13.3%, due to a combination of the impact of the higher than inflationary National Minimum Wage and Living Wage increases, the impact of the higher like-for-like revenues, new centers, as well as I've mentioned before, the part-year impact of employers' NIC.

UK center employee costs were up to £42 million, an increase of £4.1 million on the prior year. Like-for-likes costs in employee costs were up 6.8%.

Total center employee costs in Canada were $18 million Canadian, an increase of $4.5 million, up 33% with most of it due to the new centers in Canada rather than rate per hour or number of hours used. Total property-related costs accounted for under pre-IFRS 16 were £49.9 million, and the UK was 43.1 of this.

Of that £43.1 million in the UK, rents were £20.2 million. Canadian property center costs were in line with expectations at $12.4 million Canadian, an increase of $4.4 million due to the size of the estate.

It's worth just pulling out, and I know we mentioned it in the half year, but utility costs increased by £1.9 million year-on-year, 1.6 of that coming from the UK as we exited our hedge at the end of FY '24 and started a new one in FY '25. It's worth noting that we don't expect to see material increases in utility costs for FY '26 or '27, and really it's only the standing charges which will increase given our hedge that we've got set out till the end of FY '27.

All of this alongside corporate costs up £2 million in the year, which were mainly in Canada as spoken about, led to group adjusted EBITDA pre-IFRS 16 of £68.4 million and post-IFRS 16 of £91.2 million. Adjusting items, which I'll go into more detail on the next slide, were £1.7 million in FY '25.

As can be seen on this slide, and again I'll talk to on a slide on its own, the impact of the IFRS 16 accounting standard continues to have a non-cash impact on results of £3.4 million this year versus the actual P&L rent. This is a result of more new centers being opened, but also the re-gear of existing leases, which were more than halfway through their term.

I'll talk about that again more later. As noted in H1 results, depreciation on PPE was up on the year with the investments made, and we'll guide on FY '26 and beyond later on.

Statutory PBT, as Steve mentioned, was up 3.6% to £44.3 million, and PAT was at 34.6. On to adjusting items, the total for this year were a charge of £1.7 million in the period, compared to a charge of £7.5 million in the prior year.

During the period, we had impairments of £2.3 million, £3 million less than the prior year, all in relation to our Putt & Play mini golf centers. Other adjusting items related to three areas: the earn-out consideration for the Canadian president, Pat Haggerty, of £0.7 million; aborted acquisition legal costs of £0.2 million; and £1.6 million credit in relation to a business interruption insurance claim received in the period.

For those that want more detail on all of these, they can go to Note 5 in the financial statements. The continued non-cash impact of IFRS 16 on our results is masking underlying trade.

As you can see here, when we strip this out to provide a true underlying comparison on profit after tax, we've got £44.3 million, which is down 2% on the prior year. Pre-IFRS 16 is the focus for underlying cash from operations.

Actually, if we hadn't re-geared the leases or opened up the new sites in this year, that impact would have reduced by just over £1 million. On slide 10, just talk about cash and the fact it's another strong year of cash from operations, which allowed us to continue to invest in our estate as well as record shareholder returns in the year.

Adjusting operating cash flow was £64.1 million, and then alongside expansionary CapEx, we generated cash flow pre-shareholder distributions of £22.5 million in the year. We paid the final 2024 dividend and the interim for FY '25, and alongside the share buybacks to the value of £15 million, returned over £35 million to shareholders in the year.

Post all of this investment and shareholder return in FY '25, we finished the year still with a healthy cash balance of £15.2 million. Now on slide 11, we go into more detail on the CapEx in FY '25.

During the year, group CapEx expenditure was 30.6% lower than the prior year at £36.5 million, compared to £52.7 million in the prior year. Maintenance CapEx was in line with previous years as we finished the rollout of pins on strings in the UK and continued the rollout in Canada, which now sits at 60% of the estate.

We also spent capital on those areas that the customer values and are seen as business protectors for investment: furniture, air conditioning, digital initiatives. These were things that keep us in the game and keep us relevant.

UK expansionary CapEx for the year was £20.7 million with £4.8 million on refurbishments and £15.9 million on the five new centers in the period, whilst expansionary CapEx in Canada was $20.2 million Canadian, £10.8 million. It is worth noting that the refurbishments in Canada have cost us more than the UK ones, and that's for a few reasons.

Firstly, we end up having to complete an amount of maintenance spend at the same time, which we still classify as refurbishment spend. Secondly, we see significant layout changes to achieve our model center for this area, as well as we've been on a learning curve with our contractors in Canada.

Accordingly and as communicated previously, FY '26 CapEx is expected to comprise a lower level of spend in the year through a broadly consistent level of maintenance CapEx, taking into account some of the Canadian maintenance CapEx completed in the refurbs, up to three planned refurbs, the development of two new centers in the UK, and also two in Canada. Now before we move on from this slide, the explanation behind the lower number of refurbs in FY '26 is twofold.

Firstly, in the UK, given the UK midpoint refurbishment program, which is every five to eight years, the COVID impact of less use of those FY '19 and early FY 2020 refurbs means we can extend the gap between those refurbishments, and it's expected that refurbs will return to normalized levels in FY 2027 in the UK. Secondly, in relation to Canada, we've completed all but two refurbs now in the estate with one of those due to be done in FY '26 and the other one more of a property play as we own the freehold here as well.

Total CapEx for FY '26 is anticipated to be in the range of £25 to £30 million with the only potential higher spend would be if we get on site with more Canadian centers during the year. Now as noted earlier, we've opened seven amazing centers this year, five in the UK, all in prime, high-footfall areas: Reading, Uxbridge, Inverness, Preston, and Swindon.

CapEx was an average of £3.5 million, and all of these centers are trading in line or above expectations, and we're on track to deliver two new centers in the UK. Both of those centers will be opening in H2, please ensure that analysts reflect that within their numbers.

We also opened up two greenfield centers in Canada, both mirroring the UK portfolio in high-footfall areas in prime locations. Both of these centers, and as those who were at the Canada teach-in will know, are performing well and give us confidence in the future pipeline for Canada, focusing on these types of greenfield locations.

We'll open up two centers in Canada during the year. One will open at the end of H1, and the second one towards the end of H2.

Now we've pulled out Reading on the right-hand side of this slide, our new UK center, which has performed well. It's in a prime location.

It's part of the Oracle. It's the ex-House of Fraser unit collocated with retail, dining, and cinema.

Also, we've got our first learning from our Canadian business and implemented our first UK sports bar in a Hollywood Bowl center. That's really performed well as well, driving both our amusement spend, but also, most notably, bar spend.

It also had a UK amusement revenue weekly record and it cost just over £4.5 million in terms of investment, given the size of the unit at 38,500 square foot. On slide 13, we want to take a moment to run through the new center economics, and these go essentially for both regions in UK and Canada.

Now these are large investments, which we spend a huge amount of time researching. Plus, we've tried a few different models.

On average, a new site will cost about £3.4 million pre any landlord contributions, be the rent-frees or landlord capital contributions. We exclude those from when our when we're doing our analysis and they're excluded from this as well.

EBITDA on a pre-IFRS 16 basis is targeted at 19%, although over our last 14 centers across both geographies, we have in all but one case in each territory exceeded this threshold with EBITDA returns ranging up to and in excess of 35%. Property, plant, and equipment depreciation for a new center is on average £230,000 with our targeted PBT on a pre-IFRS 16 basis of just over 12%.

Now we don't ignore IFRS 16 rent, but we do need to remember this is non-cash. It impacts the early years of leases on a volatile basis versus cash in the normal P&L.

Canadian center investment is moderately more with some of the impact coming from tariffs, which leads to an overall increase of between 3% and 5% versus a UK center. Our disciplined focus on strict EBITDA and pre-IFRS 16 PBT criteria in new center developments for both the UK and in Canada serve us well, and we continue to strive towards 130 centers by 2035 across the UK and Canada.

Brace yourself for an IFRS 16 slide, everyone. Now I mentioned this earlier on slide 14.

Just wanted to take you through the IFRS 16 impact. Now we feel it's pertinent to do it this year given the increased number of new center openings in the year, seven, and also the number of re-gears that we conducted during the year, six, and therefore the non-cash impact it has on the P&L for this year and going forward.

Now this slide is an example of a new center, and as can be seen, the profit in this center would be lower by £170,000 because the rent is higher by 36% than on a pre-IFRS 16 basis. That's the red line versus the blue line.

The IFRS 16 charge merges with the P&L rent around year nine of this 15-year lease, about 60% of the way through, and then turns into a credit, non-cash credit, although this is based on the assumption that we don't re-gear the leases, as we have done in FY '25. Now we've taken advantage of the strong covenant we have, the positive cash rent versus the statutory P&L rent, and what that also means is the good deals that we're getting from our landlords.

As an example, we had one site this year. We had six years left on it.

The P&L rent and cash rent is £240,000. The IFRS 16 number for this year would have been FY '25 would have been £180,000.

However, we re-geared the lease, got 12 months rent-free from the landlord, a brand new 25-year lease, and first rent review at nil. That means that the IFRS 16 charge moves from £180,000 to just over £310,000, non-cash, but does have an impact on statutory P&L.

Now it's worth noting that our average new center lease is anywhere between 15 and 25 years, and we have an average lead lease length remaining at the moment of 13.4 years. It's also worth noting that we have 20 of our 74 centers are less than 60% of the way through.

We will be re-gearing leases during FY '26 and beyond. What I can commit Anthony to, and I won't commit him to too much, is that every six months, we will update the analysts on the leases that have been re-geared and the impact those have had on the IFRS 16 number, because unless we tell you, you will have no information available to show that.

Our continued focus on getting the best rents for the centers, for new centers as well as existing ones, does result in a higher impact due to the IFRS 16 interest charge, and therefore, this is why we'll be showing profit metrics on a pre- and post-IFRS 16 basis to reflect the cash from operations on a more transparent basis. If there's any follow-up questions on IFRS 16, Anthony starts in a couple of months.

On slide 15, we lay out a reminder of our capital allocation policy: to invest to maintain the business in those business protectors; maintain a strong balance sheet; conduct the transformational refurbishments in both the UK and Canada; continue on our new center expansion and acquisition; and also to continue to pay ordinary dividend of 55%. Now in line with my comments on IFRS 16, it's non-cash impact, a small change to our dividend policy is it will be paying dividends based on adjusted earnings number on a pre-IFRS 16 basis, i.e.

on a cash basis from operations. Therefore, our final dividend, as Steve mentioned earlier, is proposed to be 9.18 pence per share, bringing the total for the year to 13.28, which is up 10.1%, and the ex-div date will be the 29th of January 2026.

As you'll be aware, during FY '25, the group completed a £15 million share buyback program. This means, for the year, we'll have returned over £37 million to shareholders, continuing our policy of investing in the estate and also that final block, returning excess cash to shareholders.

Now as you can see from this slide, since FY '22, we've returned over £100 million to shareholders in the form of share buybacks, ordinary dividends, and special dividends, which is approximately 20% of our market cap. Now this is on top of investments made to the estate, and as you'll have seen earlier, that's over £150 million in the last five years.

We still have a good, healthy cash balance at the end of the financial year, and we'll continue to focus on our capital allocation policy to ensure that we utilize that cash in the best way or return it to shareholders as well. Final financial slide looks at the outlook for FY '26.

Like-for-like and new center growth expected to be in line with previous guidance and be at around £267 to £275 million in total. In the UK, we're expecting slightly more rain than we got in FY 2025, whilst in Canada, the benefit of the refurbishment investments into our centers will drive like-for-likes.

We're well-positioned against inflation with cost of goods subject to inflation at less than 10% of group revenue. The National Living Wage and Minimum Wage that the government prescribed was in line with our internal expectations, and it's worth noting that we still have a full-year effect of the employers' NIC.

The business rates announcement offered little respite on business rates as the lower multiple is more than offset against the higher valuations that kick off in April 2026. As we've said, we expect business rates to increase by up to 10% in H2, which is around half a million pounds in the year.

We expect depreciation on PPE to increase by £2 to £2.5 million based on our capital forecast, which will be between £25 and £30 million. Our focus on cash from operations means we'll continue to look at the pre-IFRS 16 results as noted, and do what's right for the business in terms of lease re-gears and also lease length terms.

Thanks, Laurence. Let's look at competition.

The competitive socialising market has shown no signs of slowing down post the big leg-up it was given as we emerged from the COVID lockdowns. The shift from consumer spending on retail has continued, resulting in more locations becoming available at more accessible rents for leisure.

As a consequence, we've seen a number and an increase of new operators alongside the continued growth of the established players. The new entrants, however, do tend to be more focused on the young adult, late-night, and corporate consumer, albeit there is now more choice available for all customer types.

Value for money and inclusivity remain key, and bowling remains the activity of choice with, by far, the widest customer appeal. We've worked really hard to maintain our position as both the market leader in quality, price, and experience, making we remain accessible from a price point of view to all of the customers and customer groups that live in our catchment areas.

We're located in prime positions in the markets that we operate, with both sustainable rents, easy-to-get-to locations with plenty of parking, and a market-leading offer. With a strong pipeline of new centers, and we will not compromise on our selection criteria or overpay for sites.

The strength of our brand, covenant, and quality of our offer is unparalleled in the sector, and we do remain the tenant of choice, even when offering lower rents than others are prepared to pay. FY '25 was another year of solid growth for the UK business on both a total and like-for-like basis.

We were able to adapt to the trading environments quickly to protect profit, leverage our significant database and digital capabilities, whilst protecting the value for money price points. Whilst spend per game was up 9.8% versus the prior period, overall spend per game remained below £12.30: great value for money, given the quality of the experience.

As you saw from Laurence's slide earlier, the new centers opened this year have all performed in line or ahead of expectation. Although we had one center close in the early part of this new financial year due to a landlord redevelopment of the scheme in Bracknell, the new centers opened have improved the overall quality of the estate.

We completed five refurbishments in the UK in Tollworth, Portsmouth, Bentley Bridge, 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 '25, we refurbished our Norwich center and have no more planned in the UK for FY '26 following significant refurbishment investments in FY '24 and '25. Creating outstanding workplaces for our team is a key element of our strategy, and I'll talk a little bit more later on that as part of the group overview.

Like-for-like game volumes were down 7.5% compared to the prior year, reflecting the impact of unseasonable 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, reducing the historical impacts the weather has always had on our performance.

Now whilst we will always be impacted by the sunshine, we are in a much stronger position as a business. Dynamic pricing, new marketing initiatives, and the full-year effect of the amusement upgrades are just some of the levers that we have; the rest are trade secrets.

Hand in hand with revenue improvements are cost mitigation. Our center managers were quick to react during the year, deploying the correct labor levels to maximize trade and protect margin.

The margin dynamics of our business make us very resilient and uniquely able to weather the cost increases imposed upon us by the government. Just 1% like-for-like growth in the core estate covers all of the year's cost inflation.

Turning our attention to the Canadian operations on slide 23, we have been delighted with our progress in Canada since acquiring the Splitsville and Striker businesses in April '22. In the three short years we've owned the business, we've tripled the size of the estate, quadrupled the revenues, and grown the EBITDA from $2.8 million to $10.5 million.

On slide 24, we've outlined some of the key Canadian highlights. We saw a 32% growth in revenues and a 3.2% growth in like-for-likes.

That's against the backdrop of significant growth on like-for-likes in the previous two years. As a consequence of the operational initiatives, efficiencies, and improvements, spend per game has grown in all revenue lines.

This is despite some price reductions in some of the acquired centers. Overall spend per game grew 14.8% to $17.36.

The standout amusement performance is in part due to the improved layouts and machine quality and density post the switchover to our UK amusement partner. We've added new greenfield centers, two new centers during the year in prime, high-footfall locations in Kanata, Ottawa, and Creekside, Calgary, which are trading above expectation.

We completed seven refurbishments leveraging our UK expertise to enhance the customer offer and bring new innovations into the market. The investment profile differs from the UK as there's more upfront capital investment required to bring the acquired centers that we get for relatively low multiples up to a base level from which the we can then implement our brand standards.

We're confident most of these investments will hit our EBITDA target return in Canada of 25% in their first year post-refurbishment. We've continued the rollout of pins on strings in Canada.

Eight of the 15 centers now benefit from the tech and we'll be installing into the other centers as part of the refurbishment program with all centers completed by the end of FY '26. Tests of wear-your-own-shoes have been very well-received by customers, and is also being rolled out as part of the refurb and rebrand launch.

Pricing trials are underway, and now all centers are running our proprietary booking engine software. We're able to test time versus game sales, daypart pricing, and dynamic pricing, and are seeing some really encouraging early results.

We've also been making some changes to the food offer. We've reduced menu complexity, improving the margin and consistency, and as a consequence, our customer service scores.

To further support Canada, we also created group departments for all central support functions, which has improved efficiency and, crucially, decision-making. Looking at the growth strategy, Phase 1 was finding a platform asset to acquire: low-risk market entry, good, established business with a local management team.

Phase 2, building scale through acquisitions of the immediate targets that we'd identified during our diligence on the market to build a presence in the key locations that we wanted to operate. Phase 3 was about testing the property strategy on acquisitions versus new-build locations, location size and proposition to the Canadian market to determine what was going to deliver the best return so that we could build the blueprint for growth.

For the three options that were available, which was acquiring existing, then refurbishing and rebranding; opening standalone, but bigger locations with lower property costs; or following the UK model of AAA locations, collocated with other casual diners, cinema, those kind of things, on a smaller footprint, very much like we've done with the two new centers in Kanata and Creekside. We also wanted to test a multi-activity offer.

We acquired the large multi-activity center in Saskatoon offering bowling, amusements, a competition-sized go-kart track, indoor high ropes, large sports bar, and the diner. The learnings from operating that asset has given us the confidence to take advantage of some of the larger space that's on offer in Canada in key locations.

On to the future focus, Phase 4, now we've built a blueprint for growth, we're building out the pipeline for new centers in prime locations, following the UK bowling format, and acquisitions at attractive multiples in prime markets, but only in those markets where we can't be outpitched, that we can then refurbish and rebrand. Then finally into Phase 5 over the next 10 years, building out a national chain of more than 35 centers, establishing the Splitsville brand in the key markets identified, and growing the business in a sustainable and profitable way, much as we have done in the UK.

Turning to slide 28, our new booking system has now been fully rolled out across the group and we have a very exciting roadmap of future developments now that we have an open-source platform to build from. We're using AI in many aspects of our business, helping the digital booking journey, marketing campaigns, and yield management, stock management, and labor scheduling, just as a few examples.

We restructured our marketing and IT teams led by a new CMTO, who's brought with him a wholly incremental skillset to the business and has started to unlock the opportunities identified as part of the digital transformation initiatives. Our amusement offering continues to excel with amusement spend per game up 15.1% versus the same period last year across the group, driven by more machines offering better choice, and earning us the right to charge more with tiered pricing.

We're also trialing a new, completely cashless offer now in eight centers in the UK, employing the learnings from our business across the Atlantic after the install into 13 of the Canadian businesses last year. 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 centers continue to play an important social role in our local communities, and we were pleased to have beaten our UK targets for concessionary discounts, school games played, and for the charity fundraising for our charity partner, Macmillan. Our teams are at the heart of delivering an excellent customer experience, which resulted in increased dwell time and record levels of positive customer satisfaction and net promoter scores in the UK and Canada.

We're delighted to have been ranked in The Sunday Times Best Places to Work 2025, achieving a three-star excellent employee experience and recognized as one of the happiest places to work in the world 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 programs, including our new graduate scheme, and we were delighted that 61% of internal UK management positions were achieved through internal appointments.

We've recycled more UK waste than ever thanks to behavioral programs and standardized procedures. Solar arrays are now installed at 34 centers and increasing renewable energy use at more locations remains a priority as we reduce both our carbon footprint and our reliance on purchased electricity.

Our Canadian operations have started to become more closely aligned to our UK sustainability strategy, including team development and behavioral change programs, so that we can further improve our environmental and social performance. We've extended our associated targets for FY '26, details of which will be in the annual report.

On slide 30, we lay out some changes we've made to our group management structure to set the business up for the next phase of our growth strategy. We're very excited to welcome Anthony Smith to the leadership team supporting Mel, Rob, and I.

Anthony joins the business in February as Chief Financial Officer, replacing Laurence, who will lead the Canadian business as CEO. Darryl Lewis, our COO, has been promoted into the position of MD for the UK business with Matt supporting in his capacity as Group Business Development Director.

I'd like to take this opportunity to thank Laurence for his service to the board over the last 11 years. In summary, it's been another very successful year for the group.

We are the market leader in the experiential leisure sector and with our value proposition continue to generate strong demand from our customers. Due to our difficult-to-replicate operating model, we are well-insulated from the cost pressures and inflation and have plenty of growth left to come, and a balance sheet that supports that growth ambition.