The Group is committed to understanding and balancing our environmental, social and governance impacts to help demonstrate our responsible business approach and establish trust and goodwill amongst our stakeholders.

  • Environmental

    The Group is committed to operating its business in such a way as to minimise the impact on the environment as a result of its activities and will always aim to meet and, where practicable, improve upon relevant environmental legislative requirements and codes of practice.
    In addition, the Group continues to demonstrate environmental care by carrying out professional surveys in order to identify where reasonable steps can be taken to reduce energy usage, promoting the purchase and use of materials within the business in a manner that minimises potential adverse environmental effects such as climate change and developing waste minimisation initiatives in order to recycle, reuse and reduce waste in a responsible way.

    The Group discloses all the measured emissions sources for FY20 as required under The Companies (Directors’ Report) and Limited Liability Partnerships (Energy and Carbon Report) Regulations 2018. The methodology has been based on the principles of the Greenhouse Gas Protocol, taking account of the 2015 amendment which sets out a ‘dual reporting’ methodology for the reporting of Scope 2 emissions. In the ‘Total Footprint’ summary, purchased electricity is reported
    on a location-based method.


      kWh CO2e tonnes
    Emission type FY19 FY20 Var % FY19  FY20 Var %
    Scope 1: combustion 2,690,195 1,497,913 (44.3%) 557.9 275.4 (50.6%)
    Scope 2: purchased energy 12,456,984 7,277,697 (41.6%) 3,256.3 1,696.7 (47.9%)
    Scope 3: indirect energy use - 356,357 100.0% - 84.1 100.0%
    Total  15,147,179 9,131,967 (39.7%) 3,814.2 2,056.2 (46.1%)


    Total Footprint (Scope 1, Scope 2 and Scope 3) - CO2e tonnes FY19 FY20 Var %
    No of centres 45 46 2.2%
    Intensity ratio (tCO2e per centre) 84.8 44.7



    Emission type Location-based Market-based (supplier specific) Var %
    Scope 1: combustion 275.4 275.4 0.0%
    Scope 2: purchased energy 1,696.7 58.2 (96.6%)
    Scope 3: indirect energy use 84.1 84.1 0.0%
    Total  2,056.2 417.7 (79.7%)

    Methodology notes:
    • This includes limited emissions under Scope 1 and 2 (gas & fuel used in transport; purchased electricity), except where stated, and limited emissions under Scope 3 (fuel used in personal/hire cars for business purposes).
    • In the prior year comparatives, all fuel (including fuel used in personal/hire cars for business purposes) was categorised under Scope 1.
    • Energy use and emissions figures relate to our wholly UK-based operation.
    • Conversion factors for UK electricity (location-based methodology), gas and other emissions are those published by the Department for Environment, Food and Rural Affairs for 2020.
    • Conversion factors for UK electricity (market-based methodology) are published as provided by the relevant supplier, Haven Power.
    • Electricity and gas data for landlord centres has been estimated based on available information.
    • Gas data for direct supplied centres includes some supplier estimates.
    • Some supplier billed electricity and gas data has been pro-rated to match the financial year due to monthly availability of data.

    Statement of exclusions:
    • All emissions data has been included based on either actual or estimated data, no exclusions.

    Both usage and intensity ratios were impacted by Covid-19 in FY20.

    During 2020 there was a continued focus on energy efficiency. Given the estate was closed for 49% of the year with capacity restrictions for much of the opening period, it is difficult to assess any underlying efficiency in the year, but this continues to be a priority in FY21. As part of our commitment to environmental responsibility and addressing the impact of climate change, 100% of our directly purchased electricity was renewable in 2020 via our contract with Haven Power.

    During the year various energy-saving measures were implemented such as upgrading to energy-efficient LCD screens in four centres with calculated energy savings of 7,200 kWh per centre and the installation of new colour-changing LED systems for overhead lane lighting at our Acton and Manchester Printworks centres, with annual calculated energy saving of 10,000 kWh per centre. The Pins & Strings installation programme has also continued in a further eight centres bringing the total to 40 of 46 centres. This latest technology in pinsetter machines offers a far more reliable bowling experience for customers and increased efficiency.

    Energy-efficient installations will continue to be considered as part of the ongoing centre refurbishment cycle across all centres. When acquiring and developing new centres, energy-efficient options will always be taken into consideration.

    As a Group we strive to minimise the level of waste we generate and believe that the amount we generate for our business size is an acceptable level. Waste volumes and recycling rates were impacted by Covid-19 in FY20. An area of focus for the Group in FY21 and beyond is to increase the proportion of waste that is recycled.

      2018 2019 2020
    Total waste 800 788 428
    Non-recyclable waste 574 589 329
    Recycled waste 226 199 99
    % recycled 28.3% 25.3% 23.1%

    All waste data is supplied by Suez, measured in tonnes. This excludes data from centres where the landlord manages the waste.

  • Social

    The Group has policies in place which demonstrate its commitment to a high level of integrity and standards and the welfare of its employees. This includes a ‘Health and Wellbeing Strategy’ for the Group’s employees and providing a comprehensive but flexible benefits and reward scheme for all employees as well as support with health and wellness through a third-party provider. The Group strives to provide a happy and safe environment for employees and is always seeking to understand what improvements can be made in employees’ experiences at work. During the year, employee absence due to Covid-19 cases or isolation amounted to 1,439 days. Thankfully there were no fatalities.

    The People team helps the Group keep focused on work-life balance initiatives and provides opportunities for employees to connect and network with each other. Centre Managers are key to the success of the Company. We give them the autonomy to run their own business and share their centre’s success via a bonus scheme. All employees are provided with an excellent benefits package which includes access to the Group’s reward scheme ‘Tenpin Treats’, the use of which is continuing to increase as employees understand the benefits of the scheme. The Group maintained their Gold accreditation from Investors In People in 2021.

    The Group has a strong focus on communication which was demonstrated throughout the year; in January 2020, the Executive team hosted a strategy day followed by the annual Company awards event to recognise top performers. The monthly ‘town hall’ meetings with clear cascades of key messages continued and became fully virtual when Lockdown
    occurred. Our mobile communications app has been particularly useful during the year.

    The Group’s strategy is underpinned by investment in people, so learning and development remains high priority. During the year four new e-learning courses were made available to the support centre teams including a course covering personal resilience which was considered particularly helpful given the challenging year faced by all. We used a combination of in-house and third-party designed e-learning courses to support the training of Covid standards and procedures prior to reopening post Lockdown. Completion rates of overall training remain strong, averaging over 90% across centres and the support centre.

    During the current uncertainty in relation to Covid-19 the Group has paid particular attention to employees’ wellbeing. The Government’s Coronavirus Job Retention Scheme (‘CJRS’) has meant that 98% of employees were furloughed at some point during the year due to Lockdowns and periods of closure. We maintained employees’ pay at 100% until the end of
    April. In May we moved to the Government supported 80% and in so doing have avoided making any redundancies to date.

    The Group’s policy on diversity is that no individual should be discriminated against on the grounds of race, colour, ethnicity, nationality, religious belief, political affiliation, sexual orientation, gender, gender identity, age or disability, and this extends to Board appointments.

    Bowling is a fun, family-oriented activity that encourages people to be active and promotes enjoyable social time together. Our centres provide drink and food as part of the experience and we understand the focus on diet and wellbeing. We are passionate about our food and strive to always provide the best quality food to our customers. We are focused on making progressive changes going forward to meet changing customer expectations. We continue to work with our suppliers to reduce the amount of sugar and salt in the products we
    use and ensure all our products are from sustainable sources and that we have a range of healthier options available. We communicate regularly with regulatory bodies, local councils and our suppliers to ensure that we have an appropriate mix of gaming machines in terms of content and quality and age appropriateness.

    We engage with our customers in several ways, with social media considered particularly important during periods of closure when face-to-face interactions were restricted. The Group currently has a market-leading social media presence with over 130,000 Facebook followers.

    The Group encourages employees to support charities they care about both nationally and locally in the form of events and fundraising at site level. The Group also reactivated its relationship with a Company-wide nominated charity, Rays of Sunshine, during 2020. Campaigns in aid of Rays of Sunshine in 2020 included the National Teddy Bear Day appeal whereby employees donated money to provide teddy bears to children in hospitals across the country; and the Alternative Secret Santa campaign which offered support centre employees the opportunity to donate to Rays of Sunshine through their #SunshineForChristmas appeal instead of taking part in team Secret Santa gift exchanges; this was our biggest campaign of the
    year, raising over £800.

    The Group encourages employees to give back to the community by allowing employees to be able to work fully paid for one day a year for a charitable organisation. This encouragement has also led to ‘VIP days’ for terminally ill children and participation in national fundraising campaigns such as Children in Need and Macmillan events. We are extremely proud of our employees and their support for their local communities during the Covid-19 pandemic. We have seen wonderful examples of our employees using their time while we are closed to
    support local charities, volunteer for the NHS, shop for vulnerable neighbours and bake cakes and treats for local hospital staff. As a thank you to the NHS we offered their staff free bowling for them and their families and friends in our centres across the UK, with over 6,000 NHS staff signing up to the offer.

  • Governance

    In compliance with Section 172 of the Companies Act 2006 ('s.172') the Board of Directors, both individually and together, act in a way that they consider, in good faith, would be most likely to promote the success of the Company for the benefit of its stakeholders. The Board have designated Julie Sneddon, Independent non-executive director as a key point of engagement with the workforce.

    The Modern Slavery Act, which came into force in October 2015, requires the Group to publish an annual slavery and human trafficking statement. The latest statement reviewed and approved by the Board can be found here. Neither the Group nor any of its subsidiaries permit, condone or otherwise accept any form of human trafficking or slavery in its business and the Group is committed to doing what it can to combat these practices.

    The Group respects and supports the dignity, wellbeing and human rights of our employees, customers, supply chain and communities in which we operate.
    Although the primary duty to protect human rights sits with national governments, and as a solely UK-based business we believe the risk of breaching human rights is low, we fully recognise our responsibility as a company to respect human rights throughout our business. The Group’s Human Rights policy is available here

    The Group is committed to fair and transparent tax practices and compliance with all applicable tax laws, rules and regulations, without exception. The Group aims to achieve an optimal tax position for the Group, which does not mean the lowest tax result possible in the short term, but rather the optimal tax result, considering sustainability and continuity of the positions taken over the longer term. The Group does not (and will not) enter into artificial arrangements in order to avoid taxation or to defeat the stated purpose of the tax legislation, nor does it (nor will it) undertake aggressive tax planning. Further details of the Group’s tax policy is available here