Updated Mar 17, 2026 by Games Workshop Group
What can I help with?
AI-powered answers with citations from the library.
What can I help with?
AI-powered answers with citations from the library.
Report · August 1, 2015
Published by Games Workshop Group
Games Workshop’s 2015 fiscal year was defined by a major leadership transition and significant structural reorganization aimed at stabilizing the business for long-term growth. Under the new leadership of CEO Kevin Rountree, the company reported a profit before taxation of £16.6 million on revenues of £119.1 million. While total revenue saw a 3.5% decline from the previous year—attributed to currency headwinds and internal restructuring—net profit attributable to owners rose significantly from £8.0 million to £12.3 million. This recovery supported a substantial dividend payout of 52 pence per share, totaling £16.6 million, reflecting a core strategic commitment to returning surplus capital to shareholders. The company’s strategic focus shifted toward global expansion and operational efficiency, particularly through the rebranding of retail outlets to "Warhammer" and the implementation of a "one-man" store model to improve margins. Geographically, North America emerged as a key growth driver, contrasting with revenue declines in the United Kingdom and Continental Europe. A pivotal product milestone was the relaunch of the core fantasy line as Warhammer: Age of Sigmar. Simultaneously, the company expanded its high-margin licensing portfolio, which included 50 interactive products, and invested £6.4 million in a new global ERP system to modernize its digital and logistical infrastructure. Operating with a workforce of 1,654 employees, the Group maintained a debt-free balance sheet and a strong cash position of £12.6 million. Governance and remuneration policies were updated to align with the new leadership, including a revised profit-sharing trigger based on sales revenue growth rather than operating profit. Despite some non-compliance issues regarding the UK Corporate Governance Code during the leadership handover, the company successfully formalized a global health and safety strategy and introduced a new all-employee Sharesave Plan. These initiatives underscore a transition toward a more standardized, scalable international business model focused on cash generation and disciplined capital allocation.
FINANCIAL HIGHLIGHTS 2015 2014 Revenue £119.1m £123.5m Revenue at constant currency* £123.1m £123.5m Operating profit – pre-exceptional items and royalties receivable £15.0m £15.4m Exceptional costs - £4.5m Royalties receivable £1.5m £1.4m Operating profit £16.5m £12.3m Profit before taxation £16.6m £12.4m Cash generated from operations £25.6m £25.0m Earnings per share 38.3p 25.2p Pre-exceptional earnings per share 38.2p 36.1p Dividends per share declared in the year 52p - CONTENTS Chairman’s preamble 2 Strategic report 3 Directors’ report 11 Corporate governance report 16 Remuneration report 20 Directors’ responsibilities statement 28 Company directors and advisers 29 Independent auditors’ report 30 Consolidated income statement 34 Statements of comprehensive income 34 Balance sheets 35 Consolidated and Company statements of changes in total equity 36 Consolidated and Company cash flow statements 37 Notes to the financial statements 38 Five year summary 59 Financial calendar 59 Notice of annual general meeting 60 *Constant currency revenue is calculated by comparing results in the underlying currencies for 2015 and 2014, both converted at the 2014 average exchange rates as set out on page 9. 1 Games Workshop Group PLC
CHAIRMAN’S PREAMBLE This year Kevin Rountree took over the day-to-day running of your company. I stayed on as non-executive chairman so you still get this preamble and my presence in the remuneration report. I will also be helping Kevin as and when he wants it as a consultant from time to time. It’s early days, but things seem to be going extremely well. The Great Master Plan continues: cutting costs, becoming more efficient, providing excellent returns on capital and paying dividends. We do not set out to pay dividends, we set out to run an efficient company that uses money wisely. We know we are doing that well when we have more money than we need; this becomes your dividend. One bit of the GMP remains stubbornly unrealised – sales growth. We knew that the huge infrastructure changes we have been making these last few years (and are still making, we have just signed off on a new ERP system) would be disruptive, so we are not surprised that many trade accounts across Europe no longer trade with us. Nor are we surprised at the amount of work we have to do to get great managers in all our stores following the move to one-man operation. Our efforts, unfortunately, have coincided with truly dreadful trading conditions and, for the first time in our history, a year when the pound was strong against the euro and the dollar simultaneously. Our natural hedge hasn’t been one this year. You can see the effects of our lack of sales growth in our gross margin, cost-savings in the maintenance of our net margin, and currency everywhere.
st time in our history, a year when the pound was strong against the euro and the dollar simultaneously. Our natural hedge hasn’t been one this year. You can see the effects of our lack of sales growth in our gross margin, cost-savings in the maintenance of our net margin, and currency everywhere. Nevertheless, as I am sure he will tell you, Kevin has plans for sales growth across the board. More stores, growth in our existing stores, more trade accounts and a better performance from our mail order service. I do not often talk about our products, partly because I think they speak eloquently for themselves, and partly because it is important for everyone to remember (that’s owners, customers and staff) we are a business. We need to be here next year if you want more of the exquisite models we make. To be here next year we have to do what all our customers want, not just a noisy few, and find a way of making money doing it. This year, though, is an exceptional year. Not only have we just opened a wonderful new visitor centre on time and under budget (take a bow, Tony) we have also relaunched Warhammer. The visitor centre is a cathedral of miniatures with the world’s largest and most spectacular diorama. Only £7.50 and a day you will remember all your life. The new Warhammer is new. The Stormcast Eternals now bestride the universe and nothing will be the same again<sup>1</sup> . Not even the front of our building. Buy Warhammer: Age of Sigmar when you come to the visitor centre or the AGM, and see what we have done.
you will remember all your life. The new Warhammer is new. The Stormcast Eternals now bestride the universe and nothing will be the same again<sup>1</sup> . Not even the front of our building. Buy Warhammer: Age of Sigmar when you come to the visitor centre or the AGM, and see what we have done. As I write the world is tumbling in chaos around us. Pundits discover they cannot predict elections, the Americans ride to the rescue of world football (thank you, Uncle Sam), Sunderland escape relegation, again, the UK will split up into its consistent parts, it will leave Europe; and yet we struggle on. Babies get born, the rain falls the sun shines and the plants grow, our chickens keep laying, and Games Workshop still employs over 1,500 people, supporting 1,500 families all over the globe, making the best miniatures money can buy, providing one of the best investments in our owners' portfolios, and having a great deal of fun doing it. Tom Kirby Non-executive chairman 27 July 2015 1 For those who fret about this sort of thing, rest assured no miniature has been made redundant, no army is unwelcome in the new system, no paint job, no conversion is now worthless. As always we make these changes with great care. Your miniatures are the real ‘eternals’. 2 Games Workshop Group PLC
STRATEGIC REPORT Strategy and objectives Games Workshop's ambitions remain clear: to make the best fantasy miniatures in the world and sell them globally at a profit, and it intends doing so forever. All of our decision making is focused on the long term success of Games Workshop, not short term gains. This statement includes all the key elements of what we do and why we do it that way. Before I go into what each key element is I'd like to share a thought. I believe we are a unique business and I understand that some people find us and our product a little odd and possibly a little quirky too. We are both of these and we are proud of it. I also know I am CEO of one of the most exciting companies creating fun on the planet. We forget most days because we are all focused on delivering our jobs. Our Hobby is great fun. We really do intend to be around forever, creating fun. The first element - we make high quality miniatures. We understand that what we make is not for everyone, so to recruit and re-recruit customers we are absolutely focused on making our models the best in the world. In order to continue to do that forever and to deliver a decent return to our owners, we sell them for the price that we believe the investment in quality is worth. Our customers tend to be teenage boys and male adults with some spare money to spend and time to enjoy hobbies. I'd like to think our Hobby - modelling, painting, collecting, gaming - is for anyone. Our customers are found everywhere. Our job is to, on a day to day basis, find them, commercially, wherever they are.
to be teenage boys and male adults with some spare money to spend and time to enjoy hobbies. I'd like to think our Hobby - modelling, painting, collecting, gaming - is for anyone. Our customers are found everywhere. Our job is to, on a day to day basis, find them, commercially, wherever they are. The second element is that we make fantasy miniatures based in our imaginary worlds. This gives us complete control over the imagery and styles we use and complete ownership of the intellectual property. Aside from our core business, we are constantly looking to grow our royalty income from opportunities to use our IP in other markets. The third element is the global nature of our business. We seek out our customers all over the world. We believe that our customers carry our Hobby gene and to find them we apply our tried and tested approach of recruiting customers in our own stores, by offering a fantastic customer experience. Our retail business is supported by our own mail order store (it has the full range of our product) and our independent stockist accounts and trade outlets across the world. The independent accounts do a great job supporting our customers in parts of the world where we either have not opened one of our stores or where it is not commercially viable for us to have one of our stores. We will always have more independent accounts than our own stores. Our strategy is to grow our business through geographic spread growing all of the three complementary channels.
Annual Report 2025 details a landmark financial year for Games Workshop, characterized by record-breaking growth and the company’s promotion to the FTSE 100. For the 2024/25 period, total revenue rose to £617.5 million, with profit before taxation reaching £262.8 million. This performance was driven by a 14.2% increase in core sales—particularly within the trade channel and North American markets—and a near-doubling of licensing operating profit to £49.5 million, bolstered by the exceptional success of the *Space Marine 2* video game. The company continues to leverage a vertically integrated model, expanding its global footprint to 570 retail stores across 24 countries and an independent retailer network spanning 71 nations. To support this growth, significant capital investments are underway, including the construction of a fourth manufacturing facility by 2026 and a comprehensive IT systems overhaul slated for completion by 2029. While navigating macroeconomic challenges such as projected tariff impacts and supply chain disruptions, the Group maintained a robust liquidity position with £132.6 million in cash and distributed a record £20 million in profit-sharing to its workforce. Strategic priorities have shifted toward long-term value alignment, evidenced by a new remuneration policy that introduces share-based compensation for executives and a "Triennial Share Award" linked to revenue and profit targets. Sustainability remains a core focus; despite a rise in total emissions driven by global freight, the company surpassed its 2032 reduction targets for Scope 1 and 2 emissions through facility electrification. Looking forward, the Group is prioritizing internal talent development, digital engagement through Warhammer+, and a potential media partnership with Amazon to further scale the brand's global reach.
Games Workshop achieved record-breaking financial performance for the 2018/19 fiscal year, with annual revenue surpassing £250 million for the first time. Reaching £256.6 million in sales and £81.3 million in profit before tax, the company demonstrated a third consecutive year of significant growth. This expansion was driven by a 29% increase in the trade channel, particularly within North American and Asian markets, alongside a rising contribution from intellectual property royalties. To sustain this momentum, the company invested approximately £14 million in manufacturing and tooling, including a new production facility in Nottingham and global warehousing upgrades. The strategic focus centered on a centralized business model and high-quality fantasy miniatures, supported by the opening of 40 new retail stores and the addition of 600 trade accounts. Beyond core manufacturing, the company expanded its brand reach through the "Warhammer Story Forge" for animation and a development agreement for an *Eisenhorn* television series. While operating profit rose by 9%, gross margins saw a slight decline to 67.5% due to shifts in product and channel mix, and return on capital adjusted to 100% following substantial capital expenditures. Corporate governance and workforce investment remained central to operations. The workforce grew to 2,110 employees, supported by the UK living wage and a discretionary £1,500 payment to all staff in recognition of exceptional performance. Executive remuneration also saw significant adjustments following external benchmarking, with CEO total pay rising to £1.077 million. Despite increased energy efficiency at headquarters, the company’s carbon footprint rose slightly to 5,240 tonnes of CO2e. Looking forward, the company maintains a strong balance sheet with £29.4 million in cash and no utilized borrowing facilities, confirming financial viability for the next three years while navigating potential economic uncertainties related to Brexit.
Games Workshop achieved record-breaking financial performance during the 2016/17 fiscal year, characterized by a 34% increase in revenue to £158.1 million and a doubling of operating profit to £38.3 million. This growth was balanced across all primary channels—trade, retail, and mail order—and supported by a robust gross margin of 72.4%. North America emerged as the largest geographic market, contributing £57.0 million to the total revenue. The company’s vertically integrated model, centered on its Nottingham manufacturing hub, produced 30 million miniatures and launched over 400 new products, while royalty income from licensed video games like Total War: Warhammer provided high-margin supplementary growth. Strategic priorities focused on long-term stability and cash generation, resulting in a 72% return on capital and a 76% increase in dividends per share. Despite this success, the period involved significant administrative and leadership transitions. Long-standing Chairman Tom Kirby announced his retirement, and the board addressed a technical breach of the Companies Act 2006 regarding an "unlawful dividend" payment of £1.9 million. This was rectified through shareholder resolutions to release directors from liability and treat the payment as a loan offset by future dividends. Operational investments included a major ERP system upgrade and a continued commitment to the UK Living Wage and universal profit-sharing, which saw a £4.9 million discretionary payment to the workforce. Environmental and governance disclosures highlight a reduction in carbon emissions and an 85% waste recycling rate. While the company maintains a conservative "survivalist" fiscal strategy, its strong liquidity position—ending the year with £17.9 million in cash and no debt—underpins its viability as a going concern through the 2020 horizon.
Games Workshop maintained a stable pre-tax profit of £6.3 million for the six months ending November 29, 2015, despite a 2.2% decline in reported revenue to £55.3 million. While constant currency sales saw a marginal increase of 0.7% and licensing royalties doubled to £1.5 million, core operating profit decreased by £0.8 million. This decline was primarily driven by unfavorable exchange rate fluctuations and increased capital investment in retail infrastructure. Performance across geographic segments remained mixed, with growth in Trade and Mail Order channels offset by a notable decline in Retail sales, particularly within Continental Europe. The financial position remains supported by a profit of £4.78 million attributable to owners and a slight increase in basic earnings per share to 14.9p. Net cash from operating activities rose to £8.57 million, though total cash and cash equivalents decreased to £7.8 million following the distribution of £6.4 million in dividends. Significant investment in intangible assets continued, with £3.57 million in new additions bringing the net book value to £9.41 million, while contracted capital expenditure commitments were reduced to £867,000. Despite the stable half-year results, a cautious outlook prevails following disappointing sales figures in December. Projections indicate that full-year pre-tax profit is unlikely to exceed £16 million. While the company continues to prioritize shareholder returns and operational investment, the immediate future is tempered by the volatility of the seasonal Christmas peak and the ongoing challenges of maintaining retail momentum in international markets.