FINANCIAL HIGHLIGHTS 2021 2020 £m £m Revenue 353.2 269.7 Revenue at constant currency* 361.0 269.7 Operating profit - pre-royalties receivable 135.4 73.2 Royalties receivable 16.3 16.8 Operating profit 151.7 90.0 Operating profit at constant currency* 155.7 90.0 Profit before taxation 150.9 89.4 Net increase in cash - pre-dividends paid 93.4 70.5 Earnings per share 372.7p 218.7p Dividends per share declared in the year 235p 145p Dividends per share paid in the year 185p 145p CONTENTS Chair’s statement 2 Strategic report 4 Directors’ report 20 Corporate governance report 27 Audit and risk committee report 31 Remuneration report 34 Directors’ responsibilities statement 48 Company directors and advisers 49 Independent auditors’ report 50 Consolidated income statement

34 Directors’ responsibilities statement 48 Company directors and advisers 49 Independent auditors’ report 50 Consolidated income statement 56 Statements of comprehensive income 56 Balance sheets 57 Consolidated and Company statements of changes in total equity 58 Consolidated and Company cash flow statements 59 Notes to the financial statements 60 Five year summary 82 Financial calendar 82 Notice of annual general meeting 83 *Constant currency revenue and operating profit are calculated by comparing results in the underlying currencies for 2021and 2020, both converted atthe 2020average exchange rates as set out on page 16. 1Games Workshop Group PLC

CHAIR’S STATEMENT This is my first statement as non-executive chair of Games Workshop Group PLC, having stepped into the job on 1 January 2021. I’m delighted that we are reporting truly exceptional results in our financial year ended 30 May 2021, with revenue exceeding £350 million and profit before tax of over £150 million for the first time. This outstanding performance has been delivered in a period of unprecedented global uncertainty with the ongoing health and economic crises of COVID-19, and it is a true testament both to the strength of our operational team and to the resilience of our business model. Our culture determines what and how we deliver and achieve. It is built on the qualities of honesty, humility and courage. We are an enthusiastic and committed team. We hire people with great skills, great attitudes and great behaviours. Our sense of togetherness is very strong - even more so when the going is tough, and this year has certainly been tough. We understand that we win together or we lose together. This year we won together and our company and the Warhammer hobby continue to be in great shape.

es and great behaviours. Our sense of togetherness is very strong - even more so when the going is tough, and this year has certainly been tough. We understand that we win together or we lose together. This year we won together and our company and the Warhammer hobby continue to be in great shape. We invested £10 million in capital projects to support our growing business. We declared 235 pence per share in dividends totalling £77 million, compared with £47 million in respect of 2019/20. We were delighted to distribute £13 million equally to all of our colleagues to recognise their significant role in delivering these great results. We also paid some discretionary bonuses (like we do most years) in recognition of exceptional performance. These payments were made entirely out of surplus cash generated. We continue to have no borrowings and to retain sufficient cash both to invest in future growth and to protect the business against unforeseen risks and headwinds. The health and safety of our Games Workshop team, their families and of our customers and partners continues to be our primary concern. Many of our retail stores and some of our trade customers have been closed for a large proportion of the year. Our colleagues and trade partners are keen to get back to normal as soon as possible, and we will continue to support them in doing so safely.

artners continues to be our primary concern. Many of our retail stores and some of our trade customers have been closed for a large proportion of the year. Our colleagues and trade partners are keen to get back to normal as soon as possible, and we will continue to support them in doing so safely. As Kevin reports later in his strategic review, some of our investment projects have taken longer than we had hoped and we have also faced significant logistical and operational challenges throughout the year. The Games Workshop team have worked tirelessly to overcome these challenges, and our customers have been very understanding when we have fallen short of our normal high standards. Thank you one and all. We aim to make the best fantasy miniatures in the world, to engage and inspire our customers, and to sell our products globally at a profit. We intend to do this forever. ‘Forever’ is an important word to us and all of our decisions are focused on long-term success and not short- term gain. We know that to achieve our ambition to be around forever, running the company that we love, we have to have a responsible and principled approach in our dealings with all of our stakeholders - our colleagues, customers, shareholders, suppliers, local neighbourhoods and the world in which we live.

We know that to achieve our ambition to be around forever, running the company that we love, we have to have a responsible and principled approach in our dealings with all of our stakeholders - our colleagues, customers, shareholders, suppliers, local neighbourhoods and the world in which we live. We take these responsibilities very seriously and have spent a lot of time this year focusing on more effective wider stakeholder communication and management. Just some examples of this include the establishment of our environment, social and governance (ESG) steering group, the ongoing development of our global communication forum and the companywide review of our remuneration policies. We also reviewed our executive remuneration policy and found that we had fallen significantly behind market rate for our executives, given the complexity and size of our business. We have addressed this and made some changes to our policy as outlined later in this report. We have also spent considerable time reviewing and ensuring that our risk management processes are robust for the world in which we now operate. As we set out in some detail later in this annual report, we work hard to ensure that our long-term approach is evident across all aspects of our business and we have again made great progress this year.