FINANCIAL HIGHLIGHTS 2022 2021 £m £m Core revenue 386.8 353.2 Licensing revenue 28.0 16.3 Revenue 414.8 369.5 Revenue at constant currency 418.6 369.5 Core operating profit 131.7 136.7 Licensing operating profit 25.4 15.0 Operating profit 157.1 151.7 Operating profit at constant currency 161.5 151.7 Profit before taxation 156.5 150.9 Net increase in cash - pre-dividends paid 79.3 93.4 Earnings per share 391.3p 372.7p Dividends per share declared in the period 235p 235p Dividends per share paid in the period 285p 185p Seetheglossary on page 84 for details on thealternative performance measures (APMs)used by the Group. Where appropriate, a reconciliation between an APM andits closest statutory equivalent is provided. CONTENTS

235p 235p Dividends per share paid in the period 285p 185p Seetheglossary on page 84 for details on thealternative performance measures (APMs)used by the Group. Where appropriate, a reconciliation between an APM andits closest statutory equivalent is provided. CONTENTS Chair’s statement 2 Strategic report 4 Directors’ report 19 Corporate governance report 29 Audit and risk committee report 35 Remuneration report 38 Directors’ responsibilities statement 49 Company directors and advisers 50 Independ

ors’ responsibilities statement 49 Company directors and advisers 50 Independent auditor’s report 51 Consolidated income statement 57 Consolidated and Company statements of comprehensive income 57 Balance sheets 58 Consolidated and Company statements of changes in total equity 59 Consolidated and Company cash flow statements 60 Notes to the financial statements 61 Five year summary 83 Financial calend

inancial statements 61 Five year summary 83 Financial calendar 83 Glossary 84 Notice of annual general meeting 85 1 Games Workshop Group PLC

CHAIR’S STATEMENT Our purpose remains unchanged. We design, make and sell the best fantasy miniatures in the world, to engage and inspire our customers, and to sell our products globally at a profit. Our decisions are focused on long-term success, not short-term gains - ‘forever’ is an important word to us. 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. This year we have built upon the good progress we made in previous years, spending more board time focused on ensuring effective engagement with and consideration of all of these key stakeholders. As a relatively new board team, we have been working together on establishing our position on things like key ESG and corporate governance principles and how these should apply to Games Workshop. From these agreed positions, we are building an action plan which will include deliverable and measurable priorities. Alongside this we are working with the executive to future proof the business. Some focus areas of our work this year include:

nciples and how these should apply to Games Workshop. From these agreed positions, we are building an action plan which will include deliverable and measurable priorities. Alongside this we are working with the executive to future proof the business. Some focus areas of our work this year include: Our customers - we were delighted to support the executives’ proposal to invest in our webstore to improve customer experience online. The progress on improving our warehouse facilities should improve shipping times back to more normal levels; The environment - our work this year on gap analysis and scenario planning in readiness for TCFD reporting, supported by the recruitment of dedicated resource, positions us well; to help us set achievable science-based targets so that we can play our part in tackling the challenge of climate change; Our suppliers - our ongoing work on ethical sourcing and supply policies have ensured that we are promoting responsible manufacture throughout our supply chain alongside our commitment to ensuring modern slavery has no place within any of our operations; Our people - our executives have updated our global communication forum into quarterly department level meetings, which all of our non-executive directors are encouraged to attend by rotation. John Brewis has been appointed as the non-executive director responsible for developing a plan for effective board and employee engagement.