Our business model

Evolving our position as an entertainment brand

What we do

We have been entertaining Britain since 1937, from our origins in motion pictures to today’s gaming-based entertainment brands.

Our purpose is to work together to create exciting environments that reflect the changing needs and expectations of our customers and our colleagues, delivering stimulating and entertaining experiences every time. To Excite and To Entertain. This is how we do it.

We are the only Group that offers customers both venue and digital bingo and casino experiences.


  • Largest venues casino operator in Great Britain (51 venues).
  • Second-largest venues bingo operator in Great Britain (56 venues).
  • Growing venues bingo presence in Spain (9 venues).
  • Our venues businesses operate in mature and well-established gambling markets.
  • Mecca and Enracha are bingo-led brands which offer community-based gaming.
  • Grosvenor is a casino-led brand principally focused on table and machine gaming.
  • Our venues businesses operate through a mainly leasehold estate.
  • Our venues are membership-based and free to join.
  • A food and beverage offer is available across all our venues.
  • Revenue is generated in our venues when a customer bets against the house (games of chance). Underlying profit is generated once the cost of customer incentives, sales and other operating costs are deducted.


  • A diverse portfolio of over 120 digital brands covering casino, bingo, slots and sports betting.
  • Our Mecca and Grosvenor online offers complement our established venues brands.
  • All digital customers play with our online brands through a brand wallet.
  • Revenue is generated online when a customer bets against the house (games of chance). Underlying profit is generated once the cost of customer incentives, sales and other operating costs are deducted.


Stakeholder value created

Our customers

We create value for our 3,100k customers by providing them with market-leading gaming experiences through our venues, online, or across both channels.

Our people

7,300 passionate and committed employees.

Our suppliers

Over 1,500 suppliers, who through meaningful engagement and collaboration are key in helping us deliver our strategic aims.

Our communities

£283,000 charitable donations made to Carers Trust.


£180.4m generated for tax authorities and local governments.

Our shareholders

Through our disciplined approach to strategic delivery and unwavering commitment to safe and fairer gambling, we are focused on creating sustainable value for our shareholders.


How we do it

1. Customer insights/engagement

We use customer insights drawn from customer research and data science to better understand what our current and potential customers want, enabling us to provide relevant, exciting and entertaining experiences.

2. Strong brand positioning

We have a portfolio of brands, including our three well-established cross-channel brands, Grosvenor, Mecca and Enracha, which work alongside our 120 digital-only, proprietary and non-proprietary brands.

3. Player protection

Using a three lines of defence model, our front-line colleagues work with our compliance team and our internal audit team to ensure that we always take the appropriate actions to protect our customers and keep them safe.

4. Innovation and technology

We invest in proven technology and exciting innovations that are designed to support our strategic priorities and will help us to offer seamless and instant customer journeys across both our digital and venue brands.

5. Inspiring people

As the face of our brands at our venues, our people are our greatest asset. To ensure every team member becomes an expert at delivering brilliant, customerfocused experiences, we provide regular training and a dedicated support network.

Our shared STARS values are at the core of all that we do and are vital in ensuring we achieve our purpose and exceed our strategic goals. We work hard to maintain an inclusive and sustainable culture, supported by a comprehensive employee engagement programme and a well-established equality, inclusion and diversity strategy.

6. Supported by robust governance

Rank’s Board and Executives provide a broad mix of skills, knowledge and experience to meet the Group’s needs, ensuring it delivers on its strategy.


For the year ended 30 June 2023.