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The successful implementation of our strategy is critical to the delivery of the Group’s purpose and is underpinned by the values and behaviours that shape our culture and the way that we conduct our business.

Our Purpose

Why we exist

To Inspire and Support a Lifetime of motoring and cycling

Being a purpose-driven organisation, the Board recognises the importance of its role in ensuring the culture of the organisation is aligned to its purpose, business strategy and ambition to become a market leading products and services business. Colleagues from across the Group believe in our Purpose and strive to deliver it every day they come to work.

Our Vision

Our aspirational goal

The super-specialist in motoring and cycling, trusted by the nation

Our Mission

Our achievable goals

Make motoring easier, safer and more enjoyable for everyone

Get more people cycling, more frequently

Our Strategy

How we achieve our Purpose and Mission



Inspire our customers with a differentiated and super-specialist offer.



Support our customers through an integrated, unique and more convenient services offer.



Enable a lifetime of motoring and cycling.

Our Values

Fundamental beliefs that underpin everything we do


one halfords family


wow our customers


be better every day


pride in expertise

We are reliant on the culture of our business and the engagement of our colleagues to achieve our ambition. During FY21, we ran listening groups to inform a new set of Group values, relevant for the current strategy. These new values are the fundamental beliefs that underpin everything we do and have been incorporated into Group training, review and reward mechanisms.

Our Culture

Ethical foundation enabling better decisions every day

Monitoring Culture

The Board plays an active role in monitoring the culture of the business through its regular facilitation of listening groups and site visits. The Board reviews the results of the annual colleague engagement survey and sets engagement targets for Executive Directors and Executive Committee members. The outputs of listening groups and associated action plans are reviewed by the Board and key actions are incorporated into functional engagement plans.