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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.
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 with a focus
on our medium-term goal of evolving into a consumer and B2B services-focused business.
The super-specialist in motoring and cycling, trusted by the nation
Make motoring easier, safer and more enjoyable for everyone
Get more people cycling, more frequently
1
Inspire
Inspire our customers with a differentiated and super-specialist offer.
2
Support
Support our customers through an integrated, unique and more convenient services offer.
3
Lifetime
Enable a lifetime of motoring and cycling.
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.
This year, we launched a new set of Group values relevant to our strategy. These new values are the fundamental beliefs that underpin everything we do and have been incorporated into Group training, review and reward mechanisms.
We are on a journey to embed Environmental, Social and Governance (“ESG”) considerations into every decision made across the business, from the products we sell to the acquisitions we make. Many colleagues around the business are already mindful of ESG but we know we can be better and improve even further, ensuring our purpose, vision, values and culture all have ESG at their core, enabling us to bring our ESG strategy to life.
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. The outputs of listening groups and associated action plans are reviewed by the Board and key actions are incorporated into functional engagement plans.