or go, because the industry is moving so fast, and the big boys are getting so big.”
Taking the first option, Adam says: “We want to create a very sustainable business for the future, to create a legacy. The business has great strength and is not massively over geared.”
It is also firmly focused on the North West of England. He says: “If someone offered us an opportunity in London, we’d say no. We have no ambitions to become a huge national business.
“We’re looking at areas for maximum growth and we want representation across the North West.”
The drive towards electric vehicles is another area of growth for Chorley Group. It was an early player through its Nissan franchises and investment in infrastructure. Adam says: “So far this year 23 per cent of all our sales are electric cars, it is a substantial figure.”
The sector has been on a bumpy road as it has travelled through the pandemic and Adam explains there are still challenges. Supply remains a major issue. Pre Covid-19 the group would have 500-700 new vehicles in stock. When we talk the figure is around 25.
Organisations of our size
have two options, grow or go, because the industry is moving so fast
Chorley Group has led the way when it comes to e-commerce, including the establishment of a seven day a week online digital response team.
Innovation is vital, Adam adds, and it will continue. He says: “There are things we have done that haven’t worked out, but you have to take a few chances. We also believe in our people, and we look to develop them.”
The motor trade is in Adam’s blood. He spent his childhood growing up in car showrooms as dad Andrew grew the business, which started with the sale of used cars from the family home.
He joined the group full-time in 2010 after completing his university studies and took over as managing director in 2020 after spells in the business development director and sales director roles.
Today at the age of 33 he is the youngest leader in the top 100 motor groups.
As experienced entrepreneurs Adam and his father have invested and sit on the board of CG Professional, a law firm created from the ground up in 2017 by its founders, Adam’s wife Stacey and Louise Myers. With offices in Chorley, Manchester and Liverpool and a 45-strong team, its growth has also been impressive.
Adam explains that the practice also encompasses his firm philosophy when it comes to dealing with its clients. He says: “Again customer service is the focus as is making sure the client relationship is strong. The practice was launched with a very different modern mindset, not working within the constraints many historic firms have and only recruiting top talent.
“We have high quality clients and 90 per cent of our work is on a fixed fee with 50 per cent on a retainer and the offer of 24-hour access.”
Looking to the future of the wider motor group he says: “Our aim is to continue to invest and grow and to continue as a family business.”
The next generation of Turners may have a hand in that development. Adam has two boys and reports that the eldest is already showing a keen interest.
He says: “I never had a conversation with my dad about coming into the business, it was just going to happen. I was in the business every day after school, I’ve been in the game since I was probably around three years old!”
LANCASHIREBUSINESSVIEW.CO.UK
ASK THE EXPERT: WORKPLACE HEALTH by Paul Blythin Project lead, Business Health Matters
The Business Health Matters programme was created in Lancashire to help improve the overall health and wellbeing of employees throughout the county.
By bringing together a network of partners including the University of Central Lancashire, ukactive, Lancashire Mind and various local authorities and leisure trusts, our programme provides accessible workplace health support for businesses of all sizes.
Businesses tell us that the health and wellbeing conversation can be overwhelming and even conflicting at times and that knowing where to start is notoriously difficult.
So, we will be using this regular column to answer your questions, helping you find the support you need within your organisation.
In this first column, we get to grips with the basics in response to a reader query from the construction sector.
Q: What is ‘workplace health’?
A: Put simply, workplace health is ‘promoting and managing the health and wellbeing of staff’ and includes managing sickness absence and presenteeism (a person who is physically at work but is unproductive).
It’s important to break this definition down into the two clear elements of ‘promotion’ and ‘managing’ so that you can understand where to begin in your organisation.
‘Promotion’ plays an essential role when supporting employees. Although it is something that is often deprioritised for more time-sensitive work, positive health and wellbeing promotion is a catalyst for change in the workplace.
By promoting better nutrition options, national campaigns or encouraging staff to take breaks and complete physical activity, a culture where employees make positive choices each day is created.
Empower a member of your team to lead on this and become an accredited Workplace Health Champion with us (for free!) to get started.
The ‘managing’ side of workplace health is often the more challenging part of the puzzle.
This requires offering tangible solutions, such as insurance or health checks, which can often feel daunting and cost-prohibitive.
This has been recognised in Lancashire and is why the Business Health Matters programme was developed. Within our workplace wellbeing programme, we deliver comprehensive health checks and provide a wellbeing plan for each employee, with ongoing support packages from a range of local authorities and leisure trusts.
We recognised that it was time the ‘managing’ side of workplace health was made accessible and that’s exactly what we are doing.
What has historically been viewed as a ‘nice-to-have’ is now something that is essential for every business to take seriously.
With 11.9 million working-age people in the UK now having a long-term health condition (DWP, 2016) and poor mental health costing UK employers around £45bn each year (ONS, 2018), now is the time to get help in promoting and managing the health of your team. Because as a county, we simply cannot afford not to.
Want to ask us a question for the next issue or find out more about how we can help you? Email
businesshealthmatters@activelancashire.org.uk
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LEADERS
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