Professional Documents
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Decathlon SD Report FY16 PDF
Decathlon SD Report FY16 PDF
VITALITY
AND
RESPONSIBILITY
2016 Sustainable Development Report
2016 SUSTAINABLE DEVELOPMENT REPORT
RESPONSIBILITY IN PRODUCTION
Maintaining long-term relations 85
Putting people first 92
Rolling out environmental management 99
SUMMARY 1
CHALLENGES
AND STRATEGIES
2016 SUSTAINABLE DEVELOPMENT REPORT
DECATHLON IN FIGURES
At Decathlon, we have almost 80,000 teammates worldwide, united around two shared values: Vitality and
Responsibility. For forty years now we’ve been there alongside sports users, listening to understand their
needs and deliver appealing, hi-tech products at the lowest prices, to make them affordable for everyone.
That’s why we're here. Our design teams come up with products suited to our users, to make it easier for
them to play their chosen sport, regardless of age or level, thereby helping them to derive maximum benefit
and enjoyment from physical activity.
In 2016, we continued to grow our business. We entered new markets (Mexico, Ivory Coast, Slovenia,
Singapore and Malaysia), opened 164 new stores worldwide and passed the one billion mark for the number
of products sold. It was against this backdrop that the company and all of its activities generated a total
turnover of almost €10 billion (excl. VAT) in 2016, i.e. a 9.5% increase on 2015.
Last year was also particularly noteworthy for us as we co-wrote our business vision for 2026. We wanted
this exercise to be a collaborative one, involving as many teammates as possible. We were keen to take a
collective decision about what we hoped to achieve and the transformations we sought to implement over
the next ten years, all of which would safeguard our business in the long term, underscored by the values of
freedom and responsibility.
80 000
75 000 78 000
78,267
70 000
70.6 % 65 000
65 000
72 000
€ 9.97 10
9 9.97
billion 8 9.1
7 8.2
6 7.4
5
4
3
Breakdown of 2016 turnover 2
1
0
International: 67%
2013 2014 2015 2016
France: 33%
With Decathlon
production office
TRANSFORMING BUSINESS
TO SUSTAIN
OUR PURPOSE
Decathlon celebrated its 40th anniversary in 2016. We passed the billion marker for the number of products
sold. This growth is partly a result of our growing number of stores, not just in Europe but also in China,
India, Russia and new countries like Mexico, Malaysia, Singapore and Ivory Coast. It’s also partly due to the
fact that we’ve intensified our efforts to listen to and observe our sports users, with 50 signature sports and
exclusive new products.
The world is experiencing rapid changes that create a certain degree of instability. Technological revolutions
have posed many questions, and have sometimes helped to widen the inequality gap. Citizens are also
demanding greater transparency and more vigilance.
Signs that the environment is deteriorating can now be seen and felt. 2016 marked new record average
temperatures worldwide, increasing evidence of the tangible effects of climate change and numerous
peaks in air pollution levels, all of which is concerning for our health. Businesses must help to meet these
challenges and transform themselves; they must be agile, responsive and inclusive.
We believe in "Responsibility and Freedom" for all, as this people-focused project helps our organisations
to bring about radical changes designed to boost motivation, flexibility and responsiveness. In 2016, we
co-wrote Decathlon’s Vision 2026, adopting a collaborative process that involved all of our teammates.
“When the Vision 2026 was being written, I was given the opportunity to lead
the exercise in France. It was hard to believe, as I was only 21 and working as
a part time sales assistant. The only real selection criterion was motivation,
because the business was implementing a less hierarchical structure,
giving everyone the chance to express their own viewpoints and let
their potential shine through. I’m not surprised at all that the "Preserving our planet
and its population in order to protect our purpose” has been adopted by teammates all
over the globe. Each one of us can and must play a part in helping to create a better world.”
ALEXANDRE LEROY
Decathlon Villeneuve d'Ascq, France.
Here at Decathlon we believe in the principle of subsidiarity. That’s why in 2016 we created sustainable
development leaders for each country, to ramp up our impact by targeting our actions more effectively, and
making them more targetted and efficient.
“As part of Decathlon Spain's environmental strategy, we held our annual clean-up
operation on 25 September 2016, involving our fellow citizens, sports users,
teammates and their families. We cleaned up 103 different sites, including lakes, rivers,
beaches and forests, collecting over 32,000kg of debris. We also planted 3,500 trees.
This is our way of helping to preserve our natural environment,
so that future generations can enjoy playing the sports we all love so much."
SERGIO GONZÀLEZ
Decathlon Rivas, Spain.
We believe that measuring the environmental impact of all our activities enables us to take action to
minimise it. To date, 62% of our GHG emissions are directly related to our product manufacturing process.
Our eco-labelling initiative has helped us to respond to this issue.
“There are three main reasons behind our decision to develop eco-labelling.
Firstly, we want to encourage our teams to minimise the environmental impact of
their products, by making eco-design an integral part of all their projects.
We then want to pass on information to help users become aware of environmental
ratings when they shop, both in stores and online.
Our basic objective is to promote this type of labelling by sharing our methods
with others operating in the same market and with the relevant government authorities,
to hammer home the message of responsible consumption. In 2016, 8% of Decathlon
brand products were assessed using this system. Our aim is assess 100% of our textile,
footwear and heavy stitching ranges in this way by 2019.”
RAFFAELE DUBY
Eco-design and Eco-labelling project manager, France.
We believe in furthering human progress for those making our products, and we work unceasingly with our
suppliers to promote personal safety and ensure that good working practices and conditions are complied
with. Our human responsibility in production policy was formalised back in 2002, when we implemented our
Social Charter along with a system designed to assess its application on all our sites.
“For several years now, various major international principles and regulations
have been introduced, new human rights issues have surfaced and
industrial organisations have undergone significant changes.
To support these developments, in 2016 we decided to rework our code of conduct
and to expand it beyond the issue of human rights and safety to include other topics
under our collective societal responsibility, such as environmental issues, chemicals
management, and the procurement of responsible materials, etc. This is an important
stage in terms of getting our suppliers on board, so that we can act responsibly
towards populations all over the world, regardless of their diversity."
SOUNDOUS HASSOUNI
Human Responsibility in Production process manager, France.
After our forty-year history, we are now entering a new era. Our ambition is to have a positive impact on the
planet and its population. The road ahead is a real challenge, but we’re convinced that our teammates, our
users and our partners will be able to work together to find solutions.
In this year’s report, we’ve included a section explaining our aims and challenges, so that our actions
can be better understood. This report is testament to our shared commitment to building a responsible,
people-focused economy that respects the planet and is therefore sustainable.
OUR To sell attractive, hi-tech sports items at the lowest possible prices, to enable as many people
MODEL as possible to access our products.
E
Health and safety
OY
• Empowering teammates and employing the principle
of teammates
PL
of subsidiarity.
EM
• Uncompromising personal safety standards. Organisation of working hours
• Sharing the value created and promoting employee shareholding.
Commitment of teammates
• Fair remuneration for teammates in accordance with responsibilities.
Sharing the value created
with teammates
OUR SOCIETAL ACTIONS
Education and training
DESIGN
Attractiveness of talent
• Security, safety and quality of Decathlon products.
• Durability of Decathlon products.
PRODUCTION
sports associations.
SS
I
USERS UE
S
• Encouraging regular playing of sport.
• Safety of Decathlon products.
• Continuous improvement of Decathlon products,
based on user reviews.
• Transparency of information for our users.
• Communities of sports players led by store teams.
• Online sports coaching.
Consumer
ES
T
A
MANAGEMENT
DECATHLON LEADER
This leader communicates Decathlon’s vision, business model and strategic objectives to the board of directors.
SUSTAINABLE DEVELOPMENT STEERING COMMITTEE
Made up of representatives from different countries and activities within the business (retail, logistics,
production, design and quality), the committee takes a cross-functional approach to examining the sustainable
development strategies put forward, and approves them.
INTERNAL AUDITORS
Internal auditors, who report directly to the Shareholders’ committee, conduct regular ground-level audits to
ensure that our Social Charter is being correctly applied, particularly its safety aspects.
In conjunction with our human responsibility in production teams, they audit internal personal safety diagnostics
carried out at our suppliers and present an annual analysis to the audit committee (one of Decathlon's
subcommittees on the board of directors).
BOARD OF DIRECTORS
The board of directors approves the strategies and objectives put forward by the sustainable development leader.
ALL
DECATHLONIANS
IÑIGO GARCIA
GIORGIO POSSI SPAIN
ITALY
VIANNEY BURUCOA
CANDICE LEE CHINA
TAIWAN
RUSSIA
PORTUGAL DECATHLON
SUSTAINABLE
DEVELOPMENT
LEADER
CHARLES FELGATE
COMMUNICATION
RAHEL DAMAMME
SUSTAINABLE DEVELOPMENT
REPORTS
STAKEHOLDER RELATIONS
SOUNDOUS HASSOUNI
SUSTAINABLE DEVELOPMENT HUMAN
TRANSFORMATION RESPONSIBILITY
IN PRODUCTION
PROCESS LEADERS
KATY DRAPER
EXTRA-FINANCIAL
PERFORMANCE JÉRÉMIE PIOLET
ENVIRONMENT
IN PRODUCTION
RAFFAËLE DUBY
ENVIRONMENT EMILIE AUBRY
PRODUCTS AND DESIGN CO2 MANAGEMENT
ENVIRONMENT
STORES AND TRANSPORT
Teammates Users
(Employees, social partners) (Customers, users, consumer
associations, sports clubs)
"We grow through greater "We want people who use
responsibility and freedom.” our products to be delighted
or delighted!”
• Satisfaction survey (Decathlon
Teammates Barometer, Great place • User reviews (online retail sites,
to work, etc.). satisfaction surveys, etc.).
• Participative vision process. • Customer Relations centre.
• Seminars, learning expeditions. • Panel.
• Agreements, employee Selling appealing, • Customer input events.
representative committees. • Innovation Awards.
hi-tech sports products
Key point: at the lowest possible prices, Key point:
co-writing of new vision involved making them accessible products scoring less than 3 out
30,000 teammates (see p.31). of 5 are withdrawn from sale ¹
to as many people as possible.
(see p.64).
This diagram is not exhaustive; the process is currently being structured. Initiatives are in place and Decathlon will be working to
continuously improve its practices in this field.
Interview
What are the main projects shared with our stakeholders in 2016?
To list but a few examples, we decided to continue our collaboration with Impactt ² eand to roll out their
“Together for a sustainable business” scheme in two other countries (India and China), following a
successful trial phase in Bangladesh. Our efforts with the French working group on responsible textile
supply chains have led us to update our tools used in our human responsibility in production strategy, and to
compare them to the good practices put forward by the GSCP ³. Lastly, 2016 was a key year for our product
eco-performance labelling project, as we made significant progress with other French businesses in terms of
harmonising calculation methods and formats, which resulted in the Ministry for the Environment deciding to
pre-deploy this tool at national level. We were also involved in standardisation projects at European level and
a recently launched pilot project is underway!
Do you regularly consult with external stakeholders when devising your projects?
This year we decided to take part in the ACT 4 initiative so we could ascertain whether our current
greenhouse gas emission strategy was sufficiently effective to reduce global warming to 2°C. We have
also been in discussion with teams from WWF France 5, after they published their ranking table of the top
25 French businesses with the greatest impact on global eco-systems, of which Decathlon was one. We
were able to reassure them about Decathlon's commitment to using responsible cotton, and in return they
explained their expectations in terms of the issues that need tackling further.
What is the role of annual sustainable development reports in terms of Decathlon's relations
with its stakeholders?
Our reports should enable us to lead, clarify and improve Decathlon's extra-financial performance, by
means of our action priorities, indicators and numerical targets. They also constitute a great tool for
passing information on to our stakeholders and communicating with them in a transparent manner about
our progress, our difficulties and our ambitions regarding sustainable development. In an environment
where stakeholders require businesses to be increasingly transparent, Decathlon made the 2016 rankings
for the top 10 businesses with the best CSR reputation in France as calculated by the Reputation
Institute 6. In this ranking, it's quite obvious that CSR is a factor influencing business' differentiation,
performance and good reputation.
RAHEL DAMAMME
Responsible for monitoring and relations with stakeholders
in Decathlon's sustainable development hub.
2. Impactt is a specialist consultancy firm working to improve working conditions and the means to live throughout the world’s supply chains,
with the aim of delivering clear commercial benefits to both ends of the chain. More information: http://impacttlimited.com.
3. Global Social Compliance Program, see www.theconsumergoodsforum.com/gscp-home.
4. “Assessing low-Carbon Transition” (ACT) is a co-initiative launched by the Carbon Disclosure Project and ADEME (French National Environment
and Energy Management Agency), which conducts qualitative and quantitative studies on a business’ GHG emission strategy in order to assess
its compliance with the requirements of a low carbon economy.
5. World Wide Fund for Nature, see www.wwf.fr.
6. See www.reputationinstitute.com/.
Partner of the World Forum Lille, with two Decathlon teammates attending as speakers at the World
Forum 2016 conferences.
Winner of the 2016 Responsible Economy award from the Réseau Alliances, in recognition of Decathlon's
global sustainable development strategy and, more specifically, the ongoing roll-out of Decathlon’s eco-
performance product labelling scheme.
Updating of Decathlon’s good practices in the Réseau Alliances BipiZ database.
http://www.worldforum-lille.org/fr
Sits on the FCD Environment Committee that works to promote Sustainable Development.
www.fcd.fr/qui-sommes-nous/actualites-de-la-fcd/detail/decouvrez-la-video-de-presentation-de-la-fcd
On the CSR Commission of the FPS since 2014 (including working on the code of conduct and on an
event linking CSR and sport).
www.entreprisesdusport.com/fr/infos-conso/developpement-durable
www.unionsportcycle.com
Since 2015, has monitored work by the CSR Commission of the WFSGI (sharing intelligence information,
CSR practice benchmarking, participation in webinars, etc.).
www.wfsgi.org
Member of the Environment Committee, so as to monitor and anticipate any future strategic and
legislative developments for the European Union in terms of the environment.
www.eurocommerce.eu
Part of the eco-labelling pre-deployment project with ADEME and the French Ministry for the Environment.
MINISTÈRE
DE L'ENVIRONNEMENT,
Leads the project committee (COPROJ) for textile eco-labelling.
www.ademe.fr/expertises/consommer-autrement/passer-a-laction/reconnaitre-produit-plus-respec-
DE L'ÉNERGIE
ET DE LA MER
tueux-lenvironnement/dossier/laffichage-environnemental/laffichage-environnemental-aujourdhui-de-
main-bilan-experimentations-perspectives
Involvement dating back several years in the AFNOR-ADEME, working on product eco-labelling, aiming
to define common evaluation methods for use within France.
http://affichage-environnemental.afnor.org
A member of the ORSE for several years. This organisation provides continuous monitoring of CSR in
businesses across France, Europe and the world.
www.orse.org
Participates in the Assessing low-Carbon Transition (ACT) project experiment with the French
environment and energy management agency and the British Carbon Disclosure Project (CDP) NGO.
Launched in 2015 at the COP21 conference, this project aims to fast-track the rate at which companies
sign up to deliver a low carbon economy. The results from the test phase of this initiative, which involved
around twenty international businesses, were presented at the COP22 in Marrakech.
www.cdp.net/en/campaigns/act-assessing-low-carbon-transition-initiative
Decathlon joined the BCI (Better Cotton Initiative) in January 2012. This non-profit-making association
seeks to promote the development of better cotton throughout the world, to create a sustainable
commodity that's better for those producing it, better for the environment it's grown in, and better for the
future of the sector as a whole.
http://bettercotton.org
Technical support for Decathlon’s “human responsibility in production” and "supplier environmental
management" assessments (conducting of audits, wastewater samples and analyses).
www.sgs.com
Decided to join the “Together for a sustainable business” scheme at the end of 2014, implemented by
the consultancy firm Impactt Limited.
https://impacttlimited.squarespace.com/blog/
In November 2016 the Equivalent Process put forward by the GSCP (Global Social Compliance Program)
was launched. The aim of this initiative is to identify areas for improvement for our human responsibility
in production system and methods, by comparing them to good practices described in the GSCP’s
reference tools.
www.theconsumergoodsforum.com/gscp-home
French working group organised by the DAEI (European and International Affairs department), bringing
together members from the national contact point of the OECD (PCN France), from the national CSR
platform, from the Ministry of Ecology, from NGOs and from French businesses in the textile sector.
Ministère du Travail, de l'Emploi, http://social-sante.gouv.fr/ministere/organisation/directions/article/daei-delegation-aux-affaires-
europeennes-et-internationales
de la Formation professionnelle
et du Dialogue social
Member of a consultative committee (with representatives from national contact points, businesses, the
European Commission, multi-stakeholder initiatives, NGOs and unions) to write a guide on due diligence
in the textile and footwear industries.
https://mneguidelines.oecd.org/responsible-supply-chains-textile-garment-sector.htm
Sharing scientific knowledge about chemicals used in production processes and about emerging risks,
in order to define Decathlon's future areas of work
https://www.anses.fr/fr
7. See assoperifem.wixsite.com/perifem.
8. See www.enea.it/it.
9. See www.umweltbundesamt.at/en.
10. See www.global2000.at.
11. Carrefour, Colruyt, Kering, Picard, Office Dépôt.
12. Swiss federal office of the environment.
13. Promod, Pimkie, Okaïdi, etc.
14. Les Tissages de Charlieu, TAD.
CHALLENGES AND STRATEGIES 17
2016 SUSTAINABLE DEVELOPMENT REPORT
OUR SD AMBITIONS
2015 - 2019
Our sense of vitality and responsibility are key drivers in our efforts to promote sustainable development.
Aside from constantly monitoring developments, we anticipate challenges and issues in society
in order to innovate and better direct our actions.
Our priority is to create sustainable value(s) for our employees, customers, users, partners,
fellow citizens and shareholders.
DECATHLON’S TEAMS STRIVE DAY IN, DAY OUT
We encourage the playing of sport. 100% of employees play their sport regularly, 75% 77%
at their own pace and level.
We help teammates with their self-development plans. 100% of teammates take responsibility for 88% 90%
their development and learning.
Right from the beginning, we create the necessary 100% of teammates are flourishing through 85% 88%
conditions for teammates to take on responsibility and responsibility.
make decisions involving those most affected by these
(principle of subsidiarity).
We are uncompromising when it comes to the in-house 100% of employees feel safe in their workplace. 93% 93%
safety of our employees.
We share the value created and enable as many people 100% of teammates are shareholders in the company, 50.40% 50.74%
as possible to co-own the business through our employee if they so wish.
shareholder scheme.
We develop tools and methods in line with the latest Helping to harmonise social assessment methods see see
global issues and challenges. (OECD working group, textile supply chain working group,
responsible for the Delegation for Europea
RDD15 RDD16
and International Affairs). p.18 p.17
We develop safe, sustainable and quality products Continue to try to improve the returns rate 1158 1267
through a global strategy to manage the quality of per product.
our product design, production and distribution. PPM PPM
We build in chemical risk prevention right from the 100% of suppliers have signed up to respect our RSL 86% 73.80%
product design stage through to end usage. (restricted substances list).
1. Rank 1 suppliers.
2. Percentage of users awarding our products a score of 4 to 5.
We are reducing the environmental impact of our 100% s ustainable cotton (organic farming, 10.60% 14.44%
products by using raw materials from responsible Better Cotton Initiative, and recycled
sources, while retaining the best possible quality/value/ cotton) for our Decathlon products
price ratio for our users. by 2020.
We are building new certified sites in line with the most 100% o f our new company-owned sites 51 certified 64 certified
rigorous environmental standards, and improving the are certified. sites 4 sites 5
energy efficiency of our sites.
Warehouses Warehouses
89% 85%
We optimise logistics activities by reducing the distances 15% r eduction in CO2 equivalent emissions 409g C02 / 376g C02 /
our items travel, by virtue of our global warehouse for items shipped within Europe between article article
network, by maximising lorry loads and by prioritising 2015 and 2020. delivered delivered, i.e.
multi-modal transport (train, waterways, etc.).
8% reduction
We improve the environmental performance of 80% o f suppliers posing a risk of water, air or NA NA
our suppliers’ manufacturing sites by helping them soil pollution, are assessed as being A, B
to continuously reduce their environmental impact, or C according to our audit criteria 7.
in line with their specific risks.
Autumn/ Autumn/
Winter Winter
season: season:
5.98% 8.7%
We make Decathlon’s key CSR information available An in-depth comprehensive website NA http://develop-
for use. enabling us to communicate pement-durable.
with our stakeholders. decathlon.com/
We publish an annual CSR report on our key strategies Verification of information Mock audit see RDD16
and actions, made available online to facilitate access to using batch
information, and we make every effort to ensure that our
reliability from 2017 onwards; obtaining p.129
an opinion from an independent third party of indicators
data is reliable. as to the fairness of our data.
Our ambitions are reviewed on an annual basis, in line with changing contexts and action plans,
and in conjunction with all those teams involved..
1. As emphasised in the annual edition of the Global Risk Report, published for the Davos World Economic Forum. For more information,
see http://reports.weforum.org/global-risks-2017.
2. Swiss Ré (re-insurer) indicates a cost of €162m, i.e. a 42% increase compared with 2015.
3. The Paris conference on climate 2015 was held from 30 November to 12 December in Le Bourget.
4. See p.31.
5. In 2015, we set ourselves the target of maintaining our 2019 GHG emission volume at the same level as that of 2014
(i.e. 5,200,000 tonnes of CO2 eq.).
A SUMMARY OF 2016
• Our annual GHG emissions are 14% higher
compared with 2015 and we are continuing our
efforts to reduce them.
• We are reviewing our aim to stabilise our GHG
emissions and assess their compatibility with
the requirements of a low carbon economy.
• We give teams the necessary tools and training
to help them structure their actions and define
their objectives at local level, in keeping with the
group’s ambitions.
DISTRIBUTION Scope 1
16,002
OF OUR GHG EMISSIONS Scope 2
Scope 3
BY SCOPE 165,717
Focus
Why
a new trajectory?
The end of 2015 saw us define, for the very first time, an aim to stabilise our GHG emissions, and a desire
to de-correlate their increase from that of our economic growth.
We therefore committed to maintaining our 2019 GHG emissions at the same level as in 2014.
This ambitious objective has however proved unworkable for the scheduled timeframes, so we redefined a new
trajectory by taking 2016 as our baseline year and 2021 as our new target year.
As part of this new objective, we’re taking part in the ACT initiative 6 so as to ensure that this new aim
is consistent with maintaining global warming below a 2°C rise,
in order to move towards a low carbon economy.
6. See p.23.
7. To calculate the impact of products, we take into account the entire life cycle of Decathlon products, from the extraction of raw materials until their
end of life (our products account for 62% of our GHG emissions) as well as AMI products that we distribute (these products account for 9% of our
GHG emissions).
8. Belgium, China, Czech Republic, France, Hungary, India, Italy, Romania, Spain, Turkey, UK; some are on missions, others have this role 100% of
the time.
9. See our actions page 76.
10. See page 53.
Focus
Decathlon’s role
in the ACT initiative
“Assessing Carbon Transition” (ACT) is a collaborative initiative launched by the Carbon Disclosure Project
and the French environment and energy management agency (ADEME).
It aims to examine - both qualitatively and quantitatively - businesses' GHG reduction strategies,
to assess how consistent they are with the needs of a low carbon economy.
In 2016, we demonstrated our determination to take part in this initiative as representatives from the distribution
and retail sector, seizing this opportunity to gain some perspective on our targets and actions,
using the analyses carried out by various experts. They concluded their work by commending the relevance
of the model used by Decathlon to measure its GHG emissions, which records both direct and indirect emissions;
as well as the innovativeness of its product eco-labelling initiative16.
In addition, taking part in this initiative has enabled us to identify several areas for improvement. Although our objective
is driven by the urgency of climate change, we are also encouraged to do more work with our suppliers
in order to reduce emissions generated in the production stage17.
We have also been advised to define a long-term reduction target.
A SUMMARY OF 2016
• We are trialling collaborative recruitment processes,
whereby an entire team is consulted when hiring a potential
team member.
• We have made our “Talent” platform available to teammates,
so that they can enhance their skills and publicise these
within the business.
• We reaffirmed our view that sport is vital for a balanced
way of life, and encourage people to play sport during the
week.
1. Result from the “Decathlon Team Barometer” survey, carried out among Decathlon teammates worldwide during the month of September 2016,
with 51,780 teammates responding. Percentage of people who responded “yes, definitely” or “yes, more or less”.
2. Id.
PEOPLE AND MANAGEMENT 25
2016 SUSTAINABLE DEVELOPMENT REPORT
TEAMMATES 100
91%
SAY THAT THEY ENJOY 90
90%
COMING TO WORK 3 80
86%
In %
70
60
50
2014 2015 2016
Focus
TOUS ACTEURS
DU RECRUTEMENT
At Decathlon, recruiters and candidates
decide to work together, because of a shared
passion for sport, retail and the common
values of vitality and responsibility. In 2016,
13,114 teammates were hired worldwide,
on permanent contracts.
Established in France for over 40 years,
Decathlon numbered 301 stores in 2016
and was once again recognised as a
business where people like to work, coming
4th in the rankings published by the Great
Place to Work4 institute.
3. Id.
4. This institute analyses the components used to assess employee well-being at work. Results of the survey:
www.greatplacetowork.fr/meilleures-entreprises/best-workplaces-france.
Interview
JOANNA MOELO
Fouganza leader
ORGANISATION
OF WORKING TIME
IN FRANCE
In 2016, the French government voted a law on the
right to disconnect5 so as to protect employees'
work/life balance.
The agreement that Decathlon signed in 2013
governing management working days was duly
completed in 2016 to converge with this new
regulation, and provisions were drawn up and
scheduled for implementation in 2017: raising
awareness among managers and teammates
about sensible usage of tools like email
management, and incorporating discussions about
the right to disconnect into reviews6 regarding
workload.
Also in 2016 Decathlon signed a compliance agreement governing Sunday working hours, adding
supplementary compensation for employees unable to arrange childcare.
Decathlon restated its view that sport is vital if teammates are to have a balanced lifestyle; teammates have
been encouraged to organise practice sessions during the week.
5. This right issued by the labour law, which came into force on 1 January 2017, aims to reconcile personal and professional life and so that
employees have the option not to log on to digital tools or respond to emails outside working hours (paid leave, working time reduction, evenings
and weekends). This right concerns all employees, chiefly those who have opted to work from home or who are managers.
6. At Decathlon, the annual review is an important moment for listening and discussing between the manager and the teammate. It’s an opportunity
to review both career and personal plans, performance and pay. This review involves all teammates, regardless of their contract type.
PART-TIME CONTRACTS
IN FRENCH STORES
In 2016, Decathlon numbered 7,478 on permanent part-time contracts in its stores.
This type of contract suits both parties: it suits the company during busy periods, whether daily or seasonal,
and it also suits the needs of teammates keen to organise their professional and personal activities in this
particular way.
Because Decathlon is keen to only offer these working hours to those whom it suits, the company conducts
an annual satisfaction survey7. In 2016, it revealed the 23% of teammates on a part-time contract were
unhappy with their new working hours. 350 teammates were then sent a more comprehensive survey
designed to elicit some solutions. In 2017, corporate lawyers and HR managers will coordinate a range of
initiatives to enable all those wanting to work part time to do so by 2020.
IN FRANCE:
“FREEDOM, EQUALITY AND DIVERSITY!”
200 teammates at Decathlon promote diversity issues across France on a daily basis.
Disability mission
In 2016, unions signed our 6th disability agreement and our company numbered 591 teammates who were
registered disabled.
Disability mission
7. Monthly EI2D survey which measures teammates’ level of satisfaction with their hourly rate, who have switched from part time to full time hours.
The results are published every half year.
Female leadership!
In 2016, 300 women took part in a female
leadership training course. The Essenc’IL’ELLE
community was launched on our internal
social network as a way of encouraging these
discussions, and suggesting brainstorming
workshops, conferences, articles and good
practices. A “Day for Women” is also organised8
every year, aimed at discussing the place of
women in the company and drawing up an
action plan.
Beyond generations
Seniors at Decathlon are teammates over
the age of 55. They represent the business'
history, and are synonymous with long service
and expertise. That’s why we’re offering
them training sessions to help them become
mentors themselves, and pass on their skills
to other, less experienced teammates. A third
agreement to this effect was signed with
social partners in 2016.
said they had confidence took part length felt they had access
in themselves and were in the “Vision” of "Vision" to relevant information in
ready for responsibility. process. process. terms of decision-making,
in France.
A SUMMARY OF 2016
• Drawing on our company’s “raison d’être”, we invited
teammates keen to get involved to help co-create
Decathlon’s vision.
• We launched an information transparency project to give
teammates access to accurate and relevant information
available in real time, to help them to make the best
possible decisions.
• We’ve shifted from an activities-based organisation to an
organisation structured around geographical areas, to June 2016: our teammates get together
enable local decision-making for local people. to co-create Decathlon’s Vision 2026
1. Result from the “Decathlon Team Barometer” survey, carried out among Decathlon teammates worldwide during the month of September 2016,
with 51,780 teammates responding. Percentage of people who responded “yes, definitely” or “yes, more or less”.
2. Id.
3. Results of an internal survey conducted in October 2016 with a sample of 2,400 teammates in France.
Focus
Informed decision-making
by those most affected by their
Since 2015, Decathlon has been incorporating a “principle of subsidiarity", which means that each teammate should have
the greatest possible degree of freedom allowing them to make good decisions that match needs as closely as possible.
By giving everyone this kind of autonomy, the company is apportioning the responsibility of asking for advice to
the teammates concerned and the experts in the field, so they can clarify the issues and their consequences.
JIAO LI
Vision Leader, Decathlon.
Interview
CAROLE JANSSENS
Store coleader
INFORMATION TRANSPARENCY
AS A BASIS FOR GOOD DECISION-MAKING
To make good decisions, our team members must have access to correct information and be an active
part of an information-sharing culture. This was the impetus behind the information transparency project
launched in 2015. In 2016, four international workshops were held4, giving teams the opportunity to select
subject areas they wished to know more about. The subject areas selected by the groups were:
• sustainable development;
• economic and financial performance;
• communication tools.
Although countries in Decathlon’s network are becoming more autonomous, information they require often
comes from other countries. We must therefore ensure that this information is properly circulated between
these countries. To do this, we have created an international network of around twenty ambassadors in 20
countries, whose aim is to share good practices and the best strategic projects serving the interests of all.
DEVELOPING SKILLS
AND UNCOVERING TALENT
Businesses, employees and public authorities have a shared responsibility when it comes to adapting to
constant technological, economic and organisational changes in the workplace. By investing in training for
its teammates, a business makes its personnel more employable, increases their autonomy margin and
boosts their ability to grow, all while reinforcing their own competitiveness.
At Decathlon, “enriching people through responsibility” is at the heart of our human strategies: by 2019,
we want 100% of our teammates to have responsibility for their own career development, an increase on
the 90 %1 in 2016. To help them in this direction, we have come up with an individual training plan relating
to their particular area of activity, and our Decathlon Exchange training centres are set up to deliver
management and personal development training courses. They also have an e-learning platform that can
be used to further their knowledge and understanding.
By driving forward this move to develop skills and promote personal fulfilment, Decathlon has strengthened
its teammates’ individual and collective effectiveness.
1,517,562 88 % 2 5
hours of training Decathlon Exchange
of teammates
training centres
1. Result from the “Decathlon Team Barometer” survey, conducted among Decathlon teammates worldwide during the month of September 2016,
with 51,780 teammates responding. Percentage of people who responded “yes, definitely” or “yes, more or less”.
2. Id.
PEOPLE AND MANAGEMENT 33
2016 SUSTAINABLE DEVELOPMENT REPORT
A SUMMARY OF 2016
• We devised a skills map to improve our efficiency and responsiveness.
• We opened a fifth Decathlon Exchange training centre in Vietnam.
• We raised awareness of sustainable development issues among our
teammates by holding two events organised for this very purpose.
Focus
Mylo:
the international learning platform
To enrich its teammates' training pathway, Decathlon has made an online training platform available,
called Mylo (My learning online). By digitising some of the content from around 10,000 training courses,
Decathlon is helping to make its teammates more independent and autonomous when it comes to learning,
assessing their own knowledge and developing their skills.
34,273 teammates took at least one e-learning course in 2016.
Furthermore, the idea of departments is changing within our societies, and new terms are emerging as a
way of acknowledging those with multiple activities (multitaskers, slashers, etc.). Decathlon is therefore
moving towards a skills-based concept, to enable more diversified leadership. In 2015, a skills map for
the field of production (purchasing, quality, industrialisation, etc.) was produced. Our long-term objectives
involve creating synergies between the skills within each of the business' departments and ensuring that
internal flows run more smoothly. This approach hinges on better identifying the skills of each teammate,
something that our "Talent" platform 4 has helped to bring about.
3. Id.
4. See page 26.
Focus
1 2 3
1 - 3: Component forum: Four conferences dedicated to environmental issues attracted some 150 participants from design and production departments.
2:Preserve to Protect day: Special guests along with around 400 highly driven teammates gathered for the day to discuss the importance of
environmental issues and suitable approaches for tackling these.
DELIVERING HEALTH
AND SAFETY
Quality of life at work issues are a growing source of
concern for company directors, employee representative
bodies and public authorities in many countries. In 2016,
a survey conducted by Decathlon Pro1 revealed that
“keeping fit” was the most important motivation factor
for those doing sport, ahead of “decompressing and
de-stressing” 2.
Because Decathlon’s purpose is to make sport accessible
to as many people as possible, thereby contributing to
their well-being, the company considers health and safety
at work as one of its key responsibilities with regards to
its teammates. In 2016, 93%3 of teammates said that
they felt safe in the workplace and 77%4 said they play
their sport regularly. The aim is to make this 100% by
2019, by encouraging teams to assume leadership
roles to build and execute their action plans. At the
same time, our HR team in France has been working Teammates take part in the Vietnam Mountain Marathon.
on a global project to improve the quality of life at work 5,
and around the world teams are devising their own
“safety standards” in line with their particular issues and
local regulations.
play their sport regularly, feel safe in their workplace, for quality of life at work,
i.e. a 2% a result that has remained in France.
increase on 2015. stable compared with 2015.
1. Decathlon Pro is the dedicated sports gear and equipment entity for professionals.
2. Result from the survey conducted in France by Decathlon Pro between 16 June and 4 July 2016 among 257 people from businesses of varying
sizes and types.
3. Result from the “Decathlon Team Barometer” survey conducted among Decathlon teammates worldwide during the month of September 2016,
with 51,780 teammates responding. Percentage of people who responded “yes, definitely”, or “yes, more or less”.
4. Id.
5. Project that encompasses risk prevention and well-being at work, among other themes.
6. Id. note 3.
7. Id.
Focus
A company
where it feels good to play sport!
One of the fundamentals shared by all employees is playing sport during or outside working hours, either alone or as
part of a meeting. It’s an excellent strategy for strengthening cohesion and creating links outside the usual areas of
work-related discussions - not to mention a clever way to test out our products!
8. Result from the internal survey conducted as part of the quality of life at work project by HR teams at Decathlon France, March 2016, with 118
teammates responding.
9. Such as the Preventis firm, for managing post-traumatic situations.
10.Id. note 3.
11. Cabinet Toi de soi, psychology experts.
Focus
12. Ressif is France’s network of interbusiness social services, which helps companies and their employees to resolve medico-social problems, with
guaranteed anonymity.
13. See page 31.
14. Replacing the single safety standard that was applied across all countries, a practice that does nothing to support the idea of subsidiarity.
Focus
PARTNERSHIPS OF TRUST
TO ENSURE SAFETY
WHEN TRAVELLING
Decathlon works with several different external partners, helping to prevent risks and manage crises relating
to personal safety. For example, an assistance company passes us all international information relating
to health and safety risks for a particular trip, depending on the destination, and precautions are taken for
any areas or countries considered to be "at risk". Special procedures and support have been introduced to
guarantee our teammates safety when on their travels.
We also work in collaboration with a broker, who manages any cases of repatriation on medical grounds. We
have organised meetings and committees with both these experts and other businesses in the distribution
sector, in a bid to find out about and discuss good practices, and understand the current state of affairs in
terms of the international situation.
Focus
ATTRACTING, REWARDING
AND MOTIVATING TEAMMATES
In the current competitive environment that is the
employment market, businesses devise rewards schemes
to attract candidates and motivate teams to deliver their
strategic objectives.
At Decathlon, our remuneration policy is guided by three
commitments: transparency, fairness and consistency.
Pay packages comprise a personal, fixed amount relating
to individual responsibilities and a variable group-based
amount linked to team performance.
Employee pay thus reflects our company’s global economic
strategies whilst being pegged in line with local markets.
59 %1 of teammates feel that their salary is fair with regard
to their responsibilities, and we’re aiming for this to rise
to 100% by 2019. Depending on the country, Decathlon
is offering its teammates help in buying sports gear and
equipment, by issuing them with a discount card (entitling them to between 5% and 25% off, depending on
the items and the country concerned). Eventually, our hope is that all teammates in every country will be
Decathlon customers.
In an increasing number of countries, teammates are given the opportunity to contribute to a mutual fund in
order to share the value created and enable as many as possible to become shareholders in the business.
By 2019, we hope that 100% will have taken up this offer; the figure stood at 50.74% in 2016.
Wages in figures*
€
1,793,615,773 59 % 2 38,547
of teammates teammates
worldwide payroll, consider their salary to be fair with are Decathlon shareholders,
i.e. an increase of 4.16% compared regard to their responsibilities, i.e. 50.74%
with 2015. i.e. an increase of 3% compared of teammates.
with 2015.
A SUMMARY OF 2016
• In our quest for greater transparency of pay, we have
enabled teammates to access market remuneration
indexes 3.
• 25 countries offer an employee shareholder scheme.
1. Result of the “Decathlon Team Barometer” survey conducted among Decathlon teammates worldwide during the month of September 2016, with
51,780 teammates responding. Percentage of people who responded “yes, definitely” or “yes, more or less”.
2. id.
3. For some entities, for example in France, China and India.
Focus
DECATHLON
ON THE ROAD
TO TRANSPARENCY
So that teammates can more accurately
assess how fair their pay is, we've made
available both the external and internal market
indexes for some of our teams5 in the interests
of transparency. These indexes can help
teammates to understand their position and,
if necessary, to set out a clear remuneration
package that they feel is fair with regard to their
responsibilities and development goals. The
aim is to gradually roll out this scheme to all
teams in France by 2018, and eventually to all of
our teammates worldwide.
4. Id. note 1.
5. Decathlon S.A., i.e. approx. 3,500 teammates.
6. 31/12/2016.
7. For example in India and Vietnam.
4242 46,371
.
2
projets
projects beneficiaries foundation teams
A SUMMARY OF 2016
• Aside from playing sport, we helped beneficiaries to access education and become more employable.
• To ensure our projects succeed, we called on a wider team to get involved on a practical level.
• We emphasised the local aspect of our projects and paid due care to the relationship between those teams
involved and the beneficiaries they are helping.
Focus
“To pull off this project with the Big Bang Ballers, I was joined by the whole store who
wanted to see how we could get young people in cities back into work and society.
For me, the role of the Foundation isn’t just about contributing money for projects,
it’s also about listening and communicating.”
KARINE TERRIEN
Department manager in Echirolles,
supporting the Big Bang Ballers with the Decathlon Foundation.
EMPOWERING TEAMS
FOR GREATER LOCAL IMPACT
Local foundation teams are being set up so as to make it easier for teammates to take the initiative and
for projects to be monitored. Italian teams were the first to be structured like this in 2015. In 2016, Spanish
Decathlonians established their first autonomous committee and approved nine projects. Those in China,
India and Brazil are set to follow suit in 2017 3. The decision to create a foundation team is made by local
teams, on a voluntary basis. They are established after a qualitative assessment, designed to create projects
that are as sustainable as possible.
In France, a new organisation has been
implemented to drive forward the work done by
the Foundation. We’ve created a synergy with the
teams spearheading the “Quality of life at work”
project 4 so that eventually a network of repre-
sentatives in every store covers the entire area.
This dual role means that representatives can
bring their position to bear in order to promote
otherness and acceptance of this concept, as
well as enriching teams with human experiences
that embrace diversity.
Coaching sessions for these representatives
is set to commence in 2017, with a view to
empowering them to training, inform, advise and
support future project backers. Building a project around surfing with young people from
the shanty towns of Rio de Janeiro. Lessons are delivered
by a former shanty town resident, on Ipanema beach..
3. These three countries postponed the creation of their own local foundation until 2017, to prioritise other projects directly related to Decathlon activities.
4. See page 38.
Innovation in figures*
A SUMMARY OF 2016
• At our Decathlon Innovation Awards, Quechua’s rapid
inflation/deflation airbed won first prize.
• We held our first Hackathlons, which proved a real
success among our teammates and other participants
from outside our company.
• We have extended the activities of our crowdsourcing
platform, Decathlon Creation, which now offers trials to
its members.
FAUSTO ESPARZA
Manager of the “Smart Cost” programme.
Focus
Smart Cost Day 2016 in Lille
Several Smart Cost days were held in 2016, bringing together more than 300 teammates from different fields of
activity. These were opportunities to optimise prices for dozens of products, particularly our entry-level range
of T shirts for basketball, canoes, kimonos, and kids’ trainers, etc.
ZIPlayer by Artengo 5
Fouganza Be Connected 3 1
0 1 2 3 4 5
Three of these innovations have been developed harnessing the expertise in Decathlon’s in-house R&D
department, the Sportslab, including the K-Only by Kalenji, the fruit of a three-year collaboration between the
brand, its R&D centre and the Luxembourg Institute of Health (LIH).
3. This product was withdrawn two weeks after going on sale, after six users rated it 1 out of 5 (nine negative reviews in total).
While brands are focusing on their users and their needs, the R&D centre, known as the “Decathlon
SportsLab”, is concentrating on how the human body works and its requirements. Together, they are
designing innovative, customer-friendly products that provide better safety while promoting user well-being.
Decathlon’s R&D centre employs some 50 engineers and researchers.
HACKATHLON:
REINVENTING THE WAY WE PLAY SPORT
In order to encourage and maintain its culture of innovation, Decathlon held its first ever Hackathlon in
February 2016. This two-day event invited talents to share their ideas and take their projects to the next
stage. Seventy people took part in this event, which was so successful that a second one has already been
planned, this time open to anyone outside Decathlon too.
Hackathlon 2016
Focus
Decathlon Creation:
from crowdsourcing to trials
In September 2016, the “Decathlon Creation” community extended its co-designing platform,
offering product trials to its 16,000 members, all of whom are sports enthusiasts. In just three months,
2,000 testers had signed up for a whole series of trials, for example on tennis shoes,
and new solutions for repairing bike tyres or handles.
This initiative has brought our design teams and sports users closer with stronger links being forged,
a process that will continue throughout 2017 and beyond.
PROMOTING
RESPONSIBLE CONSUMPTION
For almost 50 years, consumer goods production has
exerted a continuous pressure on our ecosystems.
Global warming, diminishing resources and hydric
stress are just some of the signs that humankind’s
living conditions on Earth are deteriorating over time.
How can we reconcile our business model, based
on selling sports items at the lowest possible prices
to ensure they are affordable for all, with the need to
respond to environmental issues and fulfil our responsi-
bilities? One of our solutions involves encouraging our
users to choose eco-friendly products without making
them more expensive, the idea being that in return
this will influence our design and supply strategies,
involving materials and manufacturing processes
that have less impact on the environment. Decathlon
has set itself a target of eco-labelling 100% of its
products by 2018, and using exclusively sustainably
produced cotton by 2020. In December 2016, 8,7 %1
of its products were available with such labels, and 14.4%
of our cotton was derived from sustainable resources.
Mobilising our teams to commit to eco-designing
products is now a priority if we are to reduce our
environmental impact, stimulate eco-innovation and
respond to the growing expectations of our customers
and users.
were available say they have changed of our cotton suppliers are capable of assessing
with eco-labelling. their buying behaviour come from the environmental impact
in response to a product's sustainable resources. of products.
environmental rating.
1. In 2016 this indicator referred to France and will be gradually extended to other countries over the coming years.
A SUMMARY OF 2016
• We assessed how visible our eco-labelling
was, and its influence on buying behaviour.
• We audited our calculation method so that
it was compatible with EU standards, and
brought it into line with other industry players
at both French and European level.
• We gave our teams their environmental
assessment reports so that they could
identify the main eco-design levers and put
them into action.
• We increased the proportion of our
sustainable cotton supplies and discussed
this subject with our external stakeholders.
WITH ECO-LABELLING 7
6 5.98 %
In % 5
4
3
2
Spring/Summer season 1
Autumn/Winter season 0 0.38 %
2015 2016
Focus
Making our
design teams autonomous
Since 2015, we’ve been working to build in product environmental impact calculations into our design tools used
by engineers, and we continue to help them use this module effectively.
In 2016, 50.16 % ² assessed at least one of their products 3. Aside from the environmental assessment,
engineers can also follow eco-design training courses internally.
Focus
External testing
of our calculation method
Decathlon has been part of the "Product Environmental FootPrint” trial, coordinated by the European Commission 5,
since 2013. In 2016, with this working group, we assessed how robust our calculation method was through an audit
conducted by Ernst & Young. Drawing on their conclusions, and as part of our ongoing work, we're focusing on the
quality and comprehensiveness of the data6 in our calculation systems, so we can comply with European Union
standards. At the same time, Decathlon is one of the key players pre-deploying the eco-labelling scheme as instructed
by the French ministry for the environment, which is scheduled for 2017 7.
Interview
Why do you think it’s important to understand the environmental assessment of your Passion brand?
This helps us to pinpoint - in a highly visual manner - product families with the greatest impact. The label is
clear and easy to communicate and understand. Our first task was to explain it properly to all teams, before
organising workshops to identify eco-design areas relevant to the impacts being generated.
4.The protocol consists of an A/B test on 650 product information sheets on the online store site decathlon.fr (these product info sheets have been
viewed over 1,500,000 times), followed by an after-sale questionnaire sent to buyers of products with visible eco-labelling (344 respondents).
In addition, a survey was conducted among Decathlon loyalty card holders (289 respondents). Survey carried out from April to July 2016.
5. For more information, see http://ec.europa.eu/environment/eussd/smgp/ef_pilots.htm.
6. Particularly through use of the public database Base IMPACTS® at Ademe.
7. For more information, see www.developpement-durable.gouv.fr/laffichage-environnemental-des-produits.
8. For more information about Decathlon’s environment leaders network, see the SDR15, page 59. .
Can you tell us a bit more about these workshops? What are the concrete projects to have come out
of them?
For example, swimming costumes account for 25% of Olaian’s global impact [Decathlon board sports brand
– Ed.]. By the end of the workshop, two main focus areas had been identified: a circular economy project
and another project to ban the sale of any products scoring a D. We have now moved on to writing our action
plans.
AUDREY GOULARD
Environment leader for water sports.
Interview
hat were your reasons for challenging Decathlon in your April 2016 edition,
W
the 25 French businesses with the biggest impact on global ecosystems?
Given the sheer volume of business inextricably linked to purchasing, sales and the transformation of raw
materials like cotton and cardboard, the WWF felt that Decathlon had a major role to play in revolutionising
these raw materials markets, whose production methods impact ecosystems that are particularly vital for
the balance of our planet.
Was Decathlon’s response to your publication satisfactory?
After publishing the list of France's 25 most environmentally damaging businesses in April 2016,
Decathlon was quick to open up lines of communication, presenting us with, for example,
its environmental policy and its commitments regarding the cotton industry. We commend
this approach and have encouraged Decathlon to pursue its drive for transparency, and to go
even further to increase accountability of its supplies.
What are you expecting from Decathlon in the future in this area?
The WWF is currently conducting a study on the progress being made by the 25 businesses listed last
year. As Decathlon is one of these, we are expecting that its policy of openness and desire to progress will
translate into action, so that it becomes a benchmark in terms of inspiring industries to adopt responsible
practices.
THÉO CIZERON
Responsible for relations with the WWF economic world.
Quechua ¾ leggings
Ekiden T shirt
Quechua shoes
CREATING SAFE,
HIGH QUALITY PRODUCTS
In 2016, almost a billion Decathlon products were sold in 28
countries. Each of these channelled our promise to satisfy
users right throughout their experience. This essential aim
is something that we cultivate at each stage of our product
life cycles. As a designer, and thanks to our regular presence
on production sites, we are continuously improving the
quality of our articles, complying with the regulations in
force in those countries where they are sold. 1,184,891
products were returned to us in 2016 because of defects or
because buyers were unhappy with them. As user safety is a
prerequisite, our teams have analysed Decathlon’s products
to resolve any potential weaknesses, right from the design
stage through to the after-sale stage, including returns to
stores. They are also working to minimise any risks linked
to their chemical composition, whether for our users, our
sales assistants, manufacturing operatives or people living
in and around production areas.
In 2016, 97.26% 1 of tested products complied with the
standards set out in our Restricted Substances List (RSL).
To improve suppliers’ levels of proficiency, our teams have
devised training courses for this purpose, delivered in-situ.
per million products, are involved in managing from our brands have been taken to address a
by our customers because chemicals, by signing Decathlon’s tested for toxicological complaint; with a response
of defects or dissatisfaction. Restricted Substances List. compliance. provided in 37 days, in the
event of a question or
an adverse skin reaction.
A SUMMARY OF 2016
• Decathlon is mobilising the full chain of departments,
from product design through to after-sales service, in
order to design and sell products that comply with its
own rigorous set of quality criteria.
• Our teams have switched from a reactive mode to
an anticipatory one, by creating training courses on
chemicals management that are directly targeted at
suppliers.
• Our teams are looking into ways to replace certain
hazardous substances, sometimes even anticipating
new regulations and standards.
2016 1,267
Focus
A commitment to eliminate
PFCs from our products
As PFCs (perfluorinated compounds) are considered to be an “extremely concerning” substance according
to the European Chemicals Agency, Decathlon teams are working hard to abolish them.
The chemical changes modify textiles’ physico-chemical properties; all bonding and laminating
processes also need to be re-adjusted, product by product.
In view of this situation, the mountain sports division (Quechua, Wedze, Simond) pledged in 2016
to eliminate PFCs from its textile products by 2020.
QUALITY:
A CROSS-FUNCTIONAL PROCESS
During production
Our production quality teams ensure that the product
manufactured adheres to the specifications. Our teams
adapt the inspections they are to carry out in line with
the supplier’s level of expertise, from the component
reception stage through to the warehousing of finished
products. Quality in production managers play a regular
support role helping teams with the basics, and training
them to draw up inspection plans.
In stores
In 2016, 1,267 products (per million) were returned
by our customers because of defects or because of
dissatisfaction.
When teams detect 3 product dissatisfaction, several
possible courses of action present themselves:
repair, destruction, or donations to associations. In
some countries4 in 2016, teams decided to apply a
commercial policy whereby products scoring less than
3 out of 5 5 in online reviews were withdrawn from sale
and not reinstated until they had been improved 6.
BREAKDOWN OF QUALITY
CORRECTIVE ACTION HANDLING7
Focus
Interview
GRÉGORY BERTHOU
Consumer goods, sport and leisure sector manager at AFNOR.
7. Out of 277 quality corrective actions, i.e. 3.2 million products concerned (all brands distributed by Decathlon taken together).
8. Almost 80 teammates belong to working groups in France; the vice-chairman of the Strategic Committee “Consumer, sports and leisure goods”
at AFNOR has been Stéphane Jock since January 2015, and the chairman of the international committee for online reputation (ISO/TC 290) is
Laurent Petit.
GILLES TARRIN
Components Manager at Decathlon
Focus
OFFERING PRACTICAL
AND ECO-FRIENDLY SERVICES
With 21 billion euros spent every year on sports items in France 1, users want solutions that enable them to
get the best out of their equipment, and less expensive options when it comes to maintaining and renewing
it. In addition, echoing the environmental challenges posed by the growing consumption of goods and
services, the collaborative economy hinges on re-using, recovering and recycling consumer items.
So as to ensure that its product ranges fulfil user expectations
as effectively as possible, Decathlon is reinforcing its “satisfied or
satisfied” strategy, whereby any product not scoring a minimum user
satisfaction rating must be either corrected or withdrawn from sale.
This is how our teams continue to improve the quality of our products
and keep users increasingly happy, while simultaneously reducing the
amount of pressure that our business places on natural resources. In
2016, 87% 2 of users were happy with Decathlon products, and we are
aiming for 95% satisfaction levels by 2019. If products are damaged,
our workshop teams take over, and repair them. Other initiatives
are being drafted, including plans to offer services promoting the
collaborative economy and a scheme to collect used clothing so that
it can be given a second life.
"Second life" days held
at Decathlon Leers (France).
87 % 3 20 71% 4 130
of users models of products articles
were satisfied with Decathlon were withdrawn from our were repaired in our were repaired at the first
products in 2016. range after scoring an average workshops in 2016, compared “Second Life” workshop,
user rating of less than 3/5. with 69% in 2015. organised by Quechua teams.
A SUMMARY OF 2016
• We developed a strategy whereby any product scoring an average
user rating of less than 3/5 is withdrawn from our stores 5.
• We launched a free repair scheme called “Second Life6”, for users
keen to repair their clothing, backpacks, sleeping bags and tents.
• We are encouraging the circular economy by launching a national
collection scheme for cotton clothing, and a recycling network.
2015 7 2016 8
Focus
Interview
How many products have been withdrawn from sale since this commercial policy was launched?
We withdrew a total of 20 models, accounting for around 0.2% of all our products. This has cost the group
around €350,000.
What resources have been used for this initiative?
Over a hundred people from within the company have worked on this scheme, given that it involves
product managers, product engineers and sometimes brand communication managers
and production teams.
What was the result of this operation?
The main effect was that teams became more aware of the impact and importance of users' opinions. The
scores they gave us were an indicator of the trust they place in our products. The second effect resides in
the fact that the operation illustrates the scope of the efforts conducted by the whole product development
value chain to make our product ranges even more appealing.
AURÉLIEN MICHEL
User reviews manager
9. See www.quechua.fr/second-life.
Focus
Rewind project
In 2016, teams launched a circular economy project, which aimed to convert donated cotton clothing
back into Decathlon products, by harnessing various recycling systems.
The method involves combining recycled cotton with pure cotton, preferably sourced from organic
farming or from the BCI 10. Socks, beach towels and T shirts have already been produced using this process.
25 stores in France participate in this project by collecting used clothing.
NAGY BENSID
Rewind project manager
Eco-development in figures *
1 ,176 5 72
stores new countries certified sites
A SUMMARY OF 2016
• We continued our environmental certification strategy with, for
example, three new certified sites in France.
• We were awarded HQE certification 3 for our logistics platform
building in Lompret, which took the number of warehouses
certified in 2016 to 8.
• We actively monitor changes in society to enhance our business'
growth strategy.
Decathlon warehouse
in Lompret (France).
1. See, for example, the recommendations made by the WHO regarding physical activity for health,
see www.who.int/dietphysicalactivity/factsheet_recommendations/fr/.
2. High environmental quality.
3. Id.
STORES AND TRANSPORT 69
2016 SUSTAINABLE DEVELOPMENT REPORT
In percentage of m²
5
0
2014 2015 2016
Focus
2017 will see this strategy accelerated, with six stores currently working towards accreditation. A large
number of projects designed to supply stores with photovoltaic solar energy are also being considered, and
positive energy buildings are set to become a reality.
Interview
JEAN-MARC LEMIÈRE
Change creation manager at Decathlon
SUPPORTING
LOCAL COOPERATION
Decathlon stores act as a constant interface with their environment; as living spaces for teammates and
users, they contribute to local life in many different ways. In 2016, to continue encouraging people in France
to play sport, our stores’ teams organised 1,045 sporting events and 618 sports excursions. Other projects
have been established across the world, as in India where the "local footprint" project led by our teams aims
to assess and maximise the social role played by stores with regard to their communities. 2016 saw a series
of pilot projects designed to encourage store teammates to get involved with local communities.
Teams can help people back into community life through sport,
forging a close relationship with local public bodies.
Store teams must now develop their remit to raise customers' awareness of the impact their
purchases and sports have on the environment.
Teammates are recruited locally and paid according to a salary package defined by each country. Decathlon
enhances the employability of its employees, largely through its culture of accountability that encourages
autonomy.
Located on the outskirts of towns and cities, the store should ideally be situated
close to public transport links so as to make it easy to get to.
Store teams are keen to instil good, fair consumer practices at the lowest
possible prices, and encourage store loyalty (promotional offers, loyalty
schemes, personalised advice, etc.).
Our stores offer users a range of affordable, high quality products and services (hi-tech/
price ratio), to make it easier for them to play sport, the benefits of which are now widely
recognised.
GOVERNANCE
To create the region's first responsible ecosystem, teams have joined forces with partner companies in
their Village 1 as well as Decathlon’s logistics warehouse in Bouc-Bel-Air, and together have incorporated
the “Responsibility and Performance Plan” in the PACA region. Approved at the end of 2016, the scheme
provides for 45 days' support from the local chamber of commerce and industry and from both regional and
departmental councils, for a two-year period.
SOCIAL
On 2 July 2016, teams held their "Handicap ou
pas cap” event, featuring eight activities designed
to raise visitors’ awareness of playing sport with
a disability. This saw twelve teammates lead 270
different introductory sports sessions. This day
highlighted the physical, mental and social benefits
of sport, boosted our disabled teammates and their
sporting performances, and introduced various local
disability associations.
ENVIRONMENTAL
• Waste management: Decathlon Village has
introduced recycling for customers and
teammates. Management of green spaces is
the responsibility of employees working in a help
through employment centre 2 which recovers and
recycles green waste. After introductory sessions
involving aquatic-based sports, the water is re-used
to clean the roads and paths, terraces and street
furniture.
• Management of energy resources: in 2016, the site
launched the initial phase to modernise its lighting,
swapping to a 100% LED technology-based system
and solar lighting for pedestrian walkways on all its
premises. The second phase involving car parks is
scheduled for 2017.
1. Decathlon Villages have shopping arcades and invite companies to become their partners and capitalise on the available premises on their site
to run their businesses.
2. Centre reserved for people with a disability who are looking to play a role within the community or find work.
JEAN-PIERRE HAEMMERLEIN
Decathlon Foundation leader
are responsible are fitted with LED lighting produced by Italy i.e. five times more than
for reducing energy compared with 2015. and Belgium. in 2015.
consumption at
Decathlon sites.
1. See www.un.org/sustainabledevelopment/fr/energy/.
2. See our vision focus areas p. 31.
3. Includes stores and warehouses.
4. This objective is currently being reviewed so as to define a more accurate target.
A SUMMARY OF 2016
• We are building a network of country energy leaders, who share
their good practices and devise their own local strategies.
• We’re developing a strategy designed to increase our purchases
of renewable energies, to reduce our CO2 emissions.
Photovoltaic panels
on the roof of the Evere
Decathlon store in Belgium.
Stores
Warehouses 0 0 0
2014 2015 2016
Focus
5. This solution enables us to monitor consumption from each site in real time and remotely, and to manage technical and electronic equipment
automatically in line with pre-defined parameters.
"Personally, the best way of reducing our energy consumption and our environmental
impact is to ensure that our country leaders are interconnected. In 2016, two meetings
were held as a means of bringing them together, explaining the global issues
and furthering various action plans. The aim was to train them to enable them to collect
and interpret data autonomously, thereby helping to develop the best possible strategies
on site. Working together, as part of a collective intelligence effort, is the most effective
way to achieve our objectives and preserve the environment.”
EMMA WOOLLEY
Maintenance manager
Focus
Interview
6. A minimum of 15 pieces of data are collected by local leaders and up to 40 in countries combining several activities (retail, production,
logistics, etc.).
JOERI MOONS
Energy leader and maintenance manager for Belgium.
Focus
50 50 50
46%
41% 40%
25 25 25
While some countries have a structured waste management strategy in tandem with service providers,
many of them have yet to reach this level of maturity. The eventual aim is to build a network of autonomous
and responsible leaders, like that in place for managing energy consumption.
Aside from the contribution the company makes in re-using its waste, development teams are developing
products made from recycled materials 7.
Focus
1. See www.who.int/mediacentre/news/releases/2016/air-pollution-estimates/fr.
A SUMMARY OF 2016
• We observed a drop in the quantity of CO2 emitted per
article delivered, which is largely due to improved lorry
load factors (especially for journeys to our most remote
warehouses) and a slight reduction in the percentage of
products delivered by air 2.
• Our B’Twin Village teams launched their first initiatives
designed to improve the site’s access conditions, in
partnership with the City of Lille.
B'Twin Village, Hellemmes (France).
0 0 0
2014 2015 2016 2014 2015 2016 2014 2015 2016
Focus
2. This improvement is nevertheless limited, as the total volume of products shipped by air is higher than in 2015.
ENCOURAGING ECO-MOBILITY
OF PEOPLE
Regulations in France encourage businesses to build an
eco-mobility strategy by creating business travel plans that
endeavour to use less polluting methods of transport for
commuting.
Following a survey 3 carried out in 2015 on accessibility at the
B’Twin Village 4, the site team identified mobility problems for
both our teammates and our customers and users. In 2016,
various actions were launched to improve access conditions:
bus service frequency was increased, pedestrian and cyclist
access was improved and the roads were upgraded by the
City of Lille. To encourage the use of soft and public transport
as opposed to private cars, our teams deployed various
strategies: investment in the right equipment (bike stores,
changing rooms, etc.), information and awareness-raising
campaigns, organising mobility-related events, in-house
competitions and discussion workshops.
Focus
3. Result of the internal survey carried out among teammates from the site, for the period from 9 to 30 January 2015, with 625 teammates
responding.
4. Base camp for Decathlon’s cycling brand, the B’Twin Village is home to different services, a fitness centre, a store and several more
Decathlon brands.
5. Less polluting or electric cars.
suppliers of finished suppliers to our rank 1 supporting suppliers for top 100 suppliers
products and components suppliers, who have on a daily basis. in terms of volumes
with whom we have direct no contractual relations purchased
contractual relations. with Decathlon. by Decathlon.
A SUMMARY OF 2016
• Our production teams were regularly on site to coordinate the ongoing
improvements to industrial organisation (quality, timeframes and
efficiency, etc.).
• A new Code of Conduct aimed at our suppliers will replace the human
responsibility in production charter, in a bid to clearly lay out our
expectations regarding ethics in business and fair practices.
• We continued to develop our strategic partnerships, with 31 partner
suppliers in 2016.
RESPONSIBILITY IN PRODUCTION 85
2016 SUSTAINABLE DEVELOPMENT REPORT
With Decathlon
production office
Commercial relations
Activity
Teams
86 RESPONSIBILITY IN PRODUCTION
2016 SUSTAINABLE DEVELOPMENT REPORT
Focus
Textile products (natural fabrics, synthetic fabrics, woven fabrics, yarn to finished product) 42.6%
Heavy stitching products (tents, backpacks, sleeping bags, balls, etc.) 10.6%
Metal / metallic products (scooters, fitness products, basketball hoops, football goals, etc.) 6.2%
Electronic products 2%
Optical products (sunglasses, swimming goggles, ski goggles, diving masks) 1.5%
Welded / inflatable products (air beds, rubber rings, armbands, etc.) 1.3%
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2016 SUSTAINABLE DEVELOPMENT REPORT
AVERAGE LENGTH OF 50 50
In %
10
3 4
0 0
less than 1 to 3 3 to 5 5 to 10 10 to 20 more than
1 year years years years years 20 years
5. The universal human rights declaration, the ILO fundamental conventions and the social accountability standard SA 8000.
6. The UN general principles relating to businesses and human rights and the OECD general principles aimed at multinational companies.
88 RESPONSIBILITY IN PRODUCTION
2016 SUSTAINABLE DEVELOPMENT REPORT
“ With this document, we are clearly expressing our expectations pertaining to our current
strategies, as well as those we are keen to develop in the coming months.
Some topics will be dealt with through social and environmental assessments.
The others will bring forth a range of commitments, pilot projects and local initiatives,
enabling us to trial solutions before rolling them out more widely.
Our new Code of Conduct will be deployed at international level during 2017. “
SOUNDOUS HASSOUNI
Leader of the human responsibility in production process.
DOWNLOAD
THE OECD
GUIDE
Focus
7. With representatives from national contact points, businesses, the European Commission, multi-stakeholder initiatives, NGOs and trade unions.
RESPONSIBILITY IN PRODUCTION 89
2016 SUSTAINABLE DEVELOPMENT REPORT
Focus
In 2016, our 31 partners were all at different levels of maturity in terms of this definition, but we've made
some encouraging progress:
• more and more industrial projects are being written collaboratively;
• people management has improved, and there has been an increase in individual and collective skills within
our teams and those of our partners;
• development times have fallen, costs have improved, prices have dropped, and supplies are more reliable
and responsive.
90 RESPONSIBILITY IN PRODUCTION
2016 SUSTAINABLE DEVELOPMENT REPORT
As a result, an increasingly large proportion of our purchases has been allocated to our partner suppliers.
By 2023, we hope to be making 80% of our volumes with 100 partner suppliers.
At the same time, we’re continuing to develop locally-based production, so we can be more responsive when
faced with local market demand, as well as reduce our transport costs and environmental impacts. Our
panel of suppliers and the way we share out our volumes follow on from a whole cost approach that helps
this strategy to succeed.
A balance is achieved between these two strategies, so as to take into consideration global industrial issues
and local contexts.
TURNOVER GENERATED
BY LOCALLY MANUFACTURED DECATHLON PRODUCTS
In %
China 100
Europe
Russia 90%
90 91%
India 89.6%
Brazil
80
70
60
50
40
35%
36%
30 29.8%
25%
28%
22%
20 21.3%
22%
10
9%
4%
7%
0 2.2%
2014 2015 2016
RESPONSIBILITY IN PRODUCTION 91
2016 SUSTAINABLE DEVELOPMENT REPORT
These have appeared in our Social Charter 1 since 2003, and undergo regular inspections and controls 2. In
2016, 68% of our rank 1 suppliers managed their human risks to an acceptable level 3, a percentage we’re
hoping to increase to 80% by 2019. Furthermore, we’re developing our Charter to adopt the form of a Code
of Conduct that incorporates these new issues 4 and are consequently reviewing our assessment criteria
for eventual roll-out during 2017. Lastly, we’re continuing to help suppliers keen to improve their managerial
practices, so that they can go beyond mere compliance.
68 % 49% 19 73.4 % 66 %
sustainable
of rank 1 of rank 2 development of assessments of local production
production sites production sites in production were conducted teams
managers
1. Social charter based on the universal human rights declaration, the ILO fundamental conventions and the social accountability standard SA 8000.
2. See our SD report FY15 (p. 106-112) for information about our assessment methods, control frequency and decisions in the event of non-compliance.
3. At least a C rating in our scale.
4. See page 88.
92 RESPONSIBILITY IN PRODUCTION
2016 SUSTAINABLE DEVELOPMENT REPORT
A SUMMARY OF 2016
• We helped to improve and standardise practices used
by those in our sector by investing in various different
working groups (OECD, DAEI, etc.).
• Our teams worked together to update our tools in
order to tackle these new challenges.
• Together with Impactt 5, we led a win-win programme
with suppliers keen to do more in the sphere of
working conditions and employee wages.
SITES RESPONSIBLE
FOR MANUFACTURING 90
40
2014 2015 2016
Focus
Helping to standardise
social assessment methods
Decathlon has been a member of the consultative committee since 2014, helping to write the OECD guide
on due diligence in the textiles and footwear industries, which is scheduled for publication some time in 2017.
Decathlon is also a member of the working group coordinated by the DAEI
(European and International Affairs Department) within the French Ministry of Labour,
Employment, Professional Training and Social Dialogue. The aim of this working group is to encourage
responsible purchasing practices by instructing parties in the French textile industry.
5. Impactt is a specialist consultancy firm working to improve working conditions and the means to live throughout the world’s supply chains,
with the aim of delivering clear commercial benefits to both ends of the chain. More information: http://impacttlimited.com.
RESPONSIBILITY IN PRODUCTION 93
2016 SUSTAINABLE DEVELOPMENT REPORT
REGULAR INPUT
FROM OUR TEAMS
AT OUR SUPPLIERS' PREMISES
Our teams are regularly on site at our suppliers'
premises:
• on a daily basis: their regular presence on site means
that our production teams can detect risk situations
and trigger an action plan in conjunction with the
supplier. In 2016, 66% of production 6 teams received
training in our human responsibility in production
policy 7 ;
• during assessments: 19 sustainable development
in production managers carried out the majority of
these assessments. Recruited locally, they speak the
country's language and have an excellent grasp of its
culture, which makes their work easier and enhances
their ability to detect local issues. They are continually
training up production teams and some are also given
the task of ensuring that the tools and methods used
are continuously improved. In addition, 37 teammates
(whose jobs are linked to industrial production, and
who have already followed a training course 8) are
voluntarily involved supporting this mission.
In 2016, 73.4%9 of assessments were carried out by our internal teams. The remaining assessments
were conducted by external firms 10, using the same assessment criteria. Regular meetings are organised
between Decathlon teams and those of external firms for the purposes of ensuring compliance with our
requirements.
UPDATED TOOLS
TO FURTHER OUR STRATEGIES
As part of our ongoing efforts to update the Code of Conduct11, sustainable development in production
managers reviewed the 2016 assessment criteria. Consisting of 14 chapters, this assessment framework
is used to evaluate compliance with Decathlon’s requirements, in terms of its sites’ hygiene and safety
conditions12 and how suppliers apply labour law13 .
This update is a participative project, with sustainable development managers offering to handle their
preferred chapter. Once teams have trialled the new assessment criteria on the ground, it will be rolled out
to all production areas in 2017.
6. i.e. 500 people (this training does not involve production roles).
7. See our SD report FY15 for more information about the content of this training course.
8. Internal HRP trainers have successfully completed the theory course in the SA 8000 standard and the associated assessment techniques.
9. i.e. 644 assessments, 31 December 2016.
10. Intertek and SGS.
11. See page 88.
12. Including fire safety and electrical safety.
13. Also includes the promotion of decent wages and the fight against modern slavery.
94 RESPONSIBILITY IN PRODUCTION
2016 SUSTAINABLE DEVELOPMENT REPORT
Interview
ormally your role as sustainable development in production manager is carried out on a more local
N
scale. How did you tackle this international issue?
I worked closely alongside Rahel Damamme (external monitoring manager) and Soundous Hassouni
(in charge of the human responsibility in production process). The diversity of our roles was a source of
enrichment for both of us. Each member of the sustainable development in production team found a way
to take part, by sharing new information, NGO networks, etc.
Given this context, how did you find collaborating with the external consultant?
I found that the work done by certain NGOs was often mentioned. So I studied their websites, their projects
and their aims before then getting in touch. After selecting the senior consultant, I organised a face-to-face
meeting so that they could learn about Decathlon. Once we’d established a sense of trust, we shared more
detailed information with them and they were able to advise us.
What are the next challenges?
Our aim is to ensure that modern slavery is fully eradicated from Decathlon’s supply chain. We therefore
need strategies that can be implemented in different countries, to tackle modern slavery in all its forms.
One of the keys is closer relationships with external experts and organisations, so that we can work
together to bring about definitive changes to this situation on a global scale.
CANDICE LEE
Sustainable development leader in Taiwan .
Focus
RESPONSIBILITY IN PRODUCTION 95
2016 SUSTAINABLE DEVELOPMENT REPORT
16. In this country, Decathlon now works with six rank 1 suppliers and employs around forty teammates in production.
17. Id. note 5.
96 RESPONSIBILITY IN PRODUCTION
2016 SUSTAINABLE DEVELOPMENT REPORT
Interview
Why did you continue the “Benefits for Business and Workers” programme with this supplier?
Throughout the work done by the Impactt teams, I was impressed by how the site managers got involved
and by their motivation to improve human relations in the factory. This spurred me on to push our
collaboration even further, and launch a global continuous improvement project focusing on six key areas,
including well-being at work.
What role do suppliers and workers play in this project?
The project was co-written with the teams at AJ Super. Together, we decided on our project objectives,
performance indicators and each person’s individual responsibilities. The management committee
consists of employees from both AJ Super and Decathlon.
What have you done to boost motivation and well-being at work?
Workers now have job description sheets and understand the options open to them in terms of career
progression with their employer. We’ve also improved attendance at work by designing an incentive
scheme. Lastly, we’ve organised sessions where teams can share and come together over various sports
activities. We’ve also instilled a sense of competition and recognition by awarding a best worker prize.
ERZULIA KALULU
Production teams manager in Dhaka.
RESPONSIBILITY IN PRODUCTION 97
In %
% D-E
% A-B-C
98 RESPONSIBILITY IN PRODUCTION
Le
ga Pr Ch
0
10
20
30
40
50
60
70
80
90
l au ot
e
ild
la 100
th ct bo
or io Fo
is n rc ur
2 %
at of ed
io vu
ns ln la
an er bo
d ab ur
2 %
pe le
rio w
di or
c ke
rs
in
3 %
sp
Ri ec
sk tio
m ns
Ch a
2016 SUSTAINABLE DEVELOPMENT REPORT
15 %
em na
ic g em
al
m en
an t
ag
em 21 %
en
W t
19 %
Fi
or re
ki sa
ng fe
en ty
24 %
vir
on
OBSERVED AMONG OUR SUPPLIERS, BY THEME
m
BREAKDOWN OF CAUSES OF NON-COMPLIANCE
Su
bc en
t
9 %
Di on
sc tra
ip c
lin tin
ar g
0 %
yp
ra
ct
W ic
or es
3 %
ki
ng
ho
W ur
So ag s
e
18 %
ci co
al nt
co ro
m HR ls
8 %
pl p
ia ra
nc
e ctic
m es
7 %
an
ag
em
en
t
2 %
2016 SUSTAINABLE DEVELOPMENT REPORT
ROLLING OUT
ENVIRONMENTAL MANAGEMENT
Although a precious resource, water is unequally protected throughout the world. According to the UN, 40%
of the population suffer from a lack of water, and over 80% of waste water generated by human activities are
released into rivers and oceans untreated 1. Poor management of this resource constitutes a crucial issue
for sustainable development.
As Decathlon pursues its global expansion and manufactures increasing numbers of articles, how can we
reduce the pollution caused by their production? Our teams have been supporting suppliers since 2009, their
first objective being to reduce the risk of water, air and soil contamination for people living near factories.
Their second objective is to maintain clean natural spaces, so that our users can continue to enjoy their
favourite sports in a preserved environment.
Decathlon has made water one of its priorities ever since 2014, and has extended its project to other
environmental issues in production so that by 2019 85% of suppliers receive an A, B or C rating (according
to our audit criteria) with regard to the risk they pose of polluting the water, air and soil.
comply with our comply with our have been assessed on were responsible will be involved
specifications relating specifications relating the quality of their waste for environmental by 2018.
to waste water. to hazardous waste water and hazardous waste management worldwide.
management. since 2014, out of
the 87 concerned.
* Key figures as of 31 December 2016
1. See www.un.org/sustainabledevelopment/fr/water-and-sanitation .
RESPONSIBILITY IN PRODUCTION 99
2016 SUSTAINABLE DEVELOPMENT REPORT
A SUMMARY OF 2016
• We expanded our specifications to include
verifying that hazardous waste is properly
managed (including their storage), as well as the
sludge from waste water treatment.
• We strengthened our environmental project in
order to widen the support offered to our suppliers
on subjects other than water, encouraging them to
also reduce their air and soil pollution. We aim to
roll this out everywhere by 2017.
It is therefore a global project that includes suppliers using the following industrial processes: dyeing,
washing, printing, tanning, metallic surface treatments and metallic paints.
By 2018, 400 suppliers will be involved in this project.
“To implement this project, we first need to conduct a diagnostic of our current situation.
To do this, we’ll be using the services of SGS, who will mobilise a network of 50 auditors
across 21 countries. We’ve also enlisted the support of three teammates,
who will be responsible for managing the project internally, and who have been allocated
to the following areas: Europe/Africa, Southeast Asia, North Asia. Once it has been
fully rolled out, we will need eight people with the requisite technical expertise to support
our suppliers for a two-year period. They will outline the project objective and pass
on their know-how so that our suppliers can operate autonomously."
JÉRÉMIE PIOLET
Production sites environmental management manager.
SUPPORTING PROGRESS
In 2015, teams identified good practices with regard to water quality management 2, and set their minimum
requirements that related to an auditing framework and a rating system. These tools were modified in 2016
to include prevention of soil and air pollution.
E Unacceptable: Pollution confirmed, posing a genuine danger to the health of local people.
If results do not meet the standards set (score E), the supplier has 6 months to identify the cause and correct
the problem, with the help of our on-site teams. If the supplier is new, we refrain from going into business
with them until compliance is achieved.
Focus
2. See our SD report FY15 page 115 for information on our methods for controlling the quality of industrial waste water.
3. World Bank Group Environmental, Health and Safety Guidelines, see www.ifc.org/ehsguidelines.
71%
71%
(63% for Decathlon products,
• Product (62% for Decathlon products,
8% for other international
9% for AMI products)
brand products [AMI])
• Customer travel 17% 18%
• Product transportation 5% 4%
• Construction and Operation of sites 5% 5%
• Teammate travel 2% 2%
Note 2: These perimeters correspond to scopes 1,2 and 3 in the GHG Protocol method. It should be noted that the figures used in the 2015 global report
and the 2016 global report are given to the nearest thousandth.
We reviewed the previous greenhouse gas emissions report, as the impact of sites opened after 1 January 2015 had not been taken into account for the 2015
financial year. For the 2016 financial year, this impact was taken into account, with the result that 2015 emissions were recalculated to incorporate this impact.
As product impact is predominant, this adjustment had little effect on the global distribution. Product impact was also updated, as new product impact modelling
was conducted in 2016. This was used to refine our product impact results, and explains why the impact of scope 3 increased.
Furthermore, scopes 1 and 2 in the previous 2015 report fell, due to updates in natural gas and electricity consumption. Lastly, Italy's electricity emission factor
was modified.
Total personnel and breakdown of employees by gender, age and geographical area.
Total personnel
World: 71,707 World: 78,267 (Note 3)
(situation as of 31/12)
France: 21%
(26.5% for retail activities
and 11% for logistics activities)
France 20.96%
Spain: 17.9%
Rate of turnover for permanent personnel Spain 12%
(19% for retail activities
(from 1/01 to 31/12) Italy 8.58%
and 17% for logistics activities)
China 38.79%
Italy: 7% (Note 4)
(.3% for retail activities
and 1.54% for logistics activities)
Note 4: this indicator takes into account the total number of departures reducing the average monthly workforce.
The turnover rate can be explained by both the significant seasonality of our activities and our desire to help students finance their studies by working at Decathlon.
It should be noted that the rate for Italy excludes production activity and that no data is available for Belgium
World payroll
€ 1,722,000,000 € 1,793,615,773
(from 1/01 to 31/12)
% of world payroll/turnover
18.9% 18%
(from 1/01 to 31/12)
World : 70.6%
World: 76.97% (i.e. 55,299 teammates)
(i.e. 55,191 teammates)
% of employees on permanent contracts % France: 82% (18,422 teammates)
(situation as of 31/12) % France: 80% (17,254 teammates) % Belgium: 60% (1,551 teammates)
% Spain: 58% (6,906 teammates) % Spain: 59% (7,177 teammates)
% Italy: 84% (6,282 teammates) % Italy: 73% (6,026 teammates)
% China: 47%(7,157 teammates)
France 10,256 France 10,944
Permanent contract employees working full-time
Spain 1,519 Belgium 1,036 - Spain 2,062
/ country (situation as of 31/12)
Italy 2,261 Italy 1,719 - China 7,157
France 6,998 France 7,478
Permanent contract employees working part-time
Spain 5,387 Belgium 515 - Spain 5,115
/ country (situation as of 31/12)
Italy 4,021 Italy 4,307 - China 0
France 41% France 40,6%
Rate of employees working part-time
Spain 78% Belgium 33,2% - Spain 71,3%
/ total permanent personnel (situation as of 31/12)
Italy 64% Italy 52,3% - China 0%
Absenteeism
France: 3.27%
(4.51% for retail activities
and 2.88% for logistics activities) France 3.18%
Absenteeism rate for employees on permanent Spain: 3.9%
contracts (number of hours not worked because Spain 2.90%
(3.3% for retail activities
of absenteeism/number of hours worked in theory)
and 4.59% for logistics activities)
(from 1/01 to 31/12) Italiy 5.17%
Italy: 5,.41% for retail activities, (Note 5)
6.55% for logistics activities
and 1.26% for production activities
Decathlon puts people at the heart of its development. The business creates the right conditions for permanent,
constructive and transparent dialogue with employees and employee representative bodies. Relations with representative
bodies are established within a regulatory framework specific to each country, embodying a determination to encourage
decision-making that is as close to the ground as possible.
The table shows the agreements signed in France in 2016. It does not include agreements signed in previous years and
that are still in force (1).
Multi-themed agreements
FR DECATHLON SAS Agreement governing guarantees for Sunday working from 12/2016
FR DECATHLON SAS Agreement governing managers’ right to disconnect from 12/2016
(1) A
nnual mandatory negotiations are obligatory in France.
They focus on wages, organisation of work and of working hours, etc.
France 8 France 0
Overview of agreements signed during the year
Spain 0 Spain 0 - Belgium 0
as regards occupational health and safety
Italy 0 - China 0 Italy 0 - China 0
Accidents at work
Note 6: Result from the Decathlon Team Barometer survey carried out among Decathlon teammates in September 2016, from a total of 51 780 respondents.
The 2015 survey was conducted in September 2015 with 47 130 teammates responding
Note 7: For France: in 2015, only lost-time accidents at work were included, whereas for 2016 accidents at work both with and without lost time were included and
reported.
For Italy: only lost-time accidents at work were included.
It should be noted that it was decided to exclude China's data; a more detailed definition of the "accident at work" indicator is required, along with a better
understanding of it by local teams.
Note 8: The total payroll amount devoted to training was 3.86% (€11,247,911), which is higher than our legal obligations.
Note 9: It should be noted that in 2015 the total number of training hours in 2015 only considered face-to-face training hours (MyProgress, Decathlon Exchanges),
and did not take into account e-learning training hours.
The 2016 result for this indicator can be explained by the following factors:
- the growing use of e-learning as a replacement for face-to-face training;
- more reliable data regarding the number of training hours in France and Spain, by cross-referencing data for training tools with that of payroll management tools
(SAP).
Note 10: the total number of training hours in 2016 for e-learning took into account e-learning training hours (theoretical hours) with the MYLO tool.
In 2016, 11,781 e-learning training modules were available at world level for Decathlon teammates
Note 11: UP Programme => training leading to a qualification, offered by Decathlon and its partners who validate the professional experience of their teammates.
Note 12: HOPE Programme => an internal training scheme leading to an MBA Corporate type qualification, in partnership with the IESEG school.
Measures implemented to promote the employment and integration of those with disabilities
Anti-discrimination policy
Consumption of raw materials and measures undertaken to improve their efficiency of use
Note 21: Please note the target of 85% of IP trained for January 2018
Note 22: This indicator focuses on Decathlon products concerned by the following manufacturing processes: clothing, heavy stitching (textile-based materials,
e.g. backpacks, tents, sleeping bags, balls, etc.) and footwear. Decathlon products made using plastic, composite, metal, optic, electronic and agrochemical
manufacturing processes have again been excluded from the scope in 2016.
NB: the target for this indicator: 90% of textile products, 50% of heavy stitching products and 60% of footwear with environmental assessments for the Autumn/Winter
2017 and Spring/Summer 2018 collections
Note 23: This indicator focuses on Decathlon products concerned by the following manufacturing processes: clothing, heavy stitching (textile-based materials,
e.g. backpacks, tents, sleeping bags, balls, etc.) and footwear. Decathlon products made using plastic, composite, metal, optic, electronic and agrochemical
manufacturing processes have again been excluded from the scope in 2016.
In 2016, this indicator referred to France and will be gradually extended in terms of the scope covered over the coming years.
NB: the target for this indicator: all products (textiles, heavy stitching and footwear) to have eco-labelling in 2019
Note 24: for 2016, this indicator was calculated using the tonnage of organic cotton, BCI cotton and recycled cotton (the indicator does not take towels into account).
The calculation methodology changed in 2016 to include BCI cotton, which means that the data is no longer comparable.
The 2020 target for this indicator: All cotton used for Decathlon products will be derived from sustainable resources in 2020.
Furthermore, we also incorporated India’s figures in 2016, a country with a higher returns rate than the group average.The 2016 target was fixed at 1125 ppm.
Chemicals management
37 days on average
Time to react to customer queries concerning 36 days (19 days on average for customer
chemical substances or adverse skin reactions (18 days for customer questions questions in France and worldwide
(from 1/01 to 31/12) and 40 days for skin reactions) and 41 days on average for skin
reactions in France and worldwide)
Chemicals management
Note 32: This training indicator concerns design and production departments at Decathlon
Note 33: The fall in this percentage between 2015 and 2016 can be explained by several factors:
-introduction of a new RSL list in 2016
-manual data management in the tool used to feed the indicator: consistency checks were stepped up with regard to how many of the 200 biggest suppliers had
signed up to the Decathlon RSL, which allowed us to verify a 92% sign up rate.
Note 34: out of 5 941 Decathlon products tested for their toxicological compliance in 2016 (5 803 Decathlon products tested in 2015)
In 2016, Decathlon products were standardised for new distribution countries, which involved more drastic regulations.
Note 35: the 2017 target is 30 trained suppliers
Note 36: a new organisation involving customer relation centres our principal countries has seen a considerable fall in the length of time taken to handle customers.
Company organisation for handling environmental issues, and - if required - any environmental assessment
or certification procedures
1 663 events
in 119 stores:
Number of customer events organised in France
777 events in 203 stores - 1.045 sports events in 2016,
(from 1/01 to 31/12)
- 618 sports excursions in 2016
(Note 40)
Note 41: Total waste volumes generated by our sites by type: separated paper/cardboard, separated plastic, unsorted, mixed banal manufacturing waste, other waste
(sorted metal, sorted organic waste, sorted rubber)
The indicator does not include: sites that have been in operation for less than 12 months, production offices, company-owned production factories, and countries that
had fewer than 5 sites in 2016.
The 2016 results can be explained by the fact that we have expanded our scope and incorporated countries with no data on the tonnage of waste generated on site.
For the latter, we used a kg/quantity sold ratio (for stores) kg/m2 ratio (for warehouses). The assumption is that where there is no data then 100% of waste is mixed
waste
Note 42: 2% reduction in store recycling rates because:
- inclusion of Indian stores, which do not sort their waste
- estimations for stores without data, which tends to reduce recycling rates. The assumption for these stores is 100% unsorted waste.
Slight reduction in warehouse rate, which is still high thanks to the initiatives that warehouses implement for the main types of waste. To improve this rate, we will
now need to focus on the smaller deposits. This rate will have to improve slowly for the time being, as it will be much harder to implement change.
Some countries are starting to work on waste processing as opposed to separation. In Italy, for example, separation is not the priority, rather having a service provider
who can guarantee a second life for the waste collected. We recently incorporated the recycling rate into our "Ressource Advisor" tool, which aimed to take this data
into account so that we could monitor it.
Note 43: Water consumption in our stores and warehouses is not considered significant as it is limited to sanitation facilities, staff rooms, watering green spaces
and automatic extinguisher tests.
his average consumption for 2016 calculated based on actual data obtained from a sample of 23 stores and 1 warehouse
The 2016 average confirmed that we did not have an exhaustive report in the light of low consumption.
The variation between the 2015 and 2016 data can be partially explained by the altered sample used to form the estimate.
Note 44: the indicator does not include: sites that have been in operation for less than 12 months, production offices, and company-owned production factories.
Note 45: the consumption of water used for heating and/or cooling sites was not taken into consideration as part of the total energy consumption for the purposes of
the 2016 Sustainable Development report, as it was not significant.
Note 46: the 2016 data includes the Italian and Belgian sites. We were unable to collect this indicator for Spain, which was incorporated into the 2015 scope.
Land use
Transport
Note 47: Reduction in the percentage of products transported by air (5.88% in 2016 instead of 5.93% in 2015).
Note 48: Strategy to improve the load factor, especially for the most remote warehouses.
Note 49: Post-shipment strategies, including the implementation of a cross-docking platform at Antwerp, do not permit the use of multi-modal transport.
Furthermore, most major import warehouses are located close to ports (Barcelona, Marseille), which makes the use of multi-modal transport impossible
4 950 multi-modal containers out of 69,957 were received at major import warehouses in 2016.
Note 50: Annual target for this indicator was 54.24m3
RESPONSIBILITY IN PRODUCTION
Note 51:
>Production country with team: a Decathlon production office is established in the country.
>Production country without team: production country whose suppliers are managed by Decathlon teams from another country, no Decathlon office in this country.
Note 52: Rank 1 supplier: Supplier who has signed an agreement with a Decathlon group company to produce or assemble finished or semi-finished products (via a
manufacturing contract) or to supply raw materials or components (via a purchasing contract), receiving purchase orders and invoicing said company directly.
Rank 2 supplier: Supplier contributing to Decathlon’s product value chain, with direct commercial relations with a rank 1 supplier, with whom they organise the
management of purchase orders and invoicing.
The Decathlon group retains the option to get involved in choosing or approving this rank 2 supplier, while not intervening in the commercial and legal relationship
between these rank 1 and rank 2 suppliers.
Note 53: Seven partnership projects have failed to see their processes through to the very end (applicant identification, writing of a shared project: shared vision and
value, action plan and performance roadmap, business plan, setting up of a committee) in relation to the 38 announced in 2015.
Rolling out this strategy has forced us to pay particular attention to the qualitative aspect of what we are doing.
Note 54: We developed our internal organisation in 2016 by creating industrial scopes that were increasingly focused on manufacturing processes. (For example:
Agrochemicals split into 2 distinct processes – Nutrition being one and Chemicals & Cosmetics the other; Heavy stitching split into 2 distinct processes - Heavy
Stitching and Bonding, etc.
Note 55: Inconsistencies were identified in the extractions done using the data tool; a manual collection should have been implemented by local sustainable
development teams to collect data in a declaratory manner for 2016.
Note 56:The 2016 indicators for HRP (Human Responsibility in Production) were calculated on 3/01/2017 using the SDB tool.
By cross-tabulating suppliers involved in HRP from the SDB and the Purchasing tool (suppliers having generated sales over the year), we were able to detect a
potential discrepancy of 16%. An action plan is currently being drawn up so as to incorporate these potentially missing suppliers into our HRP process.
Note 57: Please note the indicator change between the SDR 2015 and the SDR 2016, due to the inclusion of hazardous waste management in 2016 as well as waste
water already recorded.
The indicator concerns suppliers using the Dyeing, Printing/Washing, Tanning, Surface treatment and Paint processes that discharge their waste water straight into
the environment, and whose HRP practices have been audited. In contrast with the 2015 scope, this indicator now incorporates Printing/Washing processes.
A total of 66 sites have had their waste water and hazardous waste management assessed since 2014, out of the 87 sites concerned.
Note 58: A total of 62 sites have been compliant in terms of waste water management since 2014 out of all 66 sites audited.
Note 59: A total of 11 sites complied in terms of hazardous waste management out of the 19 sites assessed in 2016.
Chapters Pages
a) Employment
Decathlon in figures. 3
Total personnel and breakdown of employees by
gender, age and geographical area.
Our performance indicators. 104
Attracting, rewarding
40
and motivating teammates.
Pay and pay trends.
b) Organisation of work
c) Employee relations
Chapters Pages
Developing skills
33
Training-related policies implemented. and uncovering talent.
Our performance indicators. 108
f) Equality of treatment
g) Promoting and respecting the fundamental conventions of the ILO with regard to :
Chapters Pages
b) Pollution
Chapters Pages
c) Circular Economy
d) Climate change
e) Protecting biodiversity
1. O
ur main water consumption categories relate to raw materials, an area we are targeting with reduction strategies.
Chapters Pages
3) Information
relating to corporate commitments in the field
of sustainable development
a) The geographical, financial and social impact of the company’s business activity
Decathlon Foundation:
working to promote universal 43
access to employment.
Partnerships and sponsorships.
Chapters Pages
d) Fair practices
e) Human rights
METHODOLOGICAL NOTE
GENERAL ORGANISATION OF REPORTS
Decathlon is bound by the extra-financial reports obligation via Decathlon SA following the publication of article 225
of the Grenelle II law1 and the decree of 24 April 20122. In line with the conditions laid down by article L.225-102-1 of
the French Commercial Code, Decathlon SA is required to submit reports on the financial year commencing after
31 December 2012.
Decathlon SA is not listed on the stock exchange. For this report, we took into account the following criteria
which listed companies are obliged to fulfil: social information (absenteeism, workplace accidents, fundamental
conventions of the ILO), environmental information (total provisions and guarantees for environmental risks, land
use, adapting to climate change) and societal information (sub-contracting and suppliers, fair practices, combating
corruption, human rights).
In terms of the fundamental conventions of the ILO, we apply the same standards across our 10 production sites
as those required of our suppliers.
This extra-financial report is the fourth financial year of its kind for Decathlon, and illustrates its commitments,
achievements and projects in terms of CSR for the 2016 financial year.
Indicators are provided by the contributors from the relevant operational activity, before being consolidated by the
report project leaders.
Some of the extra-financial indicators are drawn from information that has already been coordinated internally by
the business’s teammates.
Indicators are reviewed and organized every year since 2013 in order to align them with legislative requirements
and the observations of the independent third party body.
A voluntary mock audit based on three indicators was conducted in April 2015 by Mazars3 in order to review
processes and identify priority areas for improvement.
A mock process review of a selection of seven other quantitative indicators and two pieces of qualitative information
was also conducted voluntarily by Mazars in June 2016, so as to analyse the reliability of related processes and to
implement improvement plans.
For the 2016 financial year, the qualitative data and indicators audited by Mazars are as follows:
As of 31/12/2016, percentage of permanent employees, percentage of shareholding teammates, Decathlon
Teammates Barometer results, number of training hours and training policy (qualitative), percentage of products
with eco-labelling, energy consumption and site waste tonnage, percentage of HRP ABC ratings and HRP policy
(qualitative), returns rate per million
Our efforts since 2014 to organise collections, and to consolidate data and make it more reliable, have enabled us
to observe how reliable certain data actually is.
We’re on a learning curve, adopting a continuous improvement approach over several years in order to reinforce the
reporting process internally and enhance the reliability of data that we communicate in our extra-financial reports.
1. Law governing national environmental commitment n°2010-788 of 12 July 2010, article 225.
2. Decree n°2012-557 of 24 April 2012..
3. Mazars: Independent third party body for our sustainable development report 2015.
REPORTING SCOPE
Decathlon had a presence in 28 distribution countries, with over 78,267 teammates and a turnover of €9.97 billion
excl. VAT in 2016.
As of 31/12/2016, the Decathlon group scope numbered:
• 1,176 stores (all sales forms combined)4 ;
• 45 warehouses and logistics platforms.
To establish the CSR target reporting scope for the 2016 financial year, it was agreed to use the financial
consolidation scope, which comprises all subsidiaries from the Decathlon group, closed on 30 September of the
reporting year and from which restatements have been made.
These restatements correspond to subsidiary exclusions from the financial consolidation scope.
Exclusions are operated on the basis of corporate purpose (companies whose sole purpose is acquiring shares;
subsidiaries whose sole purpose is real estate ownership), controls (art. L. 233-3 C. com.) and turnover (threshold
of 0.01% of total turnover for Decathlon group subsidiaries) of the subsidiary being considered.
Regarding the latter, we consider that the cost of obtaining environmental, social and societal data is
disproportionate to the importance they represent. Excluding these companies has no significant effect on the
representativeness of our data.
However, any subsidiary registered with the RBU (Reporting Business Unit) – it being understood that the RBU
corresponds to the turnover relating solely to a production activity for Decathlon products -, regardless of the total
turnover, must participate in the CSR target reporting scope with regard to the duty of care expressed by the HRP
indicator, even if – by virtue of the turnover threshold - it would be excluded from the CSR target reporting scope.
It was decided to disregard the salaried workforce to establish the CSR target reporting scope.
The CSR target reporting scope coverage rate was 98.66% of the total turnover for Decathlon group subsidiaries.
METHODOLOGICAL CLARIFICATIONS
1. Suppliers and sub-contractors mentioned in these reports are those with whom we have direct or indirect
commercial relations, within the context of manufacturing our Passion Brand products and their components. The
product development strategy (eco-design, quality, human responsibility in production, etc.) presented is solely
concerned with Decathlon products..
4. F
ranchised stores are excluded, and their turnover is not consolidated in the balance sheet.
2. Decathlon activities that come under facilities listed in environmental protection regulations are 10 warehouses
and two company-owned production sites in France (10 of which are subject to authorisation and two to
declaration)..
3. Decathlon’s core business objective is the manufacture of its products, services and related equipment designed
for sports enthusiasts and their families, and all associated wholesale and retail activities. On this basis, Decathlon
is not considered to be a distributor for the food retail sector.
Under its Aptonia brand name Decathlon sells sports nutrition products and diet supplements, which do not come
under the category of foodstuffs.
Given the above, the provisions of article L 225-102-1 of the Commercial Code (relating to the fight to combat food
waste) do not apply to Decathlon. Furthermore, these sports nutrition and food supplement products have a long
use-by date, as they are not particularly perishable.
At the same time, remaining countries will be contacted over time, to test the data gathering framework using their
payroll extracts in order to make data more than 96% reliable for the 2020 report.
2017: + 3 countries (Germany, Portugal, Poland) accounting for 8.1% of personnel
2018: + 2 countries (Russia and Hungary) accounting for 3.59% of personnel
2019: + 2 countries (India and Turkey) accounting for 3.16% of personnel
2020: + 3 countries (Brazil, Romania, UK) accounting for 3.64%
The framework will be reviewed and a new version produced so that each country can add their data to one single,
shared table, as opposed to in several separate tabs, making it easier to consolidate figures. The framework will
include a glossary containing more detailed definitions for each indicator.
Collaborative efforts will be carried out with the financial department so as to establish a table comparing
permanent workforce data. An initial test was carried out last year, to cross-reference data derived from financial
tools and to consolidate personnel.
GHG emissions are calculated by multiplying activity data by an emission factor. Activity data was gathered from
the defined area. If data was unavailable or showed errors, it was used to make assumptions or was extrapolated
using accurate data.
Excluding calculations concerning product impact, most emission factors come from the Carbon database
managed by ADEME (http://www.bilans-ges.ademe.fr/). Product impact modelling is performed using simplified
lifecycle assessments. Calculations are performed using an in-house tool and the services of several specialist
research and engineering firms who contribute their expertise and widely recognized databases (EcoInvent, Gabi,
Buwal and Wisard).
5. http://www.ghgprotocol.org/standards/corporate-standard
The scope taken into account for the GHG assessment comprised company-owned Decathlon sites that were
trading on 31 December 2016, i.e. 1,168 Decathlon stores, 45 warehouses, 8 Passion brand sites and 39 production
offices.
For greater efficiency, in 2016 we introduced a software solution designed to gather and consolidate environmental
data from our sites.
REPORTING PERIOD
The reporting period for extra-financial data is based on the calendar year (1 January to 31 December 2016), so as
to ensure consistency with the trading year of Decathlon’s companies as well as the business's existing reports.
In cases where data refers to a reporting period different to the calendar year, this must be specified in the body of
the report.
TO THE SHAREHOLDERS
In our capacity as independent third-party, members of Mazars’ network, statutory auditor
of Decathlon, whose accreditation was accepted by COFRAC under the number 3-1058 1,
we have drawn up this attestation on human resources, environmental and social information
for the year ended December 31st, 2015, included in the management report (hereinafter
named "CSR Information"), pursuant to article L.225-102-1 of the French Commercial Code
(Code de commerce).
COMPANY’S RESPONSIBILITY
The Supervisory Board of Decathlon is responsible for preparing a company's management
report including the CSR Information required by article R.225-105-1 of the French Commercial
Code in accordance with the protocol used by the Company (hereinaft er the "Guidelines"),
summarised in the management report and available on request from the company's head
office.
1. See: www.cofrac.fr
2. ISAE 3000 - Assurance engagements other than audits or reviews of historical financial information
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2016 SUSTAINABLE DEVELOPMENT REPORT
Decathlon We compared the CSR Information presented in the management report with the list provided
in article R.225-105-1 of the French Commercial Code.
Financial year ended
December 31st, 2016 In the absence of certain consolidated data, we checked that the explanations were supplied
in accordance with the provisions of article R.225-105 paragraph 3 of the Commercial Code.
We checked that the CSR data covered the consolidated scope, i.e. the company as well as
its subsidiaries as defined by article L.233-1 and the companies that it controls, as defined by
article L.233-3 of the Commercial Code with the scope limits outlined in the methodological
note that appears in the “methodological note” paragraph of the management report.
Based on the work performed and given the limitations mentioned above, we attest that the
required CSR Information has been disclosed in the management report.
3. Social information: Workforce as of 31/12/2016; Percentage of permanent employees; Percentage of employee shareholders;
Results from Decathlon Teammates Barometer; Number of training hours; Training policy.
Environmental information: % of products with an environmental rating; Sites’ energy consumption and waste tonnage.
Societal information: HRP information; HRP% ABC; Returns rate per million.
4. F
or the workforce as of 31/12/2016, the percentage of permanent employees, the number of training hours, sites’ energy
consumption and waste tonnage, and the returns rate per million: France and Spain.
For the HRP %ABC: France and Bangladesh
For the percentage of employee shareholders: the shareholding scheme; for the results of the Decathlon Teammates Barometer:
Decathlon Exchange; for the training policy: contacts in charge of reporting face-to-face training hours, and Mylo training hours;
for the % of products with eco-labelling and HRP policy: the Sustainable Development team (teams responsible for eco-design
and eco-labelling, and human responsibility in production), at Group (Decathlon Campus) level.
5. Sites’ energy consumption and waste tonnage, % of products with eco-labelling.
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2016 SUSTAINABLE DEVELOPMENT REPORT
Decathlon Lastly, we acknowledged the relevance of explanations relating to (if appropriate) the
complete or partial absence of certain information.
Financial year ended
December 31st, 2016 We feel that the sampling methods and sample sizes that we have selected by exercising
our professional judgement have enabled us to formulate a conclusion providing reasonable
assurance; greater assurance would have required more extensive verification procedures.
In view of the sampling techniques used and the other limits inherent in the operation of
any information and internal control system, the risk of a significant anomaly in the CSR
information going undetected cannot be fully eliminated.
CONCLUSION
Over the course of our work, we observed that the training courses delivered were not
listed exhaustively in the My Progress tool, used to report on face-to-face training hours.
Furthermore, the training courses that were listed there were not systematically substantiated
by proof of attendance.
On the basis of our work, with the exception of the lacking exhaustiveness and traceability
of training hours inputted into the My Progress tool, as mentioned above, we observed no
significant anomalies likely to call into question the fact that the CSR information, taken as a
whole, is presented in a fair manner and in accordance with the Standards.
OBSERVATIONS
Without undermining the conclusion above, we would draw your attention to the following
elements:
• The indicator scope for the Decathlon Teammates Barometer is not comparable to the
reporting scope of the indicators in the extra-financial report. There legal entities who
participated in the survey have not yet been comprehensively identified. Following an initial
reconciliation exercise between some of the legal entities with access to the survey and the
reporting scope of indicators used in the extra-financial report, we were able to identify:
- entities from the consolidated extra-financial reporting scope who had not been asked to
complete the survey;
- countries not included in the consolidated extra-financial reporting scope and who had
access to the survey.
MAZARS SAS
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2016 SUSTAINABLE DEVELOPMENT REPORT
THANKS
132
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