VITALITY &

RESPONSIBILITY
DECLARATION OF EXTRA-FINANCIAL PERFORMANCE 2018

 4, boulevard de Mons - 59650 Villeneuve d’Ascq

developpement-durable.decathlon.com
CHALLENGES
& STRATEGIES
3.......EDITORIAL
4.......DECATHLON IN FIGURES
6.......2018 HIGHLIGHTS
8.......OUR BUSINESS MODEL
10.....O UR MAIN
EXTRA-FINANCIAL RISKS
12.....O UR NEW
MATERIALITY ANALYSIS
14.....O UR SUSTAINABLE
DEVELOPMENT AMBITIONS
2015-2019
16.....O UR CLIMATE COMMITMENT
RESPONSIBILITY
IN PRODUCTION
64....M AINTAINING LONG-TERM
RELATIONSHIPS
70.....PUTTING
PEOPLE FIRST
76.....ROLLING OUT
ENVIRONMENTAL
MANAGEMENT
PEOPLE &
MANAGEMENT
21.....PUTTING PEOPLE
AT THE HEART
OF OUR GROWTH
26.....R EADY FOR RESPONSIBILITY
AND FREEDOM
31.....DEVELOPING
SKILLS AND
UNCOVERING TALENT
35....DELIVERING HEALTH
AND SAFETY
38....ATTRACTING,
REWARDING AND MOTIVATING
TEAMMATES
41.....DECATHLON FOUNDATION:
ACCESS TO EMPLOYMENT
THROUGH SPORT
STORES
& TRANSPORT
81.....ECO-DEVELOPING
OUR GLOBAL NETWORK
85....S UPPORTING
LOCAL COOPERATION
90....O PTIMISING OUR ENERGY
AND WASTE MANAGEMENT
94....T RANSPORTING
OUR PRODUCTS AND
ENCOURAGING ECO-MOBILITY
PRODUCTS
& SERVICES
45....DELIVERING INNOVATION
AT EVERY LEVEL
49.....E XPANDING
ECO-DESIGN
FOR OUR PRODUCTS
54....O FFERING PRACTICAL
AND ECO-FRIENDLY SERVICES
59.....C REATING SAFE,
HIGH-QUALITY PRODUCTS
INDICATORS &
METHODOLOGY
99...... O UR PERFORMANCE
INDICATORS
120 ... SUSTAINABLE DEVELOPMENT GOALS
CROSS-REFERENCE TABLE
122.... M ETHODOLOGICAL NOTE
126.... C ONFIRMATION
OF PARTICIPATION
AND REPORT
ON THE FAIRNESS
OF THE INFORMATION
128.... LIST OF
2018 STAKEHOLDERS
2
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

CHALLENGES EDITORIAL "THE HORIZON

& STR ATEGIES

RETREATS AS
In October 2018, a report from the IPCC2 found that the collective agreement to
limit global warming to 2°C would not be honoured without massive collective YOU APPROACH,
efforts. We now have just 11 years to combat climate change if we want to AND THAT IS LIVING
preserve our world's biodiversity. The past year was marked by a realisation: the
sense of urgency is palpable, our fellow citizens are aware of the new challenges PROOF THAT WHEN
to society, and individuals are expected to behave responsibly. At Decathlon, we WE WORK HARD,
must be even more determined in our mobilisation to contribute to limiting this
ecological crisis. WE CAN ONE DAY
Nothing will be possible if we do not balance the three P's: People, Planet and
REACH A PLACE
Profit: one of these cannot advance at the expense of another. We are now THAT SEEMED
seeing that performance cannot only be measured in financial terms and, at
the same time, that everyone wants to make a real difference and play an active
UNREACHABLE
role in protecting the environment and helping to further human progress. YESTERDAY"
That is why we worked in 2018 to integrate sustainable development into the
IRWIN, PADDLEBOARDER,
criteria for determining our share value. As part of this effort, we worked with
HENDAYE (FRANCE)
our stakeholders again this year to determine together our priority challenges
through a materiality analysis.

At Decathlon we have always believed in working together, reflected in our values, “Vitality and Responsibility”. Now we are
making this an integral part of our passion for sport and including it in our purpose:

"To sustainably make the pleasure and benefits of sport accessible to the many”
The commitments we made this year will help us step up these efforts at every level of the company.

First, we made the environmental impact of our products visible: the eco-design team trains and supports the design
teams as they assess their products so that we can deliver this transparency for our customers through environmental
labelling. We committed to increasing our use of sustainably sourced cotton and polyester when manufacturing our
products in an effort to further reduce their environmental impact. As for energy consumption, we joined the RE1003
initiative and committed to using 100% renewably-sourced electricity for all our distribution and logistics activities by
2026 in every country where we operate.

If we want to significantly improve our carbon footprint, we must look to the source of our impact. That is why we provide
on-the-ground support to our suppliers: we work with them to identify areas where they could be more energy efficient

86%
and to develop action plans that will help them reduce local pollution and their greenhouse gas emissions.

65%
OF SPORTS
50%
OF OUR TEAMMATES
OF RANK 1 PRODUCTION
SITES WERE GIVEN A, B or C
A commitment to ensuring that all our suppliers respect human rights across the entire value chain has been part of our
Social Charter since 2003. This ongoing collaborative work significantly improved management practices, with 82%4 of
our suppliers receiving A, B or C ratings for their working conditions at the end of 2018, 28% more than in 2017.
RATINGS FOR THEIR HUMAN
ENJOY COMING TO Our current structure is country-based and some of the countries are vast and full of contrasts: different climates, different
USERS DELIGHTED WORK EVERY DAY
RESPONSIBILITY
IN PRODUCTION seasons, different cultures and, at times, a wide range of sporting needs. We are gradually pivoting to a network-based
(24% MORE THAN IN 2017) organisation of autonomous yet interdependent urban clusters. Because they are close to their communities and their
neighbours, our teammates are always willing to take bold steps to be more effective. That is vital for issues like the circular
ENVIRONMENTAL 1,157 SOCIAL AUDITS 2018
economy, for one, but also when it comes to getting the local community involved or putting on one of our thousands

7.9 kg
LABELLING: of local events, like World Clean Up Day. By implementing a role-based structure5 and offering training in sustainable

30.1%
OF DECATHLON CO2 EQ. PER 69.4%
development, we help ensure that more and more teammates are incorporating these skills into their work. Whether in
stores, warehouses or service jobs, our teammates can all spearhead new initiatives in their workplaces.

WORKING TOGETHER TO MAKE THE WORLD A BETTER PLACE AND SHARE OUR PASSION FOR SPORT.
PRODUCTS1 PRODUCT SOLD OF RANK 1 PRODUCTION SITES WERE
GIVEN A, B or C RATINGS FOR THEIR
16% IN 2017 -2,5% SINCE 2016 ENVIRONMENTAL MANAGEMENT
THE DECATHLONIANS 3
1. 2018 Autumn-Winter season. 2. IPCC: Intergovernmental Panel on Climate Change.
3. www.there100.org
4. Rank 1 and Rank 2.
5. See page 28
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

BREAKDOWN OF TEAMMATES BY GEOGRAPHIC AREA

AS OF 31/12/2018

DECATHLON OVER 1,511 EUROPE

AND RUSSIA

IN FIGURES STORES WORLDWIDE 67.3% VILNIUS

ASIA LITHUANIA

IN 869 URBAN CLUSTERS

AS OF 31/12/2018*
MONTREAL VIENNA

25%
CANADA AUSTRIA INCHEON
SOUTH KOREA
*All figures appearing in CORINTHE
this report are as of 31/12/2018. 168 MORE THAN IN 2017 GREECE
LE CAIRE
AMERICAS
EGYPT

3.3%
DAKAR PHNOM PENH
SENEGAL COLOMBO CAMBODIA

69
SRI LANKA

NAIROBI
KINSHASA

7.9 kg
AFRICA
KENYA
RD CONGO

AND MIDDLE EAST

WAREHOUSES
DECATHLON
4.1% SANTIAGO
CHILI

+12
CO2 EQ. PER AND LOGISTICS OCEANIA NEW CITIES IN
PRODUCT SOLD PLATFORMS LOCATIONS IN
-2,5% SINCE 2016 51 COUNTRIES 0.3% NEW COUNTRIES

275 MILLION 65% OPENINGS IN NEW

12 168 96,002
OF SPORTS STORE TEAMMATES
COUNTRIES IN 2018
SPORTS USERS IMPACTED OPENINGS 46.9% WOMEN
USERS 27 OPENINGS IN NEW
IN 2018
AND 53.1% MEN
BY OUR PRODUCTS COUNTRIES SINCE 2016 +16.8% MORE THAN IN 2017
DELIGHTED
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

€11.3
BREAKDOWN OF TEAMMATES BY AGE BREAKDOWN OF TEAMMATES BY ACTIVITY

45
AS OF 31/12/2018 AS OF 31/12/2018

85
DECATHLON
PARTNER
SUPPLIERS
BILLION
IN TURNOVER
UNDER 20 YEARS

50 YEARS AND OLDER

4.6%
20-29 YEARS
SUPPORT SERVICES
6.5%
DESIGN/PRODUCTION RETAIL AND

2.1% 63.4% 5.2% SERVICES

BRANDS 10 MORE THAN IN 2017 (EXCL. VAT) 40-49 YEARS
76.7%
30-39 YEARS LOGISTICS
+4.6% COMPARED WITH 20171
6.9% 23.1% 11.6%
4 5
1. At constant exchange rates.
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

IN 2018, 86% OF RANK 1 PRODUCTION SITES

2018 CONDUCTING OUR
MATERIALITY A 50% WERE GIVEN A, B or C RATINGS
FOR THEIR HUMAN RESPONSIBILITY
HIGHLIGHTS A N A LY S I S DECREASE IN
AIR TRANSPORT TO
SHIP OUR PRODUCTS
IN PRODUCTION (24% MORE THAN IN 2017)
1,157 SOCIAL AUDITS 2018

COMMITMENT
TO THE
52.5% 69,4% OF RANK 1 PRODUCTION SITES
OF DECATHLON WERE GIVEN A, B or C RATINGS
12 NEW RE100 TEAMMATES
ARE EMPLOYEE
FOR THEIR ENVIRONMENTAL
OPE NINGS
IN 12 COUNTRIES
I N I T I AT I V E SHAREHOLDERS1
OR 49,503 TEAMMATES
MANAGEMENT
WORLDWIDE

ECO-DESIGN,
MATERIALS SELECTION: VA L I DAT I O N
OF OUR FIRST
1,200
COTTON
76%
POLYESTER
17.2% VIGIL ANCE WCUD3 AND 20,000
SUSTAINABLY-
SOURCED COTTON
37.7% MORE THAN IN 2017
SUSTAINABLY-
SOURCED POLYESTER
83% MORE THAN IN 2017
PL AN EVENTS
HELD LOCALY
PARTICIPANTS
WORLDWIDE
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

ENVIRONMENTAL
LABELLING: -2.5% GLOBAL
JOINED THE

30.1% CREATING A SUSTAINABLE

DEVELOPMENT TRAINING
INTENSITY OF
CO2 EMITTED BY FAS H I O N
OF DECATHLON
PRODUCTS2 PROGRAMME FOR OUR TEAMMATES
QUANTITY OF AGENDA
PRODUCT SOLD 2020 CIRCULAR FASHION
16% IN 2017
IN 2018 SYSTEM COMMITMENT

COMPARED WITH 2016

6 7
1. In the countries where the process does take place for Decathlon. 3. WCUD = World Clean Up Day
2. 2018 Autumn-Winter season.
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

RESOURCES CREATING VALUE

OUR FINDING
BUSINESS OPPORTUNITIES
MODEL OUR TEAMMATES
96,002 teammates 
OUR TEAMMATES
 50% of our teammates enjoy coming to work every day
IN CURRENT
TRENDS:
46.9% women / 53.1% men   52.5% of our teammates are shareholders
Breakdown by sector: 76.7% retail and services,   Support for personal development and skill-building
OUR VALUES: 5.2% design/production, 6.5% support services, 11.6% logistics   18.7% Payroll/Turnover
Decathlon Academy Training Digital Platform   38 teammates sponsoring Foundation projects, THE BENEFITS
and 9 Decathlon Exchange training centres  helping 65,000 direct beneficiaries
VITALITY & OF SPORT
> Helping people discover
RESPONSIBILITY PRODUCT DESIGN PRODUCT DESIGN
and enjoy the benefits of sport
in a way that is accessible
85 Decathlon brands to meet user needs   Attractive high-tech sporting goods, and adapted to people of all
ages throughout the world.
OUR PURPOSE : In-house laboratories/prototyping workshops 
3,000 prototypes 
increasingly eco-designed, at fair prices
 Exclusive, recognised and affordable innovations

TO SUSTAINABLY
On-site testing and co-designing with users 

 45 patents have been filed and extended around the world
 In-house net promoter score of 40%
URBANISATION
> Seizing the opportunities
MAKE THE  76% of our cotton & 17,2% of our polyester come from more sustainable sources
 30.1% of products have an environmental label1 presented by these settings
by selling our products there.
PLEASURE
AND BENEFITS SUPPLY CHAIN SUPPLY CHAIN
ENVIRONMENTAL
OF SPORT 47 production countries + 42 production offices   28% of our products are sourced from our industrial partners DEGRADATION
1,347 suppliers (Rank 1 and Rank 2), including 45 partners   86% of our suppliers were given ABC Human Responsibility > Preserving our playing fields
ACCESSIBLE 16 industrial production processes 
1,157 Human Responsibility in Production audits 
in Production (HRP) scores (96% for our partners)
 69.4% of our suppliers were given ABC scores for
and reducing the environmental
impact of our activities.
TO THE MANY 93 Environmental audits  local environmental responsibility (93.5% for our partners)
 10 years of average length of service for the 100 first suppliers in terms of turnover
DIGITAL
TRANSFORMATION
OUR VISION 2026: TRANSPORT AND LOGISTICS TRANSPORT AND LOGISTICS > For our teams, sports
users, suppliers and partners
69 warehouses around the world   Optimised sourcing:
 Do what I love 8.7 million tonne-kilometres transported  product availability rates and inventory lifespan, (commercial, industrial and
Product transport: 3.2% air transport,  items shipped/m² and average per lorry load rate institutional), a new, faster and
 Co-create more flexible way of interacting,
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

84.7% maritime transport, 2.1% rail transport   Decrease of environmental impact of products shipment in Europe
unique products and 10% road transport  (-19% of CO2 emissions in 2017 compared to 2018) working and connecting.
 Involvment in soft mobility growth
 Be where we are needed
 Making @store
a fantastic experience OMNICOMMERCE OMNICOMMERCE
1,511 stores and digital platforms located in 51 countries and   275 million: Number of customers/sports users
 Preserve to Protect 869 cities and towns,   65% of sports users delighted
ensuring our products are accessible   Business at workshops and with Decathlon Occasions
through all our distribution channels   11.3 Milliards: Turnover (excl. VAT), + 4.6% growth M ICHEL ABALLEA
DECATHLON
Organising sporting events with help from our communities   7.9 kg CO2 eq. per product sold (2.5 % less than in 2016) UNITED RESPONSIBLE
Open Water Swimming lover
8 9
All the methodological specifications are in the "Indicators and methodology" part. 1. 2018 Autumn-Winter season.
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

OUR MAIN OUR ORGANISATION IN 2018

EXTRA-FINANCIAL RISKS
The sustainable development team at Decathlon is a network of some 50 teammates covering all themes and countries.

A risk is an uncertain event with a negative impact on our ability to achieve our goals that could endanger the future of the
company. Risk and opportunity are two sides of the same coin. We have identified the main risks Decathlon is facing and devised
plans to address each one. ANTHONY BOARD OF
ISABELLE GUYADER DIRECTORS
WEI DECATHLON SD LEADER SUSTAINABLE
In accordance with the subsidiarity principle in effect at Decathlon: CHINA DECATHLON SD LEADER FRANCE DEVELOPMENT
STEERING
 A "company specialist" (the risk manager) determines the scope of autonomy (or framework), makes it available to all and ensures COMMITTEE
that it is put into practice. The risk manager shares the framework with the community of local specialists in each country. IÑIGO GARCIA ROELAND
SPAIN VERVLOET
 “Local specialists” are the first line of defence for preventing our main risks. NETHERLANDS MANAGEMENT
 Each leader (country, city, store and/or Decathlon brand leader) is responsible for ensuring that the frameworks are implemented DECATHLON
SUSTAINABLE LEADER
at the local level.
GIORGIO POSSI DEVELOPMENT
This table sets out and describes the main extra-financial risks that have been identified at Decathlon. ITALY LEADERS JÉRÉMIE PIOLET
These risks are assessed on an ongoing basis and may require more attention when the internal and/or external context changes. VIETNAM INTERNAL
AUDITORS

CATEGORY RISKS DESCRIPTION OF RISK MARINA LEANDRO SA

STASSINOPOULOS PORTUGAL
GERMANY

JOERI MONS
R
 isk that company strategies are misunderstood or not applied. BELGIUM
R
 isk of losing people-management best practices that have made Decathlon so CANDICE LEE RAHEL DAMAMME
Losing sight successful (e.g., regular one-on-one meetings). TAIWAN SD REPORTS
STAKEHOLDER RELATIONS MARIE CHAILLOU
of our purpose H
 uman resources risk (e.g., high turnover): If we do not lead change effectively,
COMMUNICATION
people may not enjoy coming to work as much and lose their motivation, with an
impact on performance. KATY DRAPER
EXTRA-FINANCIAL SOUNDOUS
PERFORMANCE HASSOUNI
PEOPLE DUTY OF CARE
 Difficulties attracting and retaining the talent we need to implement our
Managing talent
strategies.
SUSTAINABLE
DEVELOPMENT
TRANSFORMATION JULIEN
R
 isk of corruption in the countries where Decathlon is developing and where GONTIER
Corruption corruption is a common, significant risk. RAFFAELE DUBY PROCESS LEADERS GREEN IT

EVERYBODY
ENVIRONMENT
R
 isk in countries where we have significant purchasing volumes (for example, PRODUCTS AND DESIGN
production and procurement). RONAN

CAN PLAY A ROLE !

Endangering the safety
and fundamental rights
KEEPING of people inside and/or
outside the company
PEOPLE SAFE
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
LE MOGUEN
SUSTAINABLE
DEVELOPMENT
EMILIE AUBRY IN PRODUCTION
 Violations of the physical safety of customers in stores, employees, service CO2 MANAGEMENT ENVIRONMENT
providers and/or industrial partners. ALL DECATHLONIANS STORES AND TRANSPORT
 Poor assessment of the ability to evacuate premises and prevent fires or
accidents (involving machines, chemicals, business trips, etc.), which may lead to
temporary, lasting or even fatal consequences, and/or impact Decathlon's image.
 Respect for people, individual freedoms and fundamental rights among our
THE PLAYERS issues facing society and engage with
stakeholders involved in their area OUR PURPOSE:
employees, industrial partners and service providers (working hours, contracts, COUNTRY SUSTAINABLE of expertise. They work alongside
PRESERVE

teammates to co-create the tools and

AND ACTING salaries, minimum working age, etc.). DEVELOPMENT LEADERS: These

ETHICALLY
Endangering the health and
safety of users when using
products sold at Decathlon
THE
individuals work with their teams to lead
the Decathlon sustainable development
strategy in their countries and are in
V
 iolations of the physical health and safety of a customer when using or coming
into contact with our products, which may lead to temporary, lasting or even fatal direct contact with their stakeholders.
consequences and/or impact Decathlon's image. TRANSFORMATION PROCESS
LEADERS: Specialists for key themes,
they anticipate the challenges and
 A mismatch between how people actually behave and Decathlon's sustainable
development goals for the environment.
 Environmental pollution (water, air and soil) and its impact on the people who live
methods needed to make them self-
sufficient and ensure that their processes
are applied consistently across the world.
DECATHLON SD LEADER: In conjunction
with the Decathlon leader, and in accordance
with the company strategy, this leader
sets out our sustainable development
TO PROTECT
ambitions in line with the ideas put forward
by the SD team and teammates. She also
leads a team of transformation process
leaders and manages the leaders network
for each country.

ENVIRONMENT
Environmental impact near our industrial facilities.
 A failure to take into account how our environmental impact affects our business
(resource depletion, changes in seasonality, more natural catastrophes, rising
OVERSEEING THE SD STRATEGY
The strategy is coordinated by the SD leader, the Sustainable Development Steering Committee (made up of representatives from
10 prices for energy and raw materials, etc.).
different countries and business lines), internal auditors, the Decathlon leader and the Board of Directors.
11
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

OUR NEW A TRANSITION HOW DID YOU

MATERIALITY ANALYSIS TOWARD RENEWED INTERPRET
THE RESULTS?
OUT OF MORE THAN 100 ISSUES, HERE ARE THE MOST STRATEGIC IN
THE OPINION OF OUR STAKEHOLDERS
AMBITIONS IG: There were no surprises and
no major disconnects between
what we are currently doing and
the conclusions of the study. That
STAKEHOLDERS EXPECTATIONS 

being said, we must intensify

ANTHONY BOARD
our policies in certain areas, for
ISABELLE GUYADER
HOW DID YOU GO DIRECTO
instance when it comes to greater
WEI
RESOURCE PRESERVATION & CIRCULAR ECONOMY DECATHLONABOUT
SD LEADER
PERFORMING diversity and inclusion, as well
CHINA
WORKING CONDITIONS & HUMAN RIGHTS
DECATHLONTHE
SD STUDY?
LEADER FRANCE
as resource reservation and the
circular economy.
SHARING VALUE
PREVENTION & ENVIRONMENTAL EFFICIENCY IN OPERATIONS IG: For this study we had several
DELIGHTED USERS
HEALTHY & WELL-BEING WORKING CONDITIONS goals in mind. First, we wanted
PRODUCT QUALITY to be representative in terms of WHAT ARE
IÑIGO GARCIA
TRANSITION FOR A LOW-CARBON ECONOMY
& SAFETY
ISABELLE GUYADER ROELAND
our international development,
THE NEXT STEPS?
LIVING WAGE & FAIR BUYING PRACTICES
SPAIN DECATHLON VERVLOET
so we surveyed seven countries:
Bangladesh, China, France, India, IG: A materiality analysis is not an
MA
PRODUCT
AGILE ORGANISATION & NETWORKED RELATIONSHIP SKILLS & KNOW-HOW DEVELOPMENT AFFORDABILITY SUSTAINABLE DEVELOPMENT NETHERLANDS
Italy, Spain and Vietnam. Then end in itself. This was an important
USER ENVIRONMENTAL INFORMATION
LEADER we got the broader Decathlon starting point for our 2020-2026

SUSTAINABLE
ENERGY EFFICIENCY &
BUSINESS ETHICS
RENEWABLE ENERGY USE DIVERSITY organisation involved by strategy. We have already started
RICHNESS & INCLUSION
SPORT PROMOTION, PRACTICE structuring the project into batches. formulating our ambitions for

DEVELOPMENT
& COMMUNITY INVOLVEMENT We followed up specifically with 2020-2026.
IN 2018 YOU PERFORMED teammates, users and customers,
GIORGIO POSSI
ATTRACTIVE JOBS & TALENT MANAGEMENT
EMPOWERING &
FAIR MANAGEMENT A NEW MATERIALITY suppliers, citizens, neighbours, We must develop our response

LEADERS
ITALY
LICENSE TO OPERATE & SOCIAL IMPACT
TEST. WHAT WERE YOUR
WORKERS EMPOWERMENT
& CONTRACTORS CAPACITY BUILDING GOALS?
IG: We undertook this study as a
chance to have a real conversation
with our stakeholders about the
most important social, societal
20
to these challenges, starting from
JÉRÉMIE PIOLET
business leaders and shareholders.
We also wanted to get other our culture, purpose and what
VIETNAM
Decathlon players involved to makes us unique. Our 2020-2026
ambitions will be finalised in 2019
conduct the study.
and described in our 2019 report.
We asked many open-ended
questions to our activity leaders,
community representatives and
LEANDRO SA

MARINA 100 and environmental issues. shareholders, who by answering WHAT ARE
BUSINESS IMPORTANCE 
STASSINOPOULOS
The previous materiality test was
conducted in 2012 and it provided PORTUGAL
in their own words helped us
better understand and act on
THE TAKEAWAYS
the basis of our current ambitions FROM THIS PROCESS?
TEAMMATES GERMANY
Governance was subject to a special qualitative process. In addition to the issues for 2015-2019.
their concerns. Lastly, we directed
our questions about financial IG: The dialogue with our
(LABOR ISSUES) presented in the table, Decathlon identified the following themes as strategic for the and governance topics at certain stakeholders was rewarding and
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

As major changes have taken

ENVIRONMENT IN ACTIVITIES
company.
ECONOMIC & GOVERANCE ISSUES:
JOERI MONS
place inside and outside the targeted groups. We wanted to
take a comprehensive approach.
inspiring. Our interactions with
teammates provided an opportunity
& SUPPLY CHAIN company since then, we decided
• Transparency and traceability BELGIUM
to conduct this study again in order to share a common vision of our
USERS / SUPPLIERS /
CITIZENS (SOCIAL ISSUES)
• Stakeholders dialog and partnerships
• Raw material prices and availability
CANDICE LEE to develop a new set of ambitions. RAHEL DAMAMME
The process began in September
2017 and ended in October 2018. priorities and give meaning to our
actions.
• ESG integration in vision & value creation
TAIWAN SD REPORTS
To obtain robust results, we
With the materiality analysis, we
ECONOMIC &
GOVERANCE ISSUES METHODOLOGY:
STAKEHOLDER RELATIONS
followed a rigorous methodology
have started the transition from
and worked with AFNOR for
Survey conducted in seven countries: France, Spain, Italy, China, India, Vietnam and Bangladesh, guidance and support. our 2015-2019 policy to our
with 2,100 teammates, 2,200 customer-users and 60 suppliers responding to an online 2020-2026 ambitions, designed
questionnaire and with 45 representatives of civil society interviewed in order to take stock of to set us apart.

12
stakeholder expectations.
"Significance for the business" was informed by workshops with 30 in-house experts and 20 KATY DRAPER 13
interviews with company leaders and shareholders.
EXTRA-FINANCIAL
PERFORMANCE
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

OUR SD AMBITIONS 2015-2019 OUR 2019 AMBITIONS TO PROTECT THE ENVIRONMENT

AND CONTINUALLY REDUCE OUR ENVIRONMENTAL IMPACT*
*Target dates for some goals may not be 2019 given the current situation
ACHIEVED
2017
ACHIEVED
2018
These ambitions correspond to the policy set out in 2015 and are being updated to incorporate both the new materiality analysis and the progress made in each area.
and the extra-financial risk analysis. A new 2020-2026 Sustainable Development policy will be included in the 2019 DEFP.
 Our sense of vitality and responsibility are key drivers of our sustainable development approach. 8.2 kg 7.9 kg
R EDUCTION IN OUR CARBON INTENSITY BETWEEN 2016 AND 2026
 In addition to active monitoring, we anticipate societal challenges and issues in order to innovate and direct our efforts. -40% > We create action plans for each activity based on our environmental impact assessment
CO2 EQ./ CO2 EQ./
 Our priority is to create sustainable value(s) for our teammates, users, partners, neighbours and shareholders. and we are working together to reach the target approved by the SBT initiative PRODUCT SOLD PRODUCT SOLD
-2,5% SINCE 2016

DECATHLON TEAMS STRIVE TO MAKE A DIFFERENCE EVERY DAY

R EDUCTION IN CO2 EQ. EMISSIONS PER ITEM DELIVERED
-15% IN EUROPE BETWEEN 2015 AND 2020 385 g 311 g
> We are optimising the transport of our products CO 2 EQ./ARTICLE CO2 EQ./ARTICLE

OUR 2019 AMBITIONS TO EMPOWER OUR TEAMMATES ACHIEVED ACHIEVED

AND MAKE WORK MORE ENJOYABLE 2017 2018 78 CERTIFIED 83 CERTIFIED
SITES SITES
O F NEW COMPANY-OWNED SITES ARE CERTIFIED
 F TEAMMATES LOOK FORWARD TO COMING TO WORK EACH MORNING
O 100%
65% BECAUSE THEY ARE WORKING TOWARD PERSONAL AND COLLECTIVE GOALS
TO THE MOST EXACTING ENVIRONMENTAL STANDARDS STORES: STORES:
> We recruit people who are passionate about sport, vital, pragmatic and service-oriented 52% 50% > We are improving the energy efficiency of our sites 127.2 kWh/m2 118 kWh/m2
and reducing the CO2 equivalent emissions stemming from their energy use
> Taking only "yes, absolutely" answers WAREHOUSES: WAREHOUSES:
74 kWh/m2 58.1 kWh/m2
O F OUR TEAMMATES CAN PLAY THEIR SPORT REGULARLY,
100% AT THEIR OWN PACE AND LEVEL
80% 79% O F THE ELECTRICITY WE USE WILL COME FROM RENEWABLE SOURCES BY 2026
> We encourage everyone to play a sport 100% > In accordance with our commitment as part of the RE 100 initiative 40.4% 55.6%
O F OUR TEAMMATES HAVE A VOICE IN THEIR OWN DEVELOPMENT
100% AND LEARNING (I AM SUPPORTED IN MY PERSONAL DEVELOPMENT, STORES: STORES:
MY KNOW-HOW AND MY PERFORMANCE) 83% 83% INCREASING SORTED WASTE 39% 39%
> We support the development of each individual > We optimised the sorting rate for waste generated by our stores and warehouses WAREHOUSES: WAREHOUSES:
62% 66%
O F OUR TEAMMATES THRIVE BY TAKING ON MORE RESPONSIBILITY
100% > We make it possible to put the principles of subsidiarity, responsibility and
autonomy into practice by encouraging them to see the results of their decisions
89% 86% WE ARE REDUCING THE ENVIRONMENTAL IMPACT OF OUR PRODUCTS
BY USING RAW MATERIALS FROM SUSTAINABLE SOURCES

100% 100% 55.2% 76%

O F TEAMMATES FEEL SAFE IN THEIR WORKPLACE 94% 93% S USTAINABLE COTTON FOR OUR DECATHLON TEXTILE PRODUCTS BY 2020

O F TEAMMATES ARE SHAREHOLDERS IN THE COMPANY, IF THEY WISH TO BE1 100% S USTAINABLE POLYESTER FOR OUR DECATHLON TEXTILE PRODUCTS BY 2021 9.4% 17.2%
100% > We share the value created at the company 58.2% 52.5%
PACKAGING MATERIALS WILL COME FROM
95% MORE SUSTAINABLE SOURCES5 BY 2025 84.4% 85.5%
O F TEAMMATES CREATE HUMAN, ENVIRONMENTAL
100% AND ECONOMIC VALUE TO ACHIEVE OUR COMPANY PURPOSE - 92%
O F SUPPLIERS AT RISK FOR WATER, SOIL OR AIR POLLUTION
80%2 ARE ASSIGNED AN A, B or C SCORE ACCORDING TO OUR AUDIT CRITERIA
> We improve the environmental performance of our suppliers' industrial sites by helping 26.8% 69.4%
OUR 2019 AMBITIONS FOR THE SUPPLY CHAIN: ACHIEVED ACHIEVED them continuously reduce their environmental impact based on their risks
PUT PEOPLE FIRST 2017 2018
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

 F OUR SUPPLIERS3 ARE GIVEN AN A, B or C SCORE

O
80%2 BASED ON OUR AUDIT CRITERIA
OUR 2019 AMBITIONS TO COMMUNICATE RESPONSIBLY, ACHIEVED ACHIEVED
> We regularly assess our suppliers to verify that working conditions comply 69% 86% PRAGMATICALLY AND HONESTLY ABOUT OUR SUSTAINABLE 2017 2018
with our Code of Conduct DEVELOPMENT ACTIONS
O F TEXTILE, FOOTWEAR AND HEAVY STITCHING PRODUCTS
60%
OUR 2019 AMBITIONS TO BE A LEADER IN PRODUCT SAFETY ACHIEVED ACHIEVED
WILL BE ASSIGNED AN ENVIRONMENTAL SCORE BY THE END OF 2019 16% 30.1%
> We ensure complete transparency in labelling the environmental performance AW6 SEASON 2017 AW6 SEASON 2018
AND LONG-TERM USER SATISFACTION 2017 2018 of our Decathlon products to support responsible consumption

S ATISFACTION FOR USERS OF OUR SPORTS PRODUCTS4

67% OUR AMBITIONS ARE REVIEWED ON AN ANNUAL BASIS, IN LINE WITH CHANGING
> We ask them to share feedback about our Decathlon products
so that we can continuously improve them
60% 65% CONTEXTS AND ACTION PLANS, WITH INPUT FROM ALL THE TEAMS INVOLVED
14 15
1. In the countries where the process does take place for Decathlon. 5. Made from paper pulp.
2. Common objective for social and environnemental audits for 2019. 6. AW: Autumn-Winter.
3. Rank 1.
4. Percentage of users awarding our products a score of 4 to 5.
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

OUR CLIMATE COMMITMENT BREAKDOWN OF OUR GHG EMISSIONS

BY SCOPE
BREAKDOWN OF OUR GHG EMISSIONS
BY ACTIVITY
In 2018 at the request of states, the experts that make up the IPCC1 – the Intergovernmental Panel on Climate Change – were TONS OF CO2 EQ. (MARKET-BASED METHOD) IN %
tasked with studying the consequences of a global temperature increase of 1.5°C and how we could avoid crossing that threshold.
They came up with several scenarios, including a temperature increase of 3°C caused by greenhouse gas emissions. This warming
could lead to profound and irreversible changes in our ecosystems. To limit this rise to 1.5°C, we humans must reduce our carbon PRODUCT 4% PRODUCT TRANSPORT
emissions by 45% by 2030 and become carbon neutral by 2050. SCOPE 1 29,454 T. CO 2 EQ. MANUFACTURING
46% 7%PRODUCT USE
Decathlon identified reducing greenhouse an opportunity for the company to think
SCOPE 23 153,329 T. CO EQ.
4% SITE CONSTRUCTION
gas emissions as one of our priority about our CO2 trajectory and adapt 2 AND OPERATIONS
challenges in 2013. In 2017 we increased our corporate strategies to ensure
our oversight of emissions-measuring that they are comprehensible and that 15% TEAMMATE
efforts and in 2018 we expanded these to they contribute to the effort necessary SCOPE 3 9,746,161 T. CO 2 EQ.
RAW MATERIALS AND CUSTOMER TRAVEL
our product suppliers. worldwide.
EXTRACTION
5% END OF SERVICE
In 2018 Decathlon decided to update We believe that this impact should be SCOPE 1: direct emissions. SCOPE 2: indirect emissions from energetical 19% LIFE FOR PRODUCTS
consumptions. SCOPE 3: other indirects emissions (Supply, transport, use,
our reduction target with guidance managed as closely as possible to local end-of-life...).
from the Science Based Targets2 (SBT) emissions sources. That is why it is more
international initiative. A new target will important and strategic than ever to train
be submitted to this panel of experts, our teams, learn to use measurement
which will then issue its opinion. The tools, and ensure ownership of
goal of this initiative is to limit the rise
in temperatures to a maximum of
approaches and action plans drawn up
locally. 2018 CARBON
1.5°C worldwide. This goal serves as
FOOTPRINT
Since 2013, Decathlon has counted
all emissions that can be attributed to
our activities in our carbon footprint,
KEY FIGURES FOR OUR CLIMATE COMMITMENT: including the raw materials extraction
required for production, in-store sales
of products and their end-of-life stage,

7.9 kg -2.5%
product manufacturing and transport,
and site emissions.
In 2018 Decathlon's carbon intensity
stood at 7.9  kg CO2/product sold, 2.5%
CO2 EQ. EMITTED BY EMITTED BY QUANTITY less than in 2017. This decrease resulted
QUANTITY OF PRODUCTS SOLD OF PRODUCTS SOLD IN 2018 from some strategic decisions.
We are now setting a goal for reducing approved by outside experts, for both our
IN 2018 COMPARED WITH 2016 our impact by 2026 compared with strategies and the resulting action plans.
our 2016 results. This goal is currently Such close monitoring ensures that our
OUR under review by the Science Based
Target initiative.
company’s reduction target is in keeping
with the scope of the climate challenge.
COMMITMENT: Although SBT is a recent initiative, 515

2018 ESSENTIALS REDUCE 1. NEW CALCULATION OF

OUR CO2 TRAJECTORY
companies worldwide have committed
to take part and 164 have had their CO2
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

OUR CARBON BASED ON THE SCIENCE

goals approved, including 10 companies
in France.
> OUR GOAL FOR REDUCING GREENHOUSE GAS EMISSIONS IS BEING REVISED TO ALIGN WITH
THE PARIS AGREEMENT AND THE SCIENCE BASED TARGET INITIATIVE. THIS WILL MEAN FULLY
INTENSITY, BASED TARGET INITIATIVE
Why track changes in carbon intensity
OVERHAULING OUR CARBON IMPROVEMENT PLAN, DETAILED SCENARIOS AND THE ASSOCIATED
ACTION PLANS.
MEANING Decathlon worked to update our CO2
rather than overall GHG emissions?

> THE INDICATORS ARE MOVING IN THE RIGHT DIRECTION THANKS TO OUR CARBON INTENSITY
THE CO2 trajectory based on the proposed
methodology from the SBT initiative.
Calculating the absolute value of our
emissions was no longer useful for

EFFORTS; THIS WILL HELP US TAKE INTO ACCOUNT OUR COMPANY'S ECONOMIC ACTIVITY AND EMISSIONS The ultimate goal is to align ourselves
with the global trajectory to keep global
tracking Decathlon's performance.
Instead, we chose a new indicator:
TRACK CHANGES IN OUR PERFORMANCE.
PER PRODUCT warming under the 2° C limit set by the
Paris Agreement (COP21). This goal is
“carbon intensity”, or the average CO2
impact per product sold.
> WE HAVE INCREASED OUR RANGE OF TOOLS AND TRAINING PROGRAMMES TO HELP
EMPOWER LOCAL TEAMS. WE MUST ALL TAKE OWNERSHIP OF OUR CARBON FOOTPRINT. SOLD currently under review by the panel of
experts. This method helps us develop
16 medium- to long-term goals that are 17
1. https://www.ipcc.ch/sr15/ 3. The scope 2 result is in the KPIs board in this report.
2. https://sciencebasedtargets.org/
 CHALLENGES & STRATEGIES
With the benefit of several years of
perspective on the carbon footprint for
Decathlon's total impact, the "change in
kg of CO2/product sold" indicator proved
to be the most relevant for our company,
given that our goal is to make the joys
and benefits of sport accessible to all.
The idea is to focus on a trend rather than
a single number, as this more accurately
reflects our day-to-day efforts to reduce
the impact of our business activities.
We chose 2016 as the reference year, as
that was the year when Decathlon made
our main commitments. Having laid this
foundation, we can get beyond thinking
in terms of annual profits or losses,
since the results of certain actions
become clear only in the medium-term.
They require an analysis within a larger
timeframe (especially when it comes to
product design).
2. WHAT ARE
OUR STRATEGIES
AND ACTION PLANS?
In 2018 we overhauled our carbon
improvement plan, particularly with
regard to Scope 3 on indirect emissions,
and we integrated CO2 emissions into the
overall Decathlon value chain.
When making investments, our priority is
the emissions sources with the greatest
impact.
We reduced our CO2 intensity by
stepping up our efforts relating to
Decathlon's strategic priorities. These
apply primarily to:
 Our energy supply: in joining the
RE100 initiative, Decathlon committed
to obtaining 100% of our electricity from
renewable sources by 2026. In 2018,
55.6% of the electricity we consumed
came from renewable sources, enabling
us to reduce the carbon footprint of
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
the electricity used at our sites by 7%
between 2016 and 2018 (see p. 90).
 Eco-designing our Decathlon brands
products to reduce the impact of the
different stages in their life cycles. In 2018
76% of the cotton used in the products
we design came from sustainable
sources, and 17.2% of our polyester
was sustainable. These efforts helped
us reduce the CO2/kg of manufactured
products by 1.4% between 2016 and
2018.
18
PEOPLE & MANAGEMENT
 Product transport: most notably, we
obtained a 50% reduction in air transport
when supplying our products. Through
this strategy we reduced the overall
impact of the transport of Decathlon
products by 6.5% (see p. 94).
Initiatives relating to waste and products’
end of life are also implemented and
overseen at the local level, resulting in a
45% sorting rate in 2018.
For 2019 we are readying a programme
to support our suppliers as they navigate
the energy transition, thanks to a network
of CO2 specialists set up to assist them
in tracking their energy consumption and
implementing their action plans to reduce
greenhouse gas emissions.
3. A NETWORK
OF LEADERS OVERSEEING
OUR PERFORMANCE
In 2018 the international network
comprised 126 sustainable development
leaders, including 25 country leaders, 64
Decathlon brand leaders and 37 industrial
process leaders.
These local players have been tasked with
developing the impact reduction strategy
and local action plans. The impact of our
products, sites (stores and warehouses)
and around 100 suppliers is now assessed
locally.
The impact of our sites and transport
methods includes: teammate and
customer travel, energy consumption,
product transport, waste production,
building construction, consumables
purchases and air conditioning leakage.
PRODUCTS & SERVICES
By setting up training in the Resource
Advisor tool and issuing quarterly reports
on environmental data, we have been
able to track results site by site over the
past few years.
Since 2018, the programme to reduce
our suppliers’ local environmental
impact also includes tracking of their
CO2 emissions using software that we
provide (see p. 78).
In addition, the design teams for
our Decathlon brands and industrial
processes are equipped with an
eco-design module that helps them
analyse and predict the life cycle of
components and end products. In
2018 we also began using an analytical
tool that extracts data about our
environmental impact at different
levels. The environmental impact has
been estimated for more than 65% of
Decathlon brand products.
All these tools help us see the full picture
of Decathlon's impact: by country, by
product family, by Decathlon brand and
by supplier.
RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY
NEARLY
1,460
115
SITES AND PRODUCTION SITES
STORES AND WAREHOUSES (SUPPLIERS) ARE MONITORED
USING THE RESOURCE ADVISOR TOOL
4. GREEN FINANCING: In Taiwan, the Sustainable Development At the end of 2018, a 2.3% financial
team created a group challenge to reduce bonus was distributed, coming largely
INTEGRATING OUR environmental impact by playing a from the impact of carpooling (20%
ENVIRONMENTAL serious game4 called the Seed Game. The less CO2 compared with teammate
PERFORMANCE INTO OUR game allows teammates to earn points transport in 2017) and energy savings
by developing eco-friendly initiatives. (the most efficient site, Taichung, saved
FINANCIAL RESULTS The final result was a financial bonus, in over €6,000 on its electric bill). In Taiwan,
addition to the economic result. 89.7% of Decathlonians took part in the
challenge, resulting in more than 4,500
In 2016, Decathlon recruited an extra-
financial performance leader in the environmentally friendly initiatives.
Sustainable Development team, to
introduce the notion of triple bottom
line (People, Planet, Profit) into our
performance.
The first step in our CO2 approach was
to calculate Decathlon's impact. Next,
we analysed the results to prioritise
impact reduction initiatives. The third
step is forecasting so that we can
accurately plan our trajectory. Our CO2
trajectory is now included in our monthly
internal financial report to ensure that
this criterion gradually takes its rightful
place alongside traditional economic
indicators.
To mobilise our employee shareholders,
extra-financial criteria are being factored
into our share value in 2018, including
changes in CO2 intensity (see p. 40).
In 2018, we started a project to include
the extra-financial performance into the
debt agreements with banking partners,
the project is still in progress.
At the local level, Decathlon teams are
also taking on board this link between
financial performance and carbon
performance.
19
4. Serious game: an educational game played in a corporate setting.
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

PEOPLE & PUTTING PEOPLE

AT THE HEART OF OUR GROWTH
MANAGEMENT Our teammates’ workplace well-being
is one of Decathlon's primary concerns.
Our company strives to implement
labour and human resources policies
in line with our values. At Decathlon we
believe that happy, engaged employees
contribute to a company's performance
over the long-term.
In 2018 the Quality of Life at Work (QVT)
team continued expanding their efforts
in France with help from their network of
local specialists (316 QVT specialists in
2018). The goal is to have one specialist at
each site who can oversee the following
issues: disability, inter-generational
cooperation, gender equality and quality
of life at work, psychosocial risks and
social engagement.
This year 50% of teammates around the
world stated that they enjoy coming to
work (total responding "yes, absolutely").
This indicator, which is central to our
human resources policy at Decathlon, is
measured using an in-house barometer
that helps our teams take stock of the
current situation and implement suitable
action plans to ensure that everyone
enjoys coming to work.
Decathlon once again topped the Great
Place to Work rankings for France,
coming in first in the "Best Workplace
with more than 5,000 employees"
category. This ranking, a benchmark
recognizing the companies employees
like to work for, confirms our teammates’
satisfaction.

PEOPLE AT DECATHLON IN FIGURES

AS OF 31/12/2018

68% TEAMMATES 3.4%

WORLDWIDE ARE UNDER 29
OF TEAMMATES

0.8% ARE OVER 55

IN FRANCE ARE LIVING
AND WITH A DISABILITY
IN FRANCE

76.9%
OF OUR TOTAL WORKFORCE WORLDWIDE
HAD A PERMANENT CONTRACT
46.9% 2018 ESSENTIALS IN FRANCE:
AT THE END OF 2018
OF WOMEN

50%
> DECATHLON LAUNCHED A SEXISM PREVENTION CAMPAIGN CALLED BLOW THE WHISTLE.

OF OUR TEAMMATES ENJOY

53.1% > THE DECATHLON MISSION HANDICAP TEAM CONTINUED WORKING TO RECRUIT, RETAIN,
RAISE AWARENESS ABOUT AND COLLABORATE WITH DISABILITY-FRIENDLY WORK CENTRES.

COMING TO WORK EVERY DAY1 OF MEN > DECATHLON SHOWCASED THE SKILLS OF SENIOR EMPLOYEES THROUGH THE WORK KNOWS
NO AGE PROJECT.

21
1. Results from the Decathlon Team Barometer survey of 61,952 Decathlon teammates from across the world in 2018 (Survey 2017 based on 60,028 answers).
Percentage of people who answered "yes, absolutely" to the question “I am happy to come to work every morning to advance our goals and my goals”.
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

GENDER EQUALITY: SUPPORTING EMPLOYMENT FOR PEOPLE WITH

ENSURING EVERYONE HAS
A VOICE AT THE COMPANY
Knowing that diverse teams drive
innovation and performance, we have
made diversity a top priority.
Achieving a balance between men and
women in the workforce is part of this.
The purpose behind the project led
by our Decathlon France teams is to
ensure that everyone can achieve their
goals and play a genuinely active role
in the company, all within a caring and
respectful environment.
Three training programmes have been
developed to achieve this: Female
Leadership and Boost’elles are both
women-only programmes created
to help female employees gain self-
confidence and develop career goals.
The Work-Life Balance When You're
Expecting training programme is open to
both men and women.
DISABILITIES IN FRANCE AND AROUND THE WORLD
Decathlon seeks to promote and support employment opportunities for people with disabilities. Our network of QVT2 specialists
is helping Decathlon improve working conditions for our teammates. These 316 specialists are the liaisons for our disability policy,
In 2018 we launched our Blow the which focuses on four areas: employment and training, hiring practices, job retention and using disability-friendly work centres.
Whistle campaign to prevent sexism In 2018 Decathlon formed a partnership with the French Handisport Federation to promote employment for people with
in the workplace. The goal is to disabilities. Through this partnership, employees learn about disability through sport and they are put in contact with candidates
encourage people to speak up and to with sporting experience during hiring. Making sport accessible to all is one of Decathlon's core values, as sport helps all our
raise awareness. Some of the topics teammates feel more connected to their work environment. That is how two employees living with disabilities became Decathlon
covered include telling the difference brand ambassadors in 2018, a position which enabled them to actively contribute to the brand strategy and also have their friends
between jokes and sexism, and between and family try out products.
flirting and sexism. The campaign calls
We actively seek to promote job retention, including by modifying workspaces with help from ergonomics experts (105 in 2017 in
on teammates to be mindful of their
France and 78 in 2018). In addition, leaders receive advice on how to manage teammates with disabilities.
reactions.
IN ITALY 19 WOMEN COMPLETED THE FEMALE
LEADERSHIP TRAINING PROGRAMME IN 2018
TO DEVISE THEIR CAREER PLANS, REMOVE
UNFAIR ROADBLOCKS, BOOST THEIR SELF-
CONFIDENCE AND DEVELOP THEIR POTENTIAL.

Sport training with blind people - Decathlon Hungary

T ESTIMONIAL
SÉBASTIEN BERNARD
HUMAN RESOURCES LEADER IN THE IT DEPARTMENT Other countries have followed France's Decathlon Italy website since 2017. They in 2018. At the same time, Decathlon
lead when it comes to initiatives that are suitable for many different sports: teammates are working to make sport
support employees with disabilities: basketball, tennis, fencing, swimming more accessible by organizing free sport
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

and handcycling (three-wheeled bicycles practice for blind people. After receiving
WHAT MEASURES HAVE BEEN IMPLEMENTED IN THE IT DEPARTMENT? Italy has made a major effort to raise
powered by the arms, mostly used by training from the Hungarian Autism
awareness with leaders in an effort to hire
Our department is not very diverse, so it is vital that our teams get the message about gender equality at Decathlon. In 2018 paraplegics). Offcarr, an Italian company, Society, our teammates began to offer
more people with disabilities. Through a
all our managers received training about sexism through the Blow the Whistle workshop. We want to take care of our people, manufactures these wheelchairs quiet shopping times starting in October
partnership with the Italian Association
as they are at the heart of our ambitions and our values. exclusively for Decathlon and the models 2018. During specific hours, the stores
for People with Down's Syndrome,
were developed in collaboration with our suspend use of the loudspeaker, turn
Decathlon Italy offers internships to
WHAT EFFECT DID THIS CAMPAIGN HAVE? young sports players living with Trisomy
teammates. In 2018, 80 wheelchairs and off the music and turn down the lights
The campaign helped managers and teams tackle the thorny issue of sexism. This is reassuring for everyone, because they around 100 spare parts and accessories to make shopping easier for customers
21, many of whom have gone on to be hired
understand the issue and they have information they can refer to. Everyone got the message very quickly thanks to the clear were sold. with autism and their families.
by stores. At the same time, the Aequalis
frame of reference and easily identifiable contacts. project from Decathlon Italy is making In Hungary, an in-house campaign
sport accessible to individuals with encouraged recruiters to hire people
disabilities. Wheelchairs and spare parts with disabilities, resulting in the hiring
have been available for purchase on the of nine teammates with disabilities
22 23
2. QVT: Quality of Life at Work.
 CHALLENGES & STRATEGIES
Aréli Emergence Program
OPENING DOORS AT DECATHLON
FOR GREATER SOCIAL INCLUSION
IN FRANCE
For the past few years Decathlon has
been working to give a second chance
to people at or near the margins of
society. These may be people looking
to join a new network, people who have
experienced setbacks in their careers, or
people who are getting back on their feet.
The goal is to help these individuals
by welcoming them into our company
where they can experience the
T ESTIMONIAL
FROM ARÉLI3
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
"The partnership between Decathlon France and Aréli's Emergence programme was first and foremost a chance to work
with incredible people and share our common values: promoting employment for young people, helping them discover the
company, how it works, its jobs and responsibilities, and building bridges between young people and Decathlon through
sporting activities and training.
We had some big successes in 2018: holding multiple events at Decathlon at key points in the programme, such as orientation
day for the newest crop of young people and the launch of 15 mentorships that became part of team projects.
We are delighted about the active collaboration with the Decathlon teams; the enthusiasm of our partners supporting our
mentees over the long-term will, we hope, inspire other employees to join us!"
24
3. http://www.areli.fr/le-programme-emergence
PEOPLE & MANAGEMENT
professional world and our passion for
sport. At Decathlon we believe in the
power of sport to help individuals re-join
society and get their careers on track. All
these efforts will contribute to building
our commitment to corporate social
responsibility.
Decathlon is supported in this by
a network of national reintegration
partners like Défense Mobilité (the
PRODUCTS & SERVICES
retraining agency for the French Ministry
of Armed Forces), with whom we formed
a partnership to help veterans find
employment, or the Come See What I Do
project that helps year-10 students who
do not have an extensive network land
their first internship.
We also have a large number of local
partnerships. Through our partnership
with the Aréli organisation we were able
to mentor 15 young people at Decathlon
in 2018. These five-year mentorships,
part of the organisation's Emergence
programme, are designed to help talented
young people from underprivileged
backgrounds succeed academically and
professionally.
RESPONSIBILITY IN PRODUCTION
WORK KNOWS NO AGE,
THE INTERGENERATIONAL
PROJECT AT DECATHLON FRANCE
The goal of the Work Knows No Age
project launched in 2018 is to be more
attentive to Decathlon France teammates
over the age of 55. Experience-
sharing between teammates and a
multigenerational workforce make our
company stronger and more productive.
Among other things, older teammates
have a great deal to offer in terms of
maturity, perspective and experience.
The project involves implementing
and following through on our
intergenerational agreements from
October 2016. It enables Decathlon to
communicate more clearly about our
intergenerational policy and focuses
on three main themes: hiring and job
retention for seniors, sharing skills
across generations, and navigating the
end-of-career (retirement) transition.
SATISFIED PART-TIME EMPLOYEES,
A DECATHLON PRIORITY
At the end of 2018, Decathlon had 6,739
part-time employees on permanent
contracts in France.
In early 2018 a new survey of all our
part-time employees on permanent
contracts revealed that 21% of them were
not satisfied with their hours. Decathlon
took substantial steps to improve the
situation. The survey is conducted every
six months and the following survey
showed that the number of employees
who were satisfied with their hours had
risen by 3%.
STORES & TRANSPORT INDICATORS & METHODOLOGY
As part of this work, a number of measures
are available to help teammates prepare
for retirement, if that is what they want,
and to continue working and manage
the end of their careers under good
conditions. For instance, we have offered
them the option to modify their working
hours and provided training courses
with information about preparing for
retirement. Our company also offers
personalised retirement assessments
starting at age 55.
In addition to providing information, we
also encourage our teams to honour the
careers of teammates who have been
with the company for 20, 30 or even 40
years by organising festive celebrations.
0.8%
OF THE TEAMMATES
ARE OVER 55 IN THE WORLD,
OR 756 TEAMMATES
The Decathlon part-time policy is process. For instance, we put together a
based on giving priority to meeting the “part-time” tool kit for team managers in
employee’s work schedule request at the order to give them useful guidance when
time of hiring. Our company has modified it comes to complying with the rules for
our hiring process to ensure that the part-time employment.
needs of the future employee and those In addition, when part-time employees
of the recruiter are a good fit. Recruiters begin a new job, they receive an email
now wait to see what the applicant's ideal to inform them of the rights and
hours would be before stating their own responsibilities of their new position.
needs. That prioritises the applicant's
These various measures are designed
wishes and keeps employees from being
to increase the number of part-time
hired for hours they do not want to work.
teammates who are satisfied with their
We undertook a series of actions in hours.
parallel to these changes to the hiring
25
 CHALLENGES & STRATEGIES
READY FOR RESPONSIBILITY
AND FREEDOM
We live in a world that is volatile, uncertain,
complex and ambiguous (abbreviated
as VUCA), with digitisation, globalisation
and the race toward progress on the
one hand and resource depletion and
rising inequality on the other. In the
face of these realities, companies
must be agile, quick and efficient. They
need teammates who are willing to be
daring, assume responsibilities and take
decisions locally that make sense for
their immediate surroundings.
In 2015 Decathlon began a process
of managerial transformation that
continues to this day. In 2018 our teams
RESPONSIBILITY AND FREEDOM AT DECATHLON IN FIGURES
AS OF 31/12/2018, WORLDWIDE
86%
OF OUR TEAMMATES
THROUGHOUT THE WORLD
STATED THAT THEY TAKE
DECISIONS AS CLOSE TO
THE ACTION AS POSSIBLE
IN THEIR WORK EVERY DAY
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
2018 ESSENTIALS
> DECATHLON ENCOURAGED TEAMMATES TO EXPERIENCE AND ENGAGE WITH THE VISION 2026.
> AUTONOMY, ACCOUNTABILITY AND LOCAL DECISION-MAKING ARE EXTREMELY POPULAR.
> EVERY TEAMMATE IS RESPONSIBLE FOR MANAGING THEIR OWN CAREER PLANS.
> TEAMMATES CAN PLAY DIFFERENT ROLES AND TAKE ON DIFFERENT RESPONSIBILITIES
AS PART OF THEIR JOB.
26
4. For the 5,000 teammates who participated in the company survey.
PEOPLE & MANAGEMENT
continued experimenting locally, making
changes and diving even deeper. The
goal is to prepare each teammate, each
team, each site and each country to
experience and develop the first part of
our Vision 2026: “Do what I love”.
This transformation is people-focused
and virtuous, yet it is also demanding
and requires guidance in order to
anticipate the problems teammates
may encounter during a time of major
change. To encourage our Decathlon
teams to be autonomous and engaged,
we have provided them with skills plans
and the resources they need to succeed.
412
TEAMMATES HAVE
TAKEN ADVANTAGE OF
INTERNAL MOBILITY
OPPORTUNITIES THANKS
TO THE POSTINGS
ON THE IN-HOUSE
JOB OFFER PLATFORM
PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY
RALLYING AROUND THE VISION 2026 AND
PUTTING IT INTO PRACTICE AROUND THE WORLD
Decathlon's Vision 2026 has been rolled out in some 40 countries around the world since the five pillars were chosen in 2016:
doing what I love, co-creating unique products, making @store a fantastic experience, being where we are needed, and protecting
people and the planet. In September 2018 a company survey of 5,000 teammates around the world found that 75% of them were
aware of the Vision, 10% were putting it into practice every day and 92% felt motivated to take it to the next level.
90% OF ALL
DECATHLONIANS STATED
Vision Day in Milan: On 26 and 27
April 2018, Decathlon Italy launched
an annual Vision Day with 150 Vision
leaders and point people. The event
THAT THEY ARE MOTIVATED was held at the former site of the Milan
AND INCENTIVISED TO universal exposition, a location with a
TAKE PART IN THE FUTURE strong sustainability ambition. The aim
of the encounter was to talk about what
ACTIONS THAT ARE PART countries had already achieved with
OF THE VISION 20264 regard to the five pillars and to motivate CAUSE 1 CAUSE 5
the ambassadors in attendance to Do what I love Protecting the planet
implement the Vision in their home and its inhabitants to
countries. Over the course of the two-day protect our purpose
event there were plenty of opportunities
to share and get inspired: our Italian
teammates presented the Aequalis
project, an in-store international sign
language (ISL) project, the creation of
the Fenc’it Decathlon brand for fencing,
and an idea for recycling textiles into
shopping bags. All these initiatives align
with one or more of the Vision 2026
priorities. CAUSE 2 CAUSE 4
Co-creating unique products Being there when
we are needed
CAUSE 3
Making @store a fantastic experience 27
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

DIVERSE RESPONSIBILITIES THE ENTREPRENEURIAL

FOR GREATER FULFILMENT
At Decathlon, each teammate is involved
in a project that entails one or more
responsibilities:
THEIR PRIMARY RESPONSIBILITY:
this is their job, accounting for up to
100% of their working time. However,
teammates may choose to structure
their time so that they can take on one
or more additional responsibilities that
SPIRIT AT DECATHLON
In the summer of 2017, the Entreprendre
by Decathlon project was rolled out for
TESTIMONIAL our French teammates (the first wave)
to help them "act boldly" by developing
AXELLE KIERS innovative projects. Coming out of the
Vision process developed in 2016 and
ROLES building on the idea of freelancing,
"I have been working as a our corporate transformation strategy
No. 2, 3, ETC.
communications and events contributes to the first pillar of our vision:
= No. 1 ROLE manager in the Innovation “Do what I love”. The goal is to encourage
department for three years now.
MY JOB
today’s challenges and the rapid
changes occurring in society. Anyone
in the company can be a part of this
effort. Support from other people helps
bring ideas to life with an ever-growing
palette of training programmes, regularly
scheduled workshops and input from
communities (understanding how to
start a business, write a business plan,
identify a target market, test an idea and

contribute to other projects, with their
team leader’s permission of course.
SECONDARY RESPONSIBILITIES:
in addition to their primary responsibility,
these present an additional opportunity
for teammates to express their talents
and contribute to value creation in a new
way.
That is my main role. Once I felt
proficient at this job, I was able to
take on another position with the
Sustainable Development team,
where I now spend 20% of my
working time. That way I am able
to capitalise on my skills and put
VALUE CREATED them to work for another team."
people to act boldly and show initiative by so on). There is also a digital community
advancing the idea of entrepreneurship for any teammates interested in or ready
within the Decathlon culture to address to become entrepreneurs.
AT DECATHLON, TEAMMATES WHO WANT TO BE ENTREPRENEURS CAN CHOOSE FROM DIFFERENT OPTIONS:
1. AS EMPLOYEES: THIS MAKES TEAMMATES "INTRAPRENEURS".
2. BY BECOMING FULL PARTNERS (INDEPENDENT): THIS MAKES THEM "ENTREPRENEURS".
3. B
 Y COMBINING THESE TWO OPTIONS AND BECOMING A HYBRID ENTREPRENEUR, SHARING THEIR TIME
BETWEEN THE TWO.

Ten projects were created in 2018. These included in-store sport coaching from salespeople, having users loan each other sport
products, renting second-hand sporting equipment at affordable prices, and setting up an innovative process that uses robotics
and artificial intelligence to help stores stock shelves and do other tasks more efficiently.

REASSERTING At Decathlon, people have always been

the heart and soul of our organisation.
We identify four roles for our teammates:
THE ROLE  Resource teammates contribute to
one or more projects as part of their
Teammates can play multiple roles if they
choose, supported by a developpment
plan. Their responsibility is to adopt the
right attitude at the right time and to
choose the right role for the situation and

OF LEADER work.
 Leaders lead a project and a team, and
the project.
In 2018 we put our focus on the leader

FOR OUR are responsible for creating value.

 Coaches support teammates in their
PROJECTS personal development.
 Specialists put their specialised
IN 2018
expertise and skills to work to support
teammates.
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
role during Leader Day on 12 June, which
was attended by 300 teammates from
I NTERVIEW
many different countries. During this
event, the attendees were reminded of
the importance of the leader mindset
ALEXANDRE MIQUEL
ATELIER SPORTIF INTRAPRENEUR AND SALESPERSON
as well as their many responsibilities:
clarifying what we do and do not stand
AT THE PORTET-SUR-GARONNE STORE IN FRANCE
for, putting subsidiarity into practice, and
creating value.

CAN YOU TELL US ABOUT YOUR PROJECT?

Atelier Sportif is a gift card that is good for a workshop or a course on bike maintenance and repair and the equipment that
goes with it. There are several levels to choose from (beginner, intermediate or expert) and you can add additional products
to the gift card. At the end of 2018, a total of 430 gift cards had been sold at the Portet-sur-Garonne store and 380 customers
had completed a workshop. Eleven other French stores have come on board since November 2018.

HOW DID DECATHLON SUPPORT YOU IN THIS INITIATIVE?

I got in touch with the right people. Currently, my primary sponsor is the Workshop, which is funding the project, and the
Rockrider Decathlon brand is helping me with the vision and value creation aspects. With their help, I will spend a year rolling
out my project in other stores and testing it on a larger scale with the human and financial resources I’ve been given. Right
now I'm a salesperson on Saturday and a project manager on weekdays. I can take training that contributes to my personal
RESOURCE LEADER COACH REFERENT development and directly supports my project.
28 TEAMMATES 29
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

EMPLOYEES TAKE OWNERSHIP DEVELOPING

OF THEIR CAREERS WITH
HELP FROM PEOPLE AND DIGITAL TOOLS
SKILLS AND
In conjunction with the existing mobility options, the self-management project gives each and every employee the chance to take
ownership of their career path. The project is based on transparent information through a training course and three interconnected
UNCOVERING TALENT
digital platforms that include a programme called Create Your Own Journey: Providing employees with training creating new positions and providing
throughout their careers is essential opportunities to develop new skills.
for them to maintain the skill sets that By changing the way that knowledge
 Talent presents each person’s career path and profile to promote interaction In 2018, a total of 186 Belgian teammates they need to develop all our company's is passed on, especially by defining the
between teammates. Feedback indicates that Talent is a driver for spreading a culture took advantage of a two-hour module on strategies. role specialists play at the company,
of positive retroactive comments (especially through mutual recognition of skills and discovering and promoting their talents,
Training ensures that teammates we have shifted the emphasis to
recommendations). and 22 participated in training to identify
are able to pursue their professional sharing knowledge and real-world
their value creation zone using the Ikigai
 Job Offer optimises access to in-house job offers. This platform posted 691 development, both for skills directly experiences while continuing to
method.
job offers in 2018, to which a total of 5,461 applicants responded. Ultimately, 412 linked to their jobs and for their overall prioritise self-assessment and the digital
teammates changed jobs thanks to the site. Born out of the Vision process in 2016, personal development, by helping them transformation.
Create Your Own Journey fits with the adapt to the many changes in their work This learning method promotes
 Projects makes it easier to post and share projects. The platform listed 1,099 environment.
“Do what I love” pillar by supporting the teammate autonomy by stressing the
projects in 2018.
transition to a role-based structure. Decathlon makes sure that every importance of skill development and
These platforms are available in all Decathlon countries. Eighteen countries now use teammate has the resources they need at personal fulfilment through an agile
them actively (compared with10 in 2017); these are countries where there is a local every point in their careers to help them structure that is open to all.
contact person to manage them. become more autonomous while also

TRAINING AT DECATHLON IN FIGURES

AS OF 31/12/2018

PROMOTING SUBSIDIARITY 1,368,118

6EXCHANGE
HOURS OF IN-PERSON
TO ADVANCE OUR PURPOSE DECATHLON TRAINING AND 190,887 HOURS OF E-LEARNING COURSES
COMPLETED BY DECATHLON TEAMMATES
Since 2015, Decathlon has been pursuing In 2018 we sent out a survey to all our WORLDWIDE
a managerial transformation process employees that included the question: TRAINING CENTRES

to focus on trust and responsibility. In
2018 we concentrated our efforts on
the subsidiarity principle: ensuring that
decisions are taken locally, as close
to actions and outcomes as possible.
The right conditions must be in place
to ensure that each teammate has the
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
7,815
"Are you the person who takes decisions
WORLDWIDE
on issues that affect you?" Of the 7,131
teammates who responded, 70% stated 5 EMBASSIES
that they put subsidiarity into practice
MONITOR TEAMMATES DELIVERED
every day. AT LEAST 1 TRAINING SESSION IN 2018
WORLDWIDE

chance to experience this subsidiarity:

more collaborative working approaches,
greater agility, more empowerment,
clearly defined frameworks
transparent information. The goal
is to move from a pyramid-based
management structure with centralised
decision-making to a set of autonomous
and interdependent multidisciplinary
projects. These are human-scale and
network-based projects that help people
take decisions that are right for their local
contexts.
30
T ESTIMONIAL
and
NATHALIE TIBERGHIEN 2018 ESSENTIALS
HUMAN RELATIONS MANAGER IN FRANCE
> DECATHLON DEFINED THE ROLE OF COMPANY SPECIALISTS FOR GREATER AGILITY
IN THE ROLL-OUT AND SHARING OF SKILLS KNOWLEDGE BASES.
"Personal development is key. The company cannot change unless the people > DECATHLON MADE IT EASIER FOR ALL OUR TEAMMATES TO ACCESS
within it change. Working on your self, your emotions, your deeply held values.... SKILL-BUILDING TOOLS THROUGH THE DECATHLON ACADEMY PLATFORM.
When you know who you are, you trust yourself and others, you choose your
responsibilities and you decide." > DECATHLON EXCHANGE CONTINUED TO ADD CENTRES AND EMBASSIES THROUGHOUT
THE WORLD. THEIR GOAL IS TO PROMOTE PERSONAL DEVELOPMENT, EMPOWER OUR
TEAMMATES AND CONVEY OUR CORPORATE CULTURE.
31
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

DECATHLON ACADEMY:
ENHANCING CAREERS AND
EMPOWERING PEOPLE LOCALLY
Decathlon wants each and every teammate to be able to measure their progress and
performance independently and develop the skills they need to advance their careers.

In 2018 Decathlon created a single point
of entry resource for skill building: the
digital Decathlon Academy platform.
The goal is to ensure that every
teammate can access the skills they
The project has been deployed in
France. Fo other countries, launching will
continue till 2020. In France, the choice
was made to designate local training
leaders whose job would be to build a

HELPING PEOPLE REACH THEIR POTENTIAL would need for any Decathlon position,
so that they can take control of their own
network of specialists for a specific area
(for example, a given town, store, etc.).

AND PROMOTING OUR CORPORATE CULTURE
THROUGH DECATHLON EXCHANGE
Since 2005, the teams at Decathlon
Exchange, which are now active in nine
countries, have supported teammates
as they take control of and manage
their career plans; sharing Decathlon's
values, corporate culture and vision with
employees helps them dare to become
empowered and make decisions.
Aligned with the first pillar of the
Decathlon Vision, "Do what I love”, the
main goal is to help all employees
reach their full potential by encouraging
them to think about their personal
development to promote empowerment-
based management.
The three main priorities for Decathlon
Exchange in 2018 are:
 An educational training ladder,
available online and in-person to
facilitate the personal development of
each teammate;
 A new online learning platform, Dex
Course, open to all employees with
access to a complete range of content in
online and video formats;
 Our corporate culture shared with
100% of our employees throughout the
world through our Values and Purpose
training programmes.
A worldwide Decathlon Exchange
network was also set up to share our
values and encourage everyone to
embrace our corporate culture.
careers and make collaboration between
sectors more fluid.
The Decathlon Academy group built
up a skills database that will help our
teammates take an à la carte approach to
their career plans by choosing the skills
that they actually need. Each skills leader
suggests processes, tools and trainings
that facilitate local decision-making.
THE ROLE OF A DECATHLON ACADEMY SPECIALIST :
The role of specialists as well as their
skills framework and responsibilities
were also determined.
As part of our continuous improvement
approach, we revisited the content of any
training programmes given less than 4
out of 5 stars by learners.

FO CU S
In 2018 we relied on local Decathlon Academy leaders and specialists to develop our training strategy. We wanted
to ensure that every Decathlon employee would be able to successfully use the skills base, in collaboration with
the local Decathlon Academy leader.
The Decathlon Academy specialist is in charge of all learning methods associated with a skill.
The role of Decathlon Academy specialists includes three main responsibilities:
T ESTIMONIAL
1. Developing the skills of each teammate: They are in charge of providing support and ensuring that teammates
NARATH CHHEAV apply what they learn to their work.
DECATHLON EXCHANGE LEADER IN CAMBODIA
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

WHY DID YOU WANT TO OPEN A DECATHLON EXCHANGE IN CAMBODIA?
My main goal was to ensure that all our teammates would have local access to the Decathlon values and purpose. During
the week-long launch of the Decathlon Exchange, we held several workshops focusing on roles, in particular through the
Values and Purpose seminar.
WHAT KIND OF SUPPORT DID YOU RECEIVE?
The country leader was the first to support the project. Later, the Decathlon Exchange team in France provided a lot of
assistance. We formed the team quickly thanks to our enthusiastic and motivated teammates. The Decathlon Exchange
Embassy network also gave us a great deal of support, especially the dedicated teams in India and Vietnam.
2. Helping teammates acquire new skills: They analyse the requirements of a given area (country, store, etc.)
and propose action plans that will help build the skills that are needed.
3. Contributing to skill assessments: They make themselves available to skills leaders and coordinate the
various learning methods that have been selected by the leaders locally. They can also suggest and develop
training programmes locally as needed.
The purpose of this work is to promote self-assessment so that each individual can evaluate their own successes
and areas for improvement through questionnaires and interviews.
To encourage employees to apply to become Decathlon Academy specialists, a dedicated training course called
Thinking Like a Specialist was pilot tested in 2018 and has been rolled out since February 2019.

32 33
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

DECATHLON ACADEMY UP AND RUNNING IN CHINA DELIVERING

Following in the footsteps of the French
project, Decathlon Academy was
launched in China in 2018 to help all our
teammates, especially those in stores,
access training and encourage them
to take charge of their learning. One
of the areas that the team overseeing
the project worked on was updating
the online learning platform that will
replace existing tools over time so that
we will eventually have a single learning
ecosystem.
Any teammate will be able use this
platform to take online or face-to-face
courses and interact with the various
communities that have been formed
to share best practices and make the
training materials on offer even better.
HEALTH AND SAFETY
T ESTIMONIAL
TRACY SHI The health and safety of our teammates,
customers, corporate service providers
development day-to-day, reduce stress
and support teammates who are
DECATHLON ACADEMY LEADER FOR CHINA
and sports users is a top Decathlon experiencing difficulties.
priority. The care that goes into creating a The personal safety of customers and
fulfilling work environment for everyone, employees is a daily concern in every
"We needed to launch and update this digital platform in China so that we thanks to prevention and safety country where Decathlon operates.
could deliver a powerful learning experience to all our teammates. Our goal procedures, is extremely important. We follow a process based on safety
was to encourage them to play an active role in their own learning, especially by
Prevention initiatives for our teammates’ standards, groups of specialists who
leveraging the post-training self-assessments. Plus, China's rapid economic
health focus on two areas: first, physical discuss procedures, and teammates who
development meant that we had to offer a mobile solution that was easy to
health and arduous working conditions, are tasked with leading and upholding
use and accessible from any device. The initial feedback since we updated the
with encouragement to play a favourite this responsibility at the local level.
platform is highly encouraging: our teammates say that the platform is more
sport and consideration of work
efficient and more in line with the direction our company is taking.”
postures; and second, mental well-being,
with efforts to ensure professional

SUSTAINABLE DEVELOPMENT TRAINING

FOR AN ACROSS-THE-BOARD IMPACT
Sustainable Development is a theme with
its own dedicated section on Decathlon
Academy. We chose to organise the
challenges in connection with this
was to make a real difference on the
ground, where they work. To help with
this, sustainable development training
programmes for every level are now
HEALTH AND SAFETY AT DECATHLON IN FIGURES
AS OF 31/12/2018
At the same time, we developed
and rolled out an engaging training
programme specifically for our stores in
France to give our teammates what they

79% 93% 316

topic on the platform so that we could available on Decathlon Academy. were asking for: a chance to organize
cover all the Sustainable Development An online course (comprising 20 sustainable development initiatives that
roles at Decathlon and offer a training e-learning modules: understanding are part of their daily lives. This training
the issues, understanding eco-design, course was developed in collaboration
OF
programme for each of the identified
jobs. understanding the carbon footprint, etc.) with around 20 employees from all over TEAMMATES PLAY FELT SAFE IN THEIR QUALITY OF LIFE
In 2018 an in-house barometer found was developed to help all our Decathlon France. THEIR SPORT REGULARLY WORKPLACE IN 2018 AT WORK SPECIALISTS
that what teammates wanted most employees learn about the challenges
and test their knowledge. 1% LESS THAN IN 2017 1% LESS THAN IN 2017 IN FRANCE

T ESTIMONIAL
CHARLES FRYS ROLLER SPORTS LEADER AT THE STORE IN LEERS, FRANCE
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

WHY WAS THE SUSTAINABLE DEVELOPMENT TRAINING PROJECT 2018 ESSENTIALS

IMPORTANT FOR YOUR STORE?
This is something I believe in and an important topic for our company in today's world, especially given how big we are!
It's an issue that I really care about. More and more of our teammates are becoming attuned to this, which is why we
created this course; our goal was to develop a comprehensive training programme for the stores and to have sustainable
development leaders in each store.
WHAT CONCRETE STEPS HAVE YOU TAKEN IN THE WAKE OF THE TRAINING?
At the Leers store we started with small steps like replacing all disposable cups with reusable ones and implementing a
"zero discarded product" target thanks to partnerships, as well as a project at the Lompret warehouse to give products a
second life.
34
> DECATHLON INSTITUTED A NETWORK OF LOCAL SAFETY MANAGERS THROUGHOUT THE
WORLD TASKED WITH MANAGING AND ENSURING COMPLIANCE WITH SAFETY RULES FOR
TEAMMATES AND CUSTOMERS IN OUR STORES.
> WE CREATED AN OFFICIAL PROCESS FOR PREVENTING AND ADDRESSING PSYCHOSOCIAL
RISKS THROUGH THE BE + PROJECT IN FRANCE.
> A REVIEW OF ARDUOUS WORKING CONDITIONS IN WAREHOUSES AND STORES IN FRANCE WAS
LAUNCHED AND ERGONOMICS EXPERTS ARE LOOKING AT WORK POSTURES AND SCHEDULES.
35
 CHALLENGES & STRATEGIES
HIGHLIGHTING SOLUTIONS
TO PREVENT PSYCHOSOCIAL RISKS
According to the OECD, mental health
concerns like depression affect more
than one in six people in Europe and
cost over €600 billion, or 4% of global
GDP. To achieve well-being at work, it
is essential to strike a balance between
one’s personal life and professional life.
Difficulties can arise in either of these
spheres, affecting the individual's entire
outlook.
To prevent these problems, Decathlon
has instituted a series of measures in
France to alert us when our teammates
are going through hard times so that
we can offer them the support they
need. These measures are part of the
Be + project, which focuses on reducing
psychosocial risks that include, for
example, burnout, harassment and
factors that may upset the work-life
balance.
RISK
PREVENTION:
ARDUOUS
WORKING
CONDITIONS
As part of a risk prevention process,
Decathlon has identified the occupational
risk factors that are likely to affect the
health and safety of our teammates
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
around the world. These risk factors
are measured in terms of time (length
of exposure in hours or frequency) and
intensity (weight, auditory volume, etc.).
36
PEOPLE & MANAGEMENT
Be + also offer a series of audio resources,
relaxation and meditation sessions, and
simple breathing exercises, all of which
help people become aware of the problem
and take a step back to get a sense of
perspective; it also offers a dedicated
community (Bubble and Well-Being). For
day-to-day issues, Human Resources
contacts and QVT specialists (see p. 21)
are trained in active listening skills and
taught to recognise warning signs.
If the risk is confirmed, teammates in
France have many different internal
and external resources that they can
access anonymously: social workers
(hotline), psychological care (from
an outside provider), and short-term
support programs after traumatic
events, including the deployment of a
psychological response unit within 24 to
48 hours after a death, a robbery, etc.
The risk factors are broken down into
different categories, such as:
 work schedules (working at night,
working on a series of alternating teams,
repetitive work);
 the physical environment (hazardous
chemicals, high-pressure environments,
extreme temperatures, loud noises, etc.);
 significant physical strains on
teammates (uncomfortable postures,
handling heavy loads, etc.).
TEAMMATES WHO STATE THAT
THEY PLAY THEIR SPORT REGULARLY
NO
"NOT REALLY" AND
"NO, NOT AT ALL"
20%
YES
"RATHER"
37%
PRODUCTS & SERVICES
Two training programmes are available
in France to prevent risks and limit or
eliminate arduous situations for our
teammates: “Movements and Posture”
and “Preventing Risks Related to Physical
Activity”.
In 2018 a working group in France
tasked with analysing conditions
in our warehouses developed
recommendations from ergonomics
experts, in particular with a group of
instructors and engaging content to get
the messages across more effectively.
YES
"ABSOLUTELY"
43%
RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY
KEEPING CUSTOMERS
AND TEAMMATES SAFE
AROUND THE WORLD WITH
THE SAFETY UNITED NETWORK
DECATHLON CONSIDERS with criteria that have been tailored to safety risks. As part of this effort, each
account for local circumstances. member of the safety network makes
THAT KEEPING a commitment through a signed letter
The Safety United network is made
TEAMMATES, up of teammates from all levels of the of engagement with the Safety United
USERS, company (from operations managers specialist and the country safety leader.
to country safety leaders all the way up We are currently working to implement a
CUSTOMERS to a global safety officer). The network global performance indicator for keeping
AND SERVICE PROVIDERS maintains the focus on safety throughout people safe in 2019.
SAFE AROUND THE the world. In France, safety captains are in charge of
Revised international specifications were keeping our teammates and users safe in
WORLD IS ITS PRIMARY published in April 2018. All country safety our stores and warehouses. Every store
RESPONSIBILITY. managers now have a contact person has an average of 6 to 12 safety captains
who acts as a specialist within the (in particular, all department managers),
As part of our efforts to promote who receive regular training on a variety
Safety United network, enabling them to
autonomy and subsidiarity, safety is now of topics (handling evacuations and
perform self-assessments and ensure
handled locally by those most familiar accidents, for instance).
that all the minimum requirements and
with the local context. At Decathlon we
maintain our strict standards in this local rules are in place and properly How well safety is managed locally is
arena by giving each country and each overseen; whatever stage the country assessed using different metrics, from
store a set of minimum requirements is at, the local level of oversight must on-site self-assessments to external
(see below) that ensure safety remains be the same. Once again, the goal is audits performed by the Decathlon
a priority. These are then fleshed out to ensure that the country is able to internal auditing team.
independently and responsibly manage
PROTECTING TEAMMATES ON INTERNATIONAL BUSINESS TRIPS
FO CU S
International business trips are often a key part of Decathlon teammates' job responsibilities. To make their trips
as safe as possible, Decathlon recommends that they take certain precautions before, during and after their
trip. The recommendations can be found on a dedicated website and application5. As a preventive measure, the
health centre for our Lille sites – where the vast majority of international travellers are based – is given a list
of teammates who are planning to travel a month before their trip. Travellers are offered an opportunity to talk
about potential health risks associated with their trip, such as the risk of certain diseases, vaccines or boosters
they might need, risks related to water or food consumption, etc. During their overseas trip, teammates can at
any time request medical assistance from an advisor familiar with their specific destination, and ask for care
adapted to their needs. After the trip, teammates receive a questionnaire about the conditions during their trip.
37
5. Service provider : SOS International.
 CHALLENGES & STRATEGIES
ATTRACTING, REWARDING
AND MOTIVATING TEAMMATES
Our teammates are the heart and soul
of our business at Decathlon, and
we communicate with them about
compensation from the moment they
join our team. Our compensation policy is
designed to help employees feel involved
in our company's financial performance,
to empower and motivate them, and to
attract new talent.
At Decathlon, our compensation
package has three goals: supporting
company strategies, fairly compensating
employees for the value they create, and
paying wages that are commensurate
with salaries paid to other teammates
and with labour market rates. Decathlon
also gives employees the chance to
become company shareholders in many
of the countries where we operate.
COMPENSATION AT DECATHLON IN FIGURES
AS OF 31/12/2018
2.1
BILLION OF EUROS
TOTAL WORLDWIDE
PAYROLL
+4% COMPARED TO 2017
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
2018 ESSENTIALS
> DECATHLON RELIES ON WORK-STUDY OPPORTUNITIES AND HAS IMPROVED THE
ON-BOARDING PROCESS OF NEW WORK-STUDY HIRES.
> EMPLOYEES ARE GIVEN SUPPORT TO HELP THEM HAVE A VOICE IN THEIR COMPENSATION.
> WE CONTINUED TO MAKE SHAREHOLDING MORE INTERNATIONAL, WITH 37 COUNTRIES
PARTICIPATING IN OUR EMPLOYEE SHAREHOLDING SCHEME.
38
PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION
ATTRACTING TOMORROW’S
TALENT THROUGH WORK-STUDY
OPPORTUNITIES IN FRANCE
To achieve our growth objectives,
Decathlon attracts work-study hires
by onboarding them and giving them
responsibilities as rapidly as possible.
At the end of 2018 we had 979 people
in work-study positions, representing
a significant recruitment resource
for our company. We created these
opportunities with several key goals in
mind:
 Decathlon is committed to helping
young people enter the workforce;
 Decathlon wishes to retain 100% of
our work-study hires as they finish
their studies by offering permanent or
temporary contracts;
 100% of work-study hires and interns
are satisfied with their experience at
Decathlon.
GIVING TEAMMATES
52.5% A VOICE IN THEIR COMPENSATION
OF TEAMMATES ARE
DECATHLON SHAREHOLDERS
The goal of Decathlon's compensation
scheme is to empower all our
59%
teammates and help them feel invested
IN 37 COUNTRIES in our company's financial performance,
our mission and our values through a
comprehensive compensation package.
OF TEAMMATES FEEL THAT THEIR One of the core elements of the package
SALARY IS FAIR COMPENSATION is the idea of profit sharing, which draws
on incentive and shareholding systems to
FOR THEIR RESPONSIBILITIES help employees become "part owners" of
SAME NUMBER AS IN 2017 their company and also build up assets.
Two years ago, Decathlon decided to
incorporate customer satisfaction into
the incentive system in France. The
addition of non-monetary performance
helps teammates feel more motivated
about the company's financial and extra-
financial performance.
STORES & TRANSPORT
In 2018 a total of 35% of these hires signed
permanent contracts, compared with
25% in 2017, and our efforts to improve
how we bring our work-study hires on
board are expected to steadily increase
this figure. Most importantly, 92.5% of
our work-study hires were satisfied with
their experience at Decathlon in 2018.
We instituted a host of new initiatives
in 2018 to improve onboarding and
retention for our work-study hires:
 During the onboarding process:
welcoming and orientation events for
work-study hires in every part of France,
a regular newsletter with the latest news,
and a discussion community on the
company social network;
 Ongoing support: a mentoring
programme to enhance and substantiate
To help teammates better understand
their compensation, the programme
launched in 2017 – to give teammates
a voice in how they are compensated
– was expanded to all locations in
France thanks to training for all Human
Resources teams working on this topic.
The training module includes in-house
information pertaining to Decathlon
OUR TEAMMATES FEEL THAT THEIR SALARY
IS FAIR COMPENSATION FOR THEIR RESPONSIBILITIES
AS A %
59%
56% 2016
2015
INDICATORS & METHODOLOGY
this role, special support resources, and
clear, streamlined pathways such as
the "work-study to future department
manager" track.
Meanwhile, the #ChooseYourTeam
communication campaign was launched
in 2018 to showcase Decathlon's
commitment to hiring students with
a passion for sport, giving them the
opportunity to turn a work-study
position into their first job at Decathlon.
Decathlon helps make work-study hires
more employable thanks to a positive
first professional experience while
positioning the company as a promoter
of professional and social inclusion for
young people in France.
In line with Decathlon's belief in
subsidiarity, work-study hiring strategies
take different forms in different locations.
In some regions, we have formed strong
partnerships with schools and clubs
to help identify talent and offer young
people the chance to set out on their first
career adventure.
(overall package, sharing value created
and employee benefits) as well as outside
information (pay scales elsewhere).
By bringing into perspective all of this
internal and external data and offering
a clear snapshot of each teammate's
performance and level of responsibility,
we are helping our teammates play an
active role in their compensation.
59% 59%
2017 2018
39
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

PARTAKING IN THE VALUE THE DECATHLON FOUNDATION:

CREATED THROUGH SHAREHOLDING
Shareholding offers an opportunity
SHARING THE VALUES
for teammates to make a long-term
investment in their company and to join
in a shared venture. This gives them the
OF SPORT TO HELP PEOPLE
OVERCOME CHALLENGES
tools to better understand Decathlon's
business and financial performance, so
they can build up assets and feel more

IN THEIR LIVES
involved and empowered.
With teammates who help drive the
company’s economic performance,
shareholding is a real plus for our Since 2005, the Decathlon Foundation
company and makes us a more attractive has provided support to teammates
employer. who wish to take part in initiatives by
In 2018 a number of countries came on non-profit organisations with the aim of
board with shareholding, keeping up the forging an alliance between sport and
rapid pace of country roll-outs. employability.
Our goal is to have our shareholding Believing that sport is an excellent
liaisons, numbering 412 in 2018, driver for access to employment,
communicate information to our the Foundation helps build lasting
teammates and make sure that everyone connections between teammates, the
has equal access. people they help and organisations
Decathlon that are making a difference in their
shareholding opening, communities. By making sport
Egypt (Nov 2018) accessible to people in difficulty and by
helping teammates create long-term
ties with their neighbours, the Decathlon
Foundation is putting our company's
values and purpose into practice.
Serving all our Decathlon teammates,
the Foundation supports any country
that is interested in developing their
own local Foundation team. Today, four
countries have autonomous teams. This
aligns with our commitment to develop
projects as closely as possible to local
concerns.
In addition to these community-focused
activities, the Foundation also works to
assess our environmental and social
footprint, especially in India, so we can
calculate the overall regional impact of
Decathlon's activities.

KEY FIGURES FOR THE FOUNDATION

AS OF 31/12/2018

38 315,000 PEOPLE IN DIFFICULTY WHO HAVE

RECEIVED ASSISTANCE (SINCE 2005) NOW PLAY A SPORT THANKS
OUR SHARE VALUE INCORPORATES
FO CU S

DECATHLON'S EXTRA-FINANCIAL PERFORMANCE IN 2018 PROJECTS TO THE LOCAL ENGAGEMENT OF OUR TEAMMATES
AND THE SUPPORT OF THE FOUNDATION
Decathlon creates economic, social and environmental value, our sustainable development strategies and SPONSORED
initiatives are built into the value of Decathlon shares. This means Decathlon's environmental, social and
societal performance is directly tied to our financial performance. It also enables us to highlight extra-financial
IN 2018
BY DECATHLON 65,000 PEOPLE HELPED
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

values linked to long-term performance for all those who are part owners of the company. TEAMMATES BY PROJECTS APPROVED IN 2018
Decathlon's extra-financial performance is assessed based on all our sustainable development strategies
and initiatives, with a focus on six representative indicators: how much our teammates enjoy coming to work,
user satisfaction, human responsibility in production, environmental responsibility in production, carbon
management and environmental labelling. 2018 ESSENTIALS
> AUTONOMOUS CONTACTS WERE DEVELOPED IN COUNTRIES
THAT HAVE CREATED THEIR OWN COMMITTEES AND SUPPORTED LOCAL PROJECTS.
> THE FOUNDATION'S WEBSITE PROVIDES OUR TEAMMATES WITH ACCESS
TO ALL THE INFORMATION THEY NEED TO CREATE A PROJECT
AND BETTER UNDERSTAND WHAT INITIATIVES WE SUPPORT.
40 41
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

SUPPORTING TEAMMATES WHO WANT TO MAKE
A DIFFERENCE IN THEIR COMMUNITIES
The projects supported by the
Decathlon Foundation are spearheaded
by Decathlonians. Every project is
proposed by one or more teammates
who co-develop the project with an
organisation they have chosen to support
in their region. Behind every project is a
personal story connecting teammates
and the people they want to help.
SOME EXAMPLES OF PROJECTS
SUPPORTED BY THE FOUNDATION IN FRANCE
DECATH’LET: WALKING
WITH CHILDREN FROM THE
MARC SAUTELET CENTRE
Newfeel Decathlon brand leader David
and his wife work with children and
teenagers at the Marc Sautelet paediatric
centre in France's Nord department.
The goal for the project is to encourage
children who are obese to increase their
physical activity and take up Nordic
walking.
Through a partnership with the
Decathlon Foundation, the Marc Sautelet
centre helped over 250 young people
practice Nordic walking in 2018.
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
The Foundation funds community
initiatives through long-term investments
in sports fields, facility renovations,
sporting equipment and training for
careers in sport.
Day-to-day oversight of the project
is provided by the Decathlonians
themselves. They co-develop the
project, organise meetings and take part
SOCCS : SAINT-OMER
CRICKET CLUB STARS
INTRODUCES THE TOWN’S
RESIDENTS TO CRICKET
SOCCS started out as a group of
young disadvantaged immigrants in
Saint-Omer (a town in France's Nord
department) playing their beloved game
of cricket with rudimentary equipment.
They came up with the idea, formed a
team and quickly made it to the regional
tournament.
The Foundation helped them build a
cricket field and reach out to many
children in the area, introducing them to
the game. At the same time, the team
at the local Decathlon store helped the
young immigrants in their efforts to find
employment by giving them guidance on
resume writing and coaching them in job
interview skills.
in events. We fulfil our mission by forging
ties with others and sharing the values of
sport, all in the interest of helping those
who have encountered difficulties in their
lives.
The beauty of this project is the array of
people involved, creating a local network
that includes the store teams, the young
job-seekers and local organisations
(non-profits and NGOs). Some of these
young people are now trying out for the
French national team.
THE FOUNDATION'S
INTERNATIONAL ACTIVITIES
In line with our company's strategic
focus to ensure that decisions are taken
by the people most directly affected by
them, the Foundation allows countries to
become autonomous if they so choose.
THE FOUNDATION'S INTERNATIONAL ACTIVITIES IN ITALY
TAM TAM BASKETBALL 4
YOUNG: COMMUNITY-BUILDING
THROUGH BASKETBALL –
CASTEL VOLTURNO
The Tam Tam Basketball association
is based in a coastal part of Italy's
Campania region near the town of Castel
Volturno, which is home to large numbers
of immigrants from non-EU countries
who often have trouble finding work.
Born out of Decathlon teammates’ love
of basketball, the idea was to build a
community of experienced basketball
players who would teach residents to
play the game.
The Decathlon Foundation donated
funds to buy apparel and sporting
equipment for these individuals, and,
thanks to the Tam Tam association,
helped them build a community through
sport and receive psychological and
educational assistance. The Foundation
also helped with the purchase of a bus,
so that the participants could take part
DECATHLON FOUNDATION ACTIVITIES IN SPAIN
ALDEASSPORT:
PROTECTING CHILDREN FROM VULNERABLE FAMILIES AND
GUIDING THEM TOWARD INDEPENDENCE – DECATHLON CUENCA
The decision to create a country office
is often tied to the number of projects
that are already spearheaded locally
by teammates. These autonomous
entities organise their own committees
in team events even if the schools they
attend are far from the practice location.
LA FORGE DU VENT
SCUOLA VELA MASCALZONE
LATINO: TEACHING
UNDERPRIVILEGED CHILDREN
TO LOVE THE SEA – NAPLES
The Scuola Vela Mascalzone Latino
sailing school is located in Naples, on the
site of a former naval base.
In 2010 the school's founder paid to
completely renovate the buildings.
His idea was to help underprivileged
children and teenagers in Naples
discover a love of the sea by learning
to sail. Today the organisation offers
sailing lessons to girls and boys (ages
6 to 18) from socially and economically
disadvantaged backgrounds. The group
has gone one step further and now offers
many kinds of support, from after-school
programmes to help finding a job and
access to a psychologist. The Decathlon
and select projects that align with the
Foundation's purpose and respond to
local needs. Autonomous countries
receive support from the Foundation
team in France, supporting and clarifying
processes with the goal of ensuring
that the local team can choose their
own community-oriented projects,
coordinate their members and help local
teammates learn about community
initiatives.
Foundation provided funding for their
sporting activities at every phase of
preparations and financed the purchase
of 11 additional boats, apparel and basic
equipment.
The long-term goal is to pass on the
values learned through sport, such as
loyalty, strength and perseverance, and
orient young people toward professional
careers with a connection to the sea and
sailing.
DEPORTEA: HELPING PEOPLE
WITH AUTISM EXPERIENCE
THE JOYS AND BENEFITS

WITH THE ALDEAS INFANTILES ORGANISATION OF SPORT – DECATHLON

Aldeas Infantiles was created to support children from vulnerable families and to POZUELO STORE
help them become independent, active members of society. The organisation works This project changes how adults with
with children who have experienced parental neglect; through the organisation they autism live by helping them experience
THE NEW DECATHLON FOUNDATION WEBSITE can find a secure, nurturing family environment. The organisation also works with the joys and benefits of daily physical
FO CU S

the families of children placed in foster care to help the children return as quickly activity.
The new Foundation website went live in 2018. Any non-profits as possible to their biological families and if this is not possible, to improve family
By improving the physical, mental and
that want to be part of what we do can use this platform to access relations.
emotional well-being of people with
information, and any teammates who are looking for ways to make a The support does not end when they become adults; from then on, it focuses on the autism, the aim is to prevent disease,
real difference can explore the available opportunities. skills they need to meet their own needs and to develop resiliency, by offering them the improve motor skills, boost self-esteem
tools that will help them be full members of society and join the workforce. and develop autonomy.
> www.fondationdecathlon.com/?lang=en The organisation's work is divided into four programmes: protection, prevention,
autonomy and cross-disciplinary initiatives.
42 https://www.aldeasinfantiles.es/ 43
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

PRODUCTS DELIVERING INNOVATION

AT EVERY LEVEL
& SERVICES For Decathlon, innovation has always
been a strategic priority. We aim to
continuously reinvent ourselves so that
we can always deliver sports solutions
that work for everyone. This was more
vital than ever in 2018, as profound global
changes have forced us to question our
modes of consumption.
In 2018 the Decathlon Innovation and
Sustainable Development teams chose
to join forces to amplify our positive
impact. Doing more with less, favouring
local resources, optimising production,
thinking about a second life for our
products as of the design phase and
investing in cutting-edge technologies
are just a few of the ways we are making
this a reality. These approaches help us
create more social value, be active where
we are needed, have a positive impact
and make Decathlon a sustainable
company that innovates responsibly.
The innovative ecosystem at Decathlon
today is made up of multidisciplinary
teams who promote innovation by
designing useful, simple and eco-friendly
sports solutions.

INNOVATION IN FIGURES
AS OF 31/12/2018

3,000
PROTOTYPES PRODUCED IN VILLENEUVE-D’ASCQ,
FRANCE, EACH YEAR

3,600
(SOURCE: PRESS KIT)

558 350
SPORTS ITEMS
INCORPORATED INTO DESIGNERS
ENGINEERS
OUR LINES EACH YEAR

65%
OF SPORTS
ECO-DESIGN,
MATERIALS SELECTION:
USERS DELIGHTED
COTTON POLYESTER 2018 ESSENTIALS
76% 17.2%
ENVIRONMENTAL
LABELLING:

30.1%
> WE EMPLOYED A RANGE OF METHODS TO DECREASE DESIGN COSTS
SUSTAINABLY- SUSTAINABLY- AND INCREASE THE VALUE OF OUR PRODUCTS.

OF DECATHLON SOURCED COTTON SOURCED POLYESTER > WE DEVELOPED OUR INNOVATIVE MINDSET THROUGH FORWARD-LOOKING RESEARCH
AND THE OPPORTUNITY TO TRY OUT NEW PRODUCTION METHODS.
PRODUCTS1 37.7% MORE THAN IN 2017 83% MORE THAN IN 2017
16% IN 2017 > WE PROMOTED CO-CREATION WITH OUR SPORTS USERS AND INDUSTRIAL PARTNERS.

45
1. 2018 Autumn-Winter season.
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

ALIVE: Everyday”. A true ecosystem, it offers

EXPLORING
FUTURE
POSSIBILITIES
Alive by Decathlon, a part of the
Decathlon Campus store in Villeneuve-
d’Ascq, France, is Decathlon's dedicated
space for inspiration and exploration.
Open to both teammates and people
from outside the company (customers,
students and other companies), this is
the place where people can share, get
inspired, create and test ideas. Alive is an
acronym for “All Living Innovation Values
both tools and support from real people
in a single physical location.
Forward-looking ideas are integral
to the Alive project. That is why in
2018 the team explored topics like
blockchain, e-sport, and functional
and cooperative economics. The goal
is to help teammates understand the
changes happening around the world
and aid them in their decision making.
"WE MUST CONTINUE EXPLORING
DECATHLON'S FUTURE HAND-IN-HAND
WITH LOCAL ECOSYSTEMS.
TO BE TRULY SUSTAINABLE, IT IS VITAL FOR US
TO WORK TOGETHER BECAUSE WE FACE THE SAME
PROBLEMS, WHICH CANNOT BE SOLVED ALONE."
CHARLES FELGATE, VISION LEADER
With this in mind, in 2018 the Alive
team co-wrote Explore, a document on
societal trends that offers insight into
what the world might look like in 2040.
As part of this collective intelligence
project, some 60 contributors from a
range of backgrounds both inside and
outside Decathlon are providing their
contributions and spreading its message
around the globe.
FRUGAL, SMART-COST INNOVATION:
DECATHLON'S METHODS FOR INCREASING
THE VALUE OF OUR PRODUCTS
Cutting costs, shortening turnaround
times and rethinking design are just a
few of the ways we are improving the
value for money of our products.
Two of our current projects focus on
this leaner design process.
 The Smart Gain project aims to
maximise the value of a product
as perceived by the user. The team
redesigns the product with a focus on
improving transport, logistics, customs,
in-store management, design and
industrialisation. The goal is to reduce
the cost for all our products by 1% and to
pass these savings on by lowering prices
For instance, by eliminating unnecessary
production steps (for example,
embossing the brand directly onto
the leather instead of using a label),
we reduced both the cost and the CO2
impact of a pair of our Tribord shoes
by 10%. Likewise, we redesigned the
packaging for our Ekiden One shoes so
that we could fit more items in the boxes,
enabling us to save €92,000, 22,000
tonnes of CO2 and 192 m3 of water.
 The concept of frugal innovation
involves using locally available resources
to meet basic needs. The team aims to
reduce product design costs by 80%
features, etc.) and/or drastically reduce
its environmental impact. Our 2018
achievements in this area include two
camping products.
The desert refrigerator is an evaporative
cooling system that preserves food using
nested containers separated by wet
sand. With our camping stove, hikers can
heat their food by using the resources
around them as fuel. The team worked
with outside partners like Nomade des
Mers, an expert in low-tech solutions, to
bring these ideas to life.

BIOMIMETICS: DRAWING INSPIRATION FROM in our stores. We used this approach to

optimise 30 products in 2018.
and use half of these savings (40%) to
deliver added value (aesthetics, new

NATURE TO DESIGN OUR SPORTING EQUIPMENT

Biomimetics is the practice of drawing inspiration from strategies found in the natural world to respond to technical challenges
(products, services, energy consumption, transport, architecture and more) as part of a broader eco-design approach.

CO-CREATING During the three-month challenge,

resources and coaching were provided
to the participants to help them take their
I NTERVIEW WITH OUR ideas from dream to reality. This support
included online classes, on-demand
LUCIE BAILLEUL BIOMIMETICS LEADER
SPORTS USERS remote availability from the organisers,
a digital discussion forum and in-person
Café des Sports meet-ups all over
Decathlon has always made listening to France.
WHAT IS YOUR JOB LIKE? our users a top priority.
I explore biological models from the natural world that address the same situations and difficulties we face in our technical The 10 winning projects selected by our
We wanted to take this a step further, so jury include an airtight, compressible
challenges. That helps us identify strategies or functional principles that we can use to guide our product designs. For we launched a campaign to work with
instance, certain kinds of fruit store water as a gel in small compartments, which reduces heat exchange and keeps them rubbish bin, a solar shower and
sports users to co-create products for transportable zero-waste toilets.
cool. That could be an idea to explore for future sports canteens. our Decathlon brands.
Each winner received €1,000 and had an
WHAT PROJECTS HAVE YOU WORKED ON? In June, the Randonnée Nature Decathlon opportunity to co-develop their project
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

I began by compiling a corporate virtual library categorising natural principles by their function. More recently, I have brand, working with Oui Are Makers, with the Nature Hiking teams.
been working with the Decathlon brands teams on how to eventually replace neoprene for diving, while maintaining body announced a competition encouraging
temperature in the water, and on surf booties that surfers could easily slip off and on as they move from place to place. We hikers, campers and DIY enthusiasts
are also working to replace lead in our fishing sinkers, using a more functional approach: rather than simply replacing lead to reinvent camping. Ultimately, 48
with another material, we are trying to understand and rethink the functionality of the sinkers. Five Decathlon explorers were applications from inside and outside the
company were submitted, proposing 48
"INNOVATION IS A COLLABORATIVE PROCESS.
trained in July 2018 by Ceebios, a nationwide biomimetics network in France, to study and test out this method.
functional prototypes. MOST OFTEN, IT TAKES MANY MINDS,
WHAT DOES DECATHLON HOPE TO ACHIEVE WITH THIS METHOD? MANY PASSIONATE PEOPLE WORKING TOGETHER
This is a win-win approach for our product designers and for the environment, as the scientific information we are collecting
has the potential to improve the environmental impact of our products. We need to view the natural world with humility and TO COME UP WITH AN IDEA AND PRODUCE
admiration; it has so much to teach us. That is how we will find new, more sustainable solutions for our technical challenges. A GREAT PROJECT."
I firmly believe that this method will help us put a whole host of new innovations on the market.
FABIEN BROSSE, NATURE HIKING LEADER
AND DECATHLON CO-CREATION LEADER
46 47
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

ADD LAB, EXPANDING

THE 3D PRINTING PROJECT
Add Lab was established in May 2016
for the purpose of integrating additive
manufacturing technology into the
product design process. Its teams guide
employees through the process of using
software to model files and print parts
in 3D. A custom-made IT platform
manages requests from the teams and
updates them about the status of their
printing projects.
Over 20,000 parts have been printed in
the labs since 2016. Add Lab teams use
additive manufacturing to produce parts
with non-safety applications for our
products.
These include a cover that goes under
the bottom bracket of a bicycle with
an electronic gear-shifting system
produced in a small production run,
or specialised tooling for workshops,
factories and store fixtures.
Add Lab has some 60 printers worldwide,
including 41 in Lille, France, near most of
the design teams. Add Lab also provides
additive manufacturing support to other
Decathlon sites around the world, in
places like Shanghai and Taiwan, to
better meet local needs.
In 2018, Add Lab developed a method
for processing printing waste and plastic
bottle caps to transform them into the
strands used as the raw materials for
printing. Several sites now have collection
points for these types of plastic waste.
ECO-DESIGN FOR
OUR PRODUCTS
According to the OECD report "Global
Material Resources Outlook to 2060"2,
global raw materials consumption is
set to double by 2060 if economies
and lifestyles continue to develop at
their current rate, which will contribute
to resource scarcity. Materials use is
expected to increase from 90 to 167
billion tonnes worldwide in 2060, as the
global population reaches 10 billion.
Moreover, unless concrete steps are
taken to address these issues, this
increase is likely to worsen pollution
of air, water and soil, and contribute
significantly to climate change.
In line with UN Sustainable Development
Goal 12 on sustainable consumption
and production and in accordance with
the fifth pillar of Vision 2026, "Preserve
to Protect", at Decathlon we are
continuing our efforts to contribute to a
global environmental transformation by
pivoting to more eco- and people-frien-
dly activities. We are changing how
we design, produce and distribute our
products, as well as how we foster a
sustainable development culture within
the company.

ECO-DESIGN IN FIGURES
AS OF 31/12/2018

76% 17.2%
30.1%
OF PRODUCTS HAVE
OF OUR COTTON SUPPLY
COMES FROM MORE
OF OUR POLYESTER SUPPLY
COMES FROM MORE
SUSTAINABLE SOURCES SUSTAINABLE SOURCES
THE BODYSIM PROJECT: temperature, etc.) and are able to
visualise the effects on the human body. AN ENVIRONMENTAL

53.8%
LABELLING3
PREDICTING HOW PRODUCTS
By varying the combinations of
parameters, we can produce multiple 16 % IN 2017
ENGINEERS ARE QUALIFIED TO EVALUATE
simulations for different usage
AFFECT THE HUMAN BODY conditions and environments. BodySim
quickly produces results that we would
THE ENVIRONMENTAL IMPACT OF PRODUCTS

Decathlon SportsLab, our research In the case of a shoe, for instance, we not be able to see with traditional analysis
and development centre, is exploring can study the shock absorption of the methods. It also helps limit the number
of physical prototypes we make, keeping
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

the inner workings and needs of the
human body in the interest of leaner
product design. The expertise of our
50 research engineers working in our
four laboratories covers the science of
movement, behaviour and the senses,
morphology, thermal comfort, and
measurement and analysis tools.
One of the tools developed by the
SportsLab teams is BodySim, a digital
simulation tool that predicts how a
product will affect the human body.
48
sole by simulating the mechanical stress
placed on the tendons.
When using this tool, we select the
parameters to be tested (material,
thickness, terrain type, outside
"THE SIMULATION HAS HELPED US BE
LEANER AND MORE TARGETED FROM THE GET-GO.
WE ARE MOVING FASTER AND IMPROVING
USER SATISFACTION.”
OLIVIER WEBER, PRODUCT ENGINEER FOR KALENJI
costs down (for producing moulds, for
instance).
2018 ESSENTIALS
> IN PARTNERSHIP WITH ADEME (THE FRENCH ENVIRONMENT AND ENERGY MANAGEMENT
AGENCY) AND OTHER COMPANIES IN THE TEXTILES SECTOR, WE CO-CREATED A NEW
ENVIRONMENTAL LABELLING.
> WE MADE PROGRESS WITH REGARD TO THE USE OF MORE SUSTAINABLE RAW MATERIALS,
DELIVERING ON OUR COMMITMENT TO MAKE PRODUCTION MORE ECO-FRIENDLY.
> WE ENCOURAGED ALL OUR COMPANY STAKEHOLDERS TO EMPLOY RESPONSIBLE DESIGN
STRATEGIES TO MAKE OUR PRODUCTS MORE SUSTAINABLE AND AFFORDABLE.
49
2. http://www.oecd.org/environment/waste/highlights-global-material-resources-outlook-to-2060.pdf
3. 2018 Autumn-Winter season.
 CHALLENGES & STRATEGIES
NEW ECO-LABELLING OF PRODUCTS,
A FRENCH STANDARD
Eco-labelling assigns Decathlon
products a score based on their
environmental impact. At the end of
2018 in France, 1,500 products on our
website had an environmental label,
accounting for 30,1% of all textile, heavy
stitching and footwear items. The label
consists of a blue symbol and a rating
from A to E. Users can use these ratings
to compare products and choose the
most eco-friendly ones. This was a joint
project involving ADEME (the French
environment and energy management
agency), the French Ministry for the
Ecological and Inclusive Transition, and
other textile companies that participated
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
I NTERVIEW
FABIENNE BENECH
ECO-DESIGN AND ENVIRONMENTAL LABELLING MANAGER FOR ADEME
WHAT HAS YOUR EXPERIENCE BEEN WORKING WITH DECATHLON?
"Decathlon spearheaded this project and acted as the coordinator for the textile sector. This is a technical, complex issue,
so we had to be sure we could trust the data before we used it and shared it with consumers. That took some time, but
Decathlon didn’t give up. The fact that a company like Decathlon is strengthening its commitments gives legitimacy to
environmental labelling as a tool, thereby raising awareness about responsible consumption and promoting sustainable
production. The message is better received when it’s conveyed by one company talking to another company."
50
PEOPLE & MANAGEMENT
on a voluntary basis. Engineering
consultants were able to model the
impact of product life cycles to develop a
shared database, which is now consulted
by other companies. The rating, by
Decathlon engineers calculated for
the entire product life cycle, takes into
account criteria like climate change, air
and water pollution, and the depletion of
natural resources.
Although the project originated in France,
Decathlon has rolled out these eco-labels
in other countries, adapting them to local
cultural norms.
PRODUCTS & SERVICES
In Europe, Decathlon engineers have
been helping to create a common
standard known as PEF (Product
Environmental Footprint) for use in all EU
member countries.
While these efforts are taking place,
other initiatives have been organised at
the local level to promote the eco-design
of certain products, especially the raw
materials used. This is true for Decathlon
Italy, which has instituted its own green
label and created a section on its website
for eco-designed products.
RESPONSIBILITY IN PRODUCTION
COTTON,
POLYESTER
AND WOOL:
DELIVERING
ON OUR RAW
MATERIALS
COMMITMENTS
Decathlon wants to address the main
challenges surrounding these particular
raw materials, from their countries of
origin to their use in our products. That is
why we created an official list of criteria
that must be met, ensuring that our teams
feel empowered to choose the most
eco-friendly suppliers and methods.
These criteria include reducing pesticide
use and CO 2 emissions, using renewable
resources, and safeguarding the welfare
of animals and local populations.
To go further on Forclaz commitments: https://www.forclaz.fr/merinos-bp_1359
TRAINING PROGRAMMES
TO PROMOTE ECO-DESIGN
In addition to our in-house commitments,
Decathlon is making important
commitments to external stakeholders.
In 2018 we joined the 2020 Commitment
circular economy initiative led by Global
Fashion Agenda, a forum that aims to get
industrial players from around the world
to work together to make fashion more
sustainable. We have pledged that by
2020 all of our engineers and designers
will be trained in eco-design to improve
product recyclability, reparability and
durability.
Tools and training have been made
available to the design teams so they
can start applying these guidelines right
away. We have eco-design guides for
different product categories (textiles,
4. In dope-dyed treatment, pigments are incorporated directly inside the textile fiber, contrary to a post-dying treatment..
5. https://textileexchange.org/downloads/2018-preferred-fiber-materials-benchmark-insights-report/
STORES & TRANSPORT INDICATORS & METHODOLOGY
COTTON: in 2018, nearly 76% of the
cotton used for our products was
organically grown, recycled or Better
Cotton Initiative (BCI) labelled cotton,
compared with 55% in 2017.
We have committed to eliminating the
use of conventional cotton by 2020.
POLYESTER: polyester is a synthetic
textile fibre derived from fossil resources.
We are aiming for the polyester used at
Decathlon to be 100% sustainable by
2021. To accomplish this, we are using
more recycled polyester, dope-dyed4
virgin polyester and dope-dyed recycled
polyester.
By the end of 2018, 17.2% of the polyester
thread used in our products was derived
from more sustainable sources (9.4% in
2017). In October 2018, Decathlon was featured
MERINO WOOL: a code of best practices in the “Preferred Fiber & Material
has been implemented with livestock Report”5 put out by an NGO called Textile
farms in South Africa to ensure that 1) Exchange. This annual report ranks 111
our suppliers do not engage in mulesing companies around the world according
(a painful surgical procedure performed to their use of responsible textile raw
on sheep), 2) their animals are allowed to materials. Decathlon was ranked in
range freely, 3) proper living conditions fourth place for recycled polyester,
are provided, and 4) proper shearing eighth place for Lyocell and tenth place
practices are implemented – all in an for more sustainable cotton (by volume,
effort to safeguard animal welfare. in millions of tonnes).
footwear, electronics, etc.) that list best and the environmental performance of
practices for materials selection or our suppliers. In 2018, 53.8% engineers
production methods. were trained on these eco-design
Meanwhile, e-learning and in-person principles.
training options teach our engineers how
to assess the impact of their products
T ESTIMONIAL
MARC PEYREGNE ECO-DESIGN LEADER
"We are giving our employees access to the kind of training that works for them
(e-learning, in-person with their peers, hands-on, etc.). We maximise the amount
of information available online to make our discussions more relevant and we are
available to answer their questions and accelerate the eco-design process. We
also check to make sure they are applying these new skills to real-life situations.
That outcome is more important than how they get trained."
51
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT
SPOTLIGHT ON THREE ECO-DESIGNED PRODUCTS
The Forclaz Decathlon brand redesigned
the trekking backpack to make it more
durable and more eco-friendly. The new
version of the backpack includes the
following upgrades:
 Clever assembly makes replacing
plastic fasteners fast and easy, with
spare parts available in stores;
 Less harmful materials are being used,
such as a dope-dyed interior lining and
"biton" rain cover;
 A dual closure system and the addition
of compression straps keep the weight
inside the bag, reducing pressure and
wear and tear on the zipper.
In addition, CO2 emissions were cut
by 23% and the average customer
satisfaction rating went from 4.1 to 4.42
[1] out of 5.
THE 900 FORCLAZ
TREKKING BACKPACK:
[2] THE KALENJI
MOTION LIGHT:
This small running light can be seen
up to 100 metres away at night. It is
not battery powered. Instead, it runs
on a system similar to a dynamo on
a bicycle: a magnet moves inside a
tube containing a bobbin, creating a
magnetic field strong enough to power
small LEDs. The energy is generated by
the runner's motion. The light lasts for
at least 10,000 km of running time.
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
LUCIE MILOCHE
FORCLAZ PRODUCT ENGINEER
"With the 100 trekking jacket, we wanted to show that we could reduce the environmental impact of our products with
the technology that Decathlon already has. I hope this will inspire our teams to apply these solutions to their products!"
52
6. Biton = composed of a dyed yarn and a non-dyed yarn.
PRODUCTS & SERVICES
[3] LA VESTE TREK 100
FORCLAZ :
This is our most eco-designed padded
jacket for mountain trekking. Based
on a life-cycle analysis (LCA), the
Forclaz teams have found that nearly
90% of the CO2 footprint of our padded
jackets results from materials and
production, especially the dyeing stage
that accounts for 40% of the fabric's
footprint.
For this jacket, we chose a dope-dyed
process; the padding is a polyester
wadding made 70% from recycled
plastic bottles and the inner lining is
made of "biton6".
To provide product information to users
without the need for an additional
label, these characteristics are printed
directly onto the product lining.
TESTIMONIAL
RESPONSIBILITY IN PRODUCTION
NEW PACKAGING SOLUTIONS
MAKE SMARTER USE OF RAW MATERIALS
The Packaging teams' strategy is to
provide more eco-friendly packaging
solutions (when selling and transporting
items and on leaflets, hangers, bags,
etc.). Most packaging at Decathlon
is currently made from paper and
cardboard. However, a portion of our
packaging is made from plastic, which
is derived from fossil resources. These
plastic materials have a significant
environmental impact. As a result,
Decathlon has chosen to ensure that
100% of our packaging (made
from paper pulp) comes from
more sustainable sources by
2025.
With regard to the paper and cardboard
materials used in most of our current
packaging, Decathlon is focusing our
strategy on managing the supply chain
for these materials, down to the source
of the fibres used, with the goal of
100% PEFC or FSC certification
rates for paper pulp by 2025.
OUR STORE CLERKS WEAR THEIR COMMITMENT TO
SUSTAINABLE DEVELOPMENT ON THEIR SLEEVES
At Decathlon, we believe that getting
all our teammates on board with our
more responsible approach is key. We
put this into practice in our stores by
eco-designing the new vests to be worn
by our clerks starting in August 2018.
Each vest is produced from 10 recycled
plastic bottles and features a "100%"
recycling symbol.
STORES & TRANSPORT INDICATORS & METHODOLOGY
Some examples of new packaging limit the amount of additional materials
solutions for 2018: needed to protect these products.
They examined the packaging for three
MINIMALIST PACKAGING models of elliptical trainers and reduced
WITH LESS PLASTIC: the number of additional multi-material
Packaging has been optimised for two components from 39 to 9, yielding a
Kipsta Decathlon brand products, a 40% reduction in the CO2 footprint. This
whistle and a set of needles for inflating had the added benefit of improving the
customer experience, as it takes less
balls. Previously sold in dual-material
packaging (87% plastic and 13% time to remove the packaging and users
are left with less waste overall.
cardboard), the packaging for these
products is now 100% fully recyclable
cardboard. A "multipack" concept A SECOND LIFE FOR SURPLUS
helped reduce the size as well: rather RAW MATERIALS IN ITALY:
than having a single package worldwide The Reused Bag project in Italy uses
with information translated into every surplus textiles from a nearby production
language, there are now two versions with facility to make bags for shopping and
two sets of languages. These changes footwear. Manufactured by production
reduced emissions by 70%, from 30,668 teams in Albania, these bags have their
kg of CO2 to 9,200 kg. own barcodes, so that they are fully
integrated into the products for sale in
Similarly, Outshock kimonos traded their
individual plastic, non-woven packaging Italy. To date, 69,500 shopping bags
for either recyclable or reusable and 10,000 footwear bags have been
sold or given away in Italian stores since
hangers, or for simple elastic ties with a
self-adhesive label, resulting in an 88% November 2018, saving 24,402 kg – or
reduction in their CO2 impact. 75 km – of fabric from being destroyed.
OPTIMISED INSERTS:
To protect fragile, bulky products during
shipping, additional components (tape,
foam, cardboard, bags, polystyrene, etc.)
are used to fill the boxes in which they are
being transported. Our teams sought to
These new vests will gradually replace
the old models as we deplete our
inventory.
On average, Decathlon Europe uses
100,000 sales assistant vests per year.
This initiative has cut CO 2 emissions by
5% and decreased our use of natural
resources by 24% compared with the
previous vest model.
53
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

OFFERING PRACTICAL WORKSHOPS: To improve a product’s durability and

help sports users enjoy it longer, the
Workshops and Decathlon brands have
INTEGRAL TO
AND ECO-FRIENDLY SERVICES
made reparability a key part of our
after-sales policy right from the design
KEY PROJECT

FO CU S
FIGURES
Humanity is currently facing and exploring new operating methods. These local initiatives, alongside our
OUR STRATEGY phase.
The new policy encourages the Decathlon In 2018, 295,000 returned,
environmental challenges directly
linked to the exploitation of our planet's
By incorporating the circular economy
and functionality into our business
long-standing Workshops and Decathlon
Occasions second-hand platform, FOR EXTENDING brands to work with the Workshop
teams to ensure that their services are
repairable products
were processed by the
a good fit for user needs. The Decathlon
PRODUCT
resources. In this volatile, uncertain model, we can harness the energies of highlight the range of options available
context, we must be more proactive teammates who are already leading the to our sports users: incorporating brand teams are responsible for making Workshops worldwide,
than ever in combating the destruction way with their voluntary initiatives. These reparability right from the design stage, their products durable and listing the with repair solutions found
of our environment by working to further
the economic, ecological and societal
include platforms that encourage people
to reuse sporting equipment, workshops
encouraging people to learn to maintain
their sporting equipment, offering
SERVICE LIFE components needed to repair them.
The Workshops are furthering the
for 214,646 products,
accounting for 73%
transition to new consumption models. that enhance product reparability second-life products that meet the company's digital transformation
At Decathlon, we make it a point to help
by detailing information about parts
(+3% compared with 2017)
At Decathlon, we are taking stock of our and durability, events that feature needs of our sports users, and producing
our sports users enjoy their products for of the products donated
responsibility in light of these challenges second-hand products, and donations. sporting equipment from recycled and providing step-by-step tutorials
as long as possible. Repairing products
materials.
rather than discarding them is one way we
explaining possible repairs on the for repair by the Decathlon
reduce our impact on the environment.
after-sales website: brands (79% in France,
Present at our Decathlon stores since https://support.decathlon.fr 17% in Russia).
DECATHLON PROMOTES FIRST: 1994, the network of Workshops (1,000
1 RE-CELL 2 REPAIR 3 BEFORE DONATING
1 AND IF DONATION IS NOT POSSIBLE:
worldwide and 20 throughout France) They also ensure that certain parts are Users reported their
provides a place where products can be compatible and available once products satisfaction by rating
SPORTING 2 4 RECYCLE 5 AS A LAST RESORT, DISCARD THE PRODUCT repaired, maintained or customised. are commercialised.
service quality a 4.55 out
EQUIPMENT 3 of 5 (compared with 4.4
RE-SELL
4 out of 5 in 2017).
REPAIR
5
DONATE
RECYCLE
DISCARD

OUR ACTIONS FOR OUR PRODUCT RANGES, IN FIGURES

DECATHLON OCCASIONS:
AS OF 31/12/2018
A SECOND LIFE
69,990 FOR SPORTING EQUIPMENT
4.55/5
UNSOLD PRODUCTS WERE DONATED
ACROSS FRANCE AND SPAIN TO NOT-FOR-PROFITS
Decathlon wants to encourage people to reuse our products, so we offer our users the

295,000
USER SATISFACTION WITH
chance to sell their sporting equipment at our Trocathlon events or on our Decathlon
WORKSHOP-REPAIRED Occasions platform.
PRODUCTS
PRODUCTS REPAIRED IN OUR WORKSHOPS IN 2018 https://occasions.decathlon.fr/
3% MORE THAN IN 2017
1. TROCATHLON EVENTS
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

2018 ESSENTIALS
> WE STEPPED UP COLLABORATION BETWEEN OUR DECATHLON BRANDS AND THE WORKSHOPS,
APPLYING OUR AFTER-SALES POLICY FROM THE PRODUCT DESIGN STAGE ONWARD.
Created in 1986, Trocathlon is our way of helping our sports users buy and sell second-hand equipment.
We have made re-selling pre-owned sporting goods even easier with our website occasions.decathlon.fr.
Until 2017, these events featured equipment from every type of sport and were limited by logistical and organisational constraints
as a result. In 2018, nearly all events organised by Decathlon France were focused on a single sport and spearheaded by sports
users. The Decathlon Occasions platform was upgraded, so that users could suggest events for their communities and get in touch
with other users. The sporting equipment on offer is inventoried, and all products are tested and inspected before being put up for
sale. These events are scheduled based on the needs of local users.

> WE LAUNCHED THE DECATHLON OCCASIONS PLATFORM FOR SECOND-HAND GOODS, 2. BUYBACKS
PROMOTING WAYS TO REUSE SPORTING EQUIPMENT AND ORGANISING LOCAL SPORTING Certain Decathlon stores are offering to buy back used B’twin bicycles in good condition, with the money put towards the purchase
EVENTS (TROCATHLON). of a new bicycle. That way, sports users can save money while also taking their training to the next level.
The goal of this programme is to promote maintenance, repair, reuse and the adoption of eco-friendly habits to help reduce our
> WE CONTINUED OUR EFFORTS TO OFFER SPORTING EQUIPMENT THAT IS PRE-OWNED OR environmental impact.
SOURCED FROM RECYCLING STREAMS ALONGSIDE OUR NEW PRODUCTS.
54 In France, 50 Decathlon stores are currently participating in this programme. 55
 CHALLENGES & STRATEGIES
I NTERVIEW
FABIEN DECROZE COMMERCIAL DIRECTOR FOR B’TWIN CHILDREN'S BICYCLES
"We have two main reasons for instituting the buyback programme: parents often purchase bicycles that are too big for their
children in hopes of getting more use out of them. Buybacks are a great way to give a financial incentive to regularly change
sizes, so that children can fully enjoy their bicycles. We were also looking for solutions that would enable us to increase our
influence on the market for second-hand children's bicycles, in which our B’twin bicycles have a significant share.
Our sales account for two-thirds of new bicycles, but only 5% of the used bicycle market, which makes up a third of the
market as a whole."
SECOND LIFE EVENTS:
REFURBISHING OUR SPORTING EQUIPMENT
Our Quechua teams launched the Second
Life initiative in 2016, holding events in
our stores or workshops for customers
and equipment users where damaged
products like jackets, tents and sleeping
Mountain Store : www.youtube.com/Second_life_by_Quechua
THE EASY RETURN
PILOT PROJECT:
LETTING CUSTOMERS
TRY OUT PRODUCTS
AND LISTENING TO
THEIR FEEDBACK
We wanted to encourage users to try out
products and help them avoid buying
sporting equipment that does not work
for them, so we implemented a process
in our stores that makes returns much
easier. Thanks to this strategy, we can
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
also receive detailed feedback from
customers about how they used the
products, in terms of quality or level of
proficiency.
Through this initiative, Decathlon France
processed 150,000 product returns in
our stores in 2017 and 130,000 in our
workshops.
The returned items undergo rigorous
testing and inspections, and are cleaned,
disinfected or repaired as needed. They
are eligible for exchanges and refunds
like any new product.
56
PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY
ORGANISING We created an agreement and a guide to
best practices to clarify and simplify the
process as much as possible, in an effort
DONATIONS to facilitate and manage donations.
The first challenge was finding not-
OF UNSOLD for-profits that would be able to store
products and ensure that they were
PRODUCTS distributed in a fair manner. A dedicated
platform was tasked with this work,
managing distribution to different local
We began donating items to not-for-profit organisations depending on the time of
organisations in 2017 to solve the year, target recipients and needs.
problem of unsold products or items with Setting aside the question of
Since 2017, nearly 3 millions of products
quality issues, the goal being to avoid performance, the goal was first and have been donated in France, United
having to destroy new items from old foremost to create a legal process that Kingdom and Germany to 209 not-for-
collections. Decathlon decided to donate would make donating easier for all profits.
these products instead of destroying Decathlon players.
them.
bags could be repaired and resold. products are then placed on the shelves,
At the Mountain Store, the process of with a Second Life corner in each
refurbishing products includes several department.
different services, such as patching,
changing press studs and sewing. The
T ESTIMONIAL
BETHAN AUMONIER
CORPORATE AND INSTITUTIONAL RELATIONS MANAGER AT DONS SOLIDAIRES
Our teammates are empowered to decide
whether to resell, recycle or donate the
returned products.
Dons Solidaires collects unsold, non-food products from companies and retailers and gives them a second chance to be
In 2018, 50% of these products were
returned to the shelves and sold
useful by distributing them to over 500 organisations throughout France.
alongside new items. HOW DO YOU FEEL ABOUT DECATHLON'S COMMITMENT TO DONATING?
Currently, 150 stores in France are The partnership between Dons Solidaires and Decathlon got started in 2011, at the initiative of a logistics employee.
participating in this initiative.
Decathlon's commitment has grown stronger over the years. In 2017, we signed an agreement with all the Decathlon brands
and put in place procedures to make donating easier. It has been a real team effort! Today, their work goes beyond just
donating products. Decathlon employees regularly donate their time during volunteer days.
Simply put, Decathlon's commitment to "donate rather than destroy" unsold products has been taken up by all the employees
working with the brands, the head office, the warehouses and the stores.
WHAT HAS RESULTED FROM THIS PARTNERSHIP WITH DECATHLON,
AND WHAT DO YOU HOPE TO SEE IN THE FUTURE?
The feedback from the organisations and those who benefit from the programme has been uniformly positive. They are
E DWIN DOMINGUEZ grateful for Decathlon's donations, which run the gamut from warm clothing to football boots.
HIKING, TREKKING & VERTICALITY LEADER Our work with Decathlon takes place in France – warehouses throughout the country regularly donate to nearby organisations
(DIGNE-LES-BAINS STORE, FRANCE) – and in the United Kingdom and Germany, through our partners at the In Kind Direct International network.
Going forward, we would like to work more closely with the brands and stores to build stronger local ties and better meet the
needs of the organisations.
"Ensuring a second life for our products is a way for us to deliver on our
sustainable development commitments. It also allows us to continue making
sport accessible to as many people as possible, as our sports users can buy
these products at reduced prices while still being covered by our Decathlon
guarantees. That's a real plus!
By promoting this project, I am doing my part to further our company's global
strategy to promote sustainable development."
57
 CHALLENGES & STRATEGIES
REWIND: APPLYING THE PRINCIPLES
OF THE CIRCULAR ECONOMY
The Rewind project, started by Decathlon
teams in 2016, involves collecting
end-of-life clothing, reducing it into fibres,
and using these fibres to make thread,
fabric, and ultimately new products.
The French project team, composed of
a consortium of five members, has been
granted funding by ADEME (the French
environment and energy management
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
agency) to continue its work.
58
PEOPLE & MANAGEMENT
A company has been chosen to manage
the collection and sorting of recyclable
materials.
In addition to supporting our
environmental strategy, this project is
important for its economic impact and
long-term profitability.
There are technical limitations that must
be addressed, especially with regard
to sorting (qualitative preparation of
the materials) and shredding, as the
thread must meet certain technical
specifications (fibre quality at the end of
the process).
PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY
CREATING SAFE,
HIGH-QUALITY PRODUCTS
At Decathlon, we design and produce to prevent defects, detect anomalies
our own branded products. To guarantee and apply corrective measures in real
satisfaction for customers and users, we time. Maintaining a consistent level of
have put safety and quality controls in standards ensures our products are
place at every step of the value chain. Our safe, no matter where they are produced.
company conducts product inspections Chemical risks are also assessed on a
at different points in the design, regular basis to actively protect suppliers
production and commercialisation and sports users.
phases. As long as products are available for
In 2018 the challenge for the Quality sale, their reliability is continuously
Department, and for all our teams active monitored: Decathlon responds to all
in the production chain, was to help inquiries from sports users concerning
our suppliers increase their expertise, toxicological issues, and our product
with the goal of greater autonomy design teams track online customer
and more sustainable quality overall. reviews to continuously correct and
Our partners and suppliers are trained improve product quality.
DECATHLON PRODUCT
QUALITY AND SAFETY
65%
OF USERS WERE
71% OF SUPPLIERS COMMITTED
TO MANAGING CHEMICAL SUBSTANCES
IN FIGURES DELIGHTED WITH
BY SIGNING DECATHLON'S RESTRICTED
AS OF 31/12/2018 THEIR DECATHLON
SUBSTANCES LIST
PRODUCTS
1,159 5,266
In addition to this recycling project for
clothing at the end of its service life, we
PRODUCTS/MILLION
WERE RETURNED
1.1 DAYS
TAKEN TO ADDRESS COMPLAINTS,
DECATHLON BRAND
PRODUCTS HAVE
also have a proven short-term solution
involving production scraps. The system DUE TO DEFECTS IN THE EVENT OF A QUESTION OR BEEN TESTED FOR
for collecting industrial fabric scraps is OR CUSTOMER ADVERSE SKIN REACTION TOXICOLOGICAL
already well established and the scraps DISSATISFACTION COMPLIANCE
are clearly identified and uniform, making
them easier to sort. In 2018 we sold
nearly 3.1 million pairs of tennis socks
produced using this method.
2018 ESSENTIALS
> WE IMPLEMENTED NEW QUALITY AUDIT CRITERIA TO ENSURE THE APPLICATION OF
A UNIFORM SET OF STANDARDS THROUGHOUT THE WORLD. THIS WILL ALSO HELP OUR
SUPPLIERS BECOME MORE AUTONOMOUS.
> WE APPLIED THE ISO STANDARD FOR STANDARDISING OUR ONLINE CUSTOMER REVIEWS,
MEANING WE NOW HAVE A SINGLE INTERNATIONAL KNOWLEDGE BASE FOR ALL OUR
ACTIVITIES.
> WE HELPED SUPPLIERS INTEGRATE AND APPLY THE NEW RESTRICTED SUBSTANCE LIST (RSL)
AND WE BECAME A MEMBER OF THE AFIRM INITIATIVE.
59
 CHALLENGES & STRATEGIES
QUALITY DEPARTMENT PROCESSES:
EMPOWERING SUPPLIERS
FOR CONSISTENT QUALITY
The Quality teams ensure that Decathlon
applies our standards consistently for
our branded products, no matter where
they are produced.
In accordance with the subsidiarity
principle from our Vision 2026,
production quality is managed locally
close to production sites. Suppliers
receive on-site support from local
Decathlon liaisons, whose work involves
providing training and monitoring
compliance with specifications.
NEW QUALITY AUDIT CRITERIA
FOR GREATER SUPPLIER
AUTONOMY
To ensure that quality standards are
applied over the long term, a new set of
assessment criteria was implemented
in 2018, making it possible to evaluate
suppliers with two indicators: a rating
from E (unacceptable) to A (model
supplier with continuous improvement)
and a compliance percentage.
Our teams provide suppliers with
on-site training and support to improve
their autonomy in two specific areas:
QUALITY RETURN RATES FOR DECATHLON PRODUCTS
PER MILLION PRODUCTS
1,269
1,158 2016 1,158
2015 2017
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
RECOVERING
DEFECTIVE
PRODUCTS,
ANALYSING THEM
AND CONTINUOUSLY
IMPROVING THE QUALITY
60 OF OUR PRODUCTS
PEOPLE & MANAGEMENT
detecting non-compliant situations so
they can quickly remove products that do
not meet our standards and mastering
all the critical control points that must
be monitored at the production site for
each product and each manufacturing
process.
To address these ambitions, we
developed a new, three-point strategy
that will make us more consistent:
 Quality leadership: Suppliers must
be able to independently identify
non-compliant situations, taking
ownership of product quality.
 Internal assessment: In accordance
with the continuous improvement
method, suppliers must work to maintain
optimal quality on a daily basis. This
also enables them to conduct self-
assessments and independently develop
corrective action plans.
 Online audit: In lieu of inspections of
finished products, inspections take place
at every stage of the process. This means
the source of the error can be detected
right away, increasing understanding and
delivering lasting solutions.
RPM* (returns per million) is a quality indicator for our products. An RPM
that is getting worse (with more products returned over time) may be a
symptom of a problem with design or production, or it may indicate user
1 ,159 dissatisfaction with the product. We observe how this indicator changes
2018 over time rather than its value at any given moment in order to make our
analysis as useful as possible.
*RPM = (number of units returned / units sold) × 1,000,000
As part of our effort to protect our
sports users and promote continuous
improvement, Decathlon collects
products returned to our stores by
customers to improve their quality.RFDs
(Returned for Defect) are sent to our
design teams so that they can analyse
why the products were returned and
decide on the appropriate corrective
measures. Based on the returns, these
may include repairs, discussions with
suppliers, removal from shelves or
product recalls.
PRODUCTS & SERVICES
IMPROVING THE CONTROL PLAN
TO BETTER DETECT INSTANCES
OF NON-COMPLIANCE
The control plan strategy was revised so
that our quality operators can now focus
on helping suppliers gain proficiency in
production processes, rather than on
performing quality control inspections
of finished products. Through this
work, Decathlon aims to help teams
become partners who contribute to
process improvement with a shared
understanding of all production chain
variables.
The application of these strategies is
essential to continuously improve the
quality of manufacturing of Decathlon
products, by moving controls upstream
in the production chain.
In terms of Quality, 84% of our suppliers
are rated A, B or C in 2018.
41,464
RETURNED PRODUCTS
SENT FOR QUALITY
ANALYSIS BY THE
DECATHLON BRANDS
TEAMS
RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY
STANDARDISING ONLINE chosen to stop selling any Decathlon
products with ratings lower than 3 out of
5. Products are only put back up for sale
CONSUMER REVIEWS: BUILDING if they have been improved, and an insert
is provided to explain this. Consistently
TRUST IN ONLINE PURCHASES reminded of the importance of customer
satisfaction, teammates and product
managers read and reply to online
Since 2013, Decathlon has been working moderation and publication rules. reviews. These reviews directly impact
to standardise consumer reviews. The In 2018 Decathlon chose to take steps compensation for our Decathlonians,
purpose of this voluntary initiative is
to come into compliance with the ISO accounting for a percentage of their
to actively contribute to improving standard used worldwide, with the goal quarterly bonuses.
sector practices to ensure more reliable
of implementing a single transparency
information, fairer competition between
benchmark for all countries where we
players and increased trust between
operate. The reference framework for
Decathlon and our users.
the standard is used for Decathlon
In January 2018, France’s Digital products as well as services such as the
Republic Act reaffirmed that online Workshops.
recommendations must be made more Consumer reviews as performance
reliable and transparent. This French indicators for teammates
law was drafted at the same time as
The reliability of customer reviews also
ISO 20488, which is divided into three
affects our internal performance: we have
main parts: review submissions,
I NTERVIEW
ISABELLE RIMBERT
ASSISTANT DIRECTOR FOR STANDARDISATION AT AFNOR
WHAT MAJOR ISSUES ARE AT PLAY IN THE EFFORT
TO STANDARDISE CUSTOMER REVIEWS?
Most consumers read online reviews before purchasing, even for in-store purchases. Thus, a portion of the value is created
at the moment when the purchaser reads the reviews of other consumers.
These reviews must be reliable to protect customers and ensure fair competition between players. The standard does not
apply to the reviews themselves, but rather the processes for improving reliability
WHY IS FRENCH LAW MORE STRINGENT FOR CERTAIN ASPECTS?
France has taken the lead on this standard, with work that dates back several years. The French General Directorate for
Competition Policy, Consumer Affairs and Fraud Control joined the drafting committee after the decree was issued. French
law is more stringent when it comes to proof of purchase by the consumer, but the ISO standard offers a detailed operating
method for improving reliability. At the same time, a voluntary certification process, currently in development, will ensure
compliance with the law.
WHAT ARE THE BENEFITS OF A LONG-TERM COMMITMENT TO THIS PROCESS?
This is an evolving standard based on user behaviour. Voluntary standards represent the best practices of the time from all
over the world, and they are developed in concert with market players.
Taking up a leadership role in this effort gives a company a voice in developing the strategy: the fact that Decathlon is the
vice-chair of the committee means you have a clear view of what lies ahead.
By helping to develop this protective framework, you are doing more than just protecting your economic interests: taking the
initiative gives you an active role in helping to change sector rules for the better.
61
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

MANAGING CHEMICAL RISKS: DECATHLON JOINS

RAISING AWARENESS
WITH SUPPLIERS
As with any process related to production,
chemical risks are managed using a
cross-disciplinary approach, the goal
being to help suppliers become more
autonomous through improved expertise
in this arena.
Testing methods and the frequency
of inspections for this project are
established drawing on cross-sector
coordination. Quality managers for our
Decathlon brands and our industrial
activities are in charge of implementation
THE AFIRM WORKING GROUP
AFIRM's Restricted Substances List
(RSL) contains international information
about the regulations governing the use
and inform our suppliers about which
of chemicals in finished products from
substances must be tested, how
the textile and footwear industries. The
often inspections must take place and
list is shared with suppliers for reference
which corrective measures must be
purposes and is designed to simplify
implemented.
their inspections and protect them from
On the ground, our liaisons educate
the health and environmental effects
suppliers about risks, including in
associated with the use of chemicals
terms of supply chain management
in production. For each chemical, the
and product conformity, and the proper
document lists the CAS registry number,
ways to handle and combine different
common name, restriction level and
chemicals.
relevant testing methods.
This list is updated every year.
Since 1998, the Decathlon Chemical
Risk Management team has maintained
a document listing every potentially
hazardous substance and the tolerance
thresholds for every Decathlon product.
In 2018 Decathlon joined the AFIRM
benchmark initiative so that we could
use their RSL for textile and footwear
processes. For our other processes, our
company has joined working groups
to develop corresponding lists of
substances.
This collection of experts from
international companies provides us
with a comprehensive understanding
through exhaustive regulatory watch.
Recommendations are standardised
for all suppliers, particularly with regard
to chemical thresholds. These have
enabled us to expand our control plans
and raise awareness to help make sense
of regulations.
Currently, 71% of the suppliers working
with Decathlon have committed to
comply with this list of substances and
thresholds.

CHEMICAL TESTS MADE AT DIFFERENT STAGES, INCREASING THE NUMBER OF IN-COUNTRY CHEMICAL RISK LIAISONS

FO CU S
AMONG SUPPLIERS, ON BASIC MATERIALS AND CHEMICAL PRODUCTS As China is a major production country for Decathlon, we wanted to have a permanent liaison there.
An expert from the Chemical Risk Management team was dispatched to China to mentor a local teammate
to help her gain the specific chemical risk skills she needed to work autonomously: understanding the RSL,
implementing control plans, analysing risks and correcting instances of non-compliance.
Our goal is to expand risk detection and facilitate the speedy resolution of problems at the local level.
CONTROL PLAN MY CONTROL
& SUPPLIER DEFECTIVE RATES PLAN

INCOMING CONTROL ONLINE CONTROL FINAL CONTROL

ALL CONTROL BEFORE ANY

OPERATION ON MATERIAL
ALL CONTROL
DONE ON PROCESS
ALL CONTROL ADONE
ON FINISHED GOODS
PRIORITY A COMPREHENSIVE REVIEW OF
SENSITISING AND IRRITATING

RISK SUBSTANCES:
Allergies are increasingly common today.

SUBSTANCES While there are extensive regulations

for CMR (carcinogenic, mutagenic,
and reprotoxic) substances, this is not
PFCs, the case for allergenic substances. To
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

DEFECT LIST AN EVER-PRESENT CONCERN:
The European Chemicals Agency has
LABORATORY TEST listed PFCs as substances of “very high
INCOMING, ONLINE, FINAL, CONTROL, TOXICOLOGY
concern”. Our Textiles, Heavy Stitching
and Footwear teams have made
considerable progress in developing
"PFC-free" solutions. Moreover, the
Mountain Sport division has reaffirmed
its 2016 commitment to "eliminate PFCs
from its textile products by 2020".
The Quality team is also responsible for managing customer relations with sports users so that we can answer their questions as
quickly as possible. In 2018, we spent 1.1 days addressing complaints, with a response provided in 54 days.
better protect our users, we have studied
several allergenic substances – such as
isothiazolinones, for example – that will
be included in our next version of the
RSL.
Today, more than 5% of people are
sensitive to isothiazolinones. These not regulated in all consumer goods, but
substances are recognised as being we put them on our RSL in 2018 so that
highly allergenic, meaning that when we could monitor their presence in our
they come into prolonged contact with textile and leather products.
the skin they may cause cutaneous
allergic reactions. These substances are

62 63
CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

RESPONSIBILITY MAINTAINING
LONG-TERM RELATIONSHIPS
IN PRODUCTION Decathlon entrusts the production of our
sports articles to a panel of suppliers
organised by industrial process. Our
local production teams, operating from
Decathlon's production offices, are in
charge of day-to-day supplier relations.
With our suppliers, we share a desire
to deliver the best possible value for
money by working closely together
using a common framework based on
respect, team development, quality and
environmental preservation.
The variety of manufacturing processes
associated with our diverse range of
products (textiles, heaving stitching,
electronics, metal equipment, etc.)
means that our supply chain is extremely
complex, for instance when it comes to
quality control, volume and expanded
accountability.
By 2026, we hope to address this
complexity through increased
collaboration and transparency with
the 150 partner suppliers who will be
manufacturing 80% of our product
quantities. We already had 45 partners
by the end of 2018.

DECATHLON
SUBCONTRACTING 1,031 RANK 1 SUPPLIERS
10 YEARS
AVERAGE LENGTH
IN FIGURES (FINISHED PRODUCT AND COMPONENT OF SERVICE FOR
AS OF 31/12/2018 SUPPLIERS WITH DIRECT CONTRACTUAL TOP 100 SUPPLIERS
RELATIONSHIPS) IN TERMS OF VOLUMES
PURCHASED

2,100 28%
PART OF OUR 316 RANK 2 SUPPLIERS
PRODUCTION
TEAMMATES PURCHASE AMOUNT (SUPPLIERS TO OUR RANK 1 SUPPLIERS
WORKING WITH IS REALISED BY WITH NO CONTRACTUAL RELATIONSHIP
SUPPLIERS ON OUR INDUSTRIAL WITH DECATHLON)
A DAILY BASIS PARTNERS

2018 ESSENTIALS

45 86%
OF RANK 1 PRODUCTION SITES WERE GIVEN A, B or C
> WE PURSUED OUR PARTNER SUPPLIER STRATEGY, WHICH CALLS FOR RELATIONSHIPS BASED
ON COLLABORATION AND TRANSPARENCY. WE WENT FROM 35 TO 45 PARTNERS.
PARTNER RATINGS FOR THEIR HUMAN RESPONSIBILITY > WE DOUBLED DOWN ON OUR COMMITMENT TO SUSTAINABLE DEVELOPMENT IN THE SKILLS
IN PRODUCTION (24% MORE THAN IN 2017) BASE FOR OUR PURCHASERS.
SUPPLIERS
69.4%
1,157 SOCIAL AUDITS 2018 > WE IMPLEMENTED A SKILLS SELF-ASSESSMENT SYSTEM: ALL OF THOSE INVOLVED IN
10 MORE THAN IN 2017 PRODUCTION CAN TAKE CHARGE OF THEIR OWN PROFESSIONAL DEVELOPMENT.
> 86% OF OUR PANEL OF SUPPLIERS HAVE AN A, B or C RATING, AND FOR OUR PARTNER
OF RANK 1 PRODUCTION SITES WERE GIVEN A, B or C SUPPLIERS IT IS 96%: WE CONTINUED TO APPLY OUR HUMAN RESPONSIBILITY IN PRODUCTION
RATINGS FOR THEIR ENVIRONMENTAL MANAGEMENT CONTINUOUS IMPROVEMENT METHODS TO OUR PANEL OF SUPPLIERS.

65
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

MAP OF PRODUCTION COUNTRIES OUR PURCHASING STRATEGIES

Map background: Decathlon has 42 production offices in 24 countries and works with suppliers in another 23 countries. Our Our purchasing strategies have prompted us to create and coordinate a panel of suppliers with three categories:
teammates coordinate production in the countries where they are located, along with production in neighbouring countries in some
cases when these countries do not have Decathlon production offices.
OUR OWN PRODUCTION SITES: OUR SUPPLIERS:
Decathlon has 10 production plants We maintain long-lasting relationships
PAYS DE PRODUCTION
 COUNTRIES AVEC BUREAU (ÉQUIPE) : UN BUREAU DE PRODUCTION DECATHLON EST PRÉSENT DANS LE PAYS
WITH A DECATHLON where we manufacture some of our with our suppliers built on respect and
PRODUCTION OFFICE
AFRIQUE : Égypte, Éthiopie, Maroc, Tunisie. AMÉRIQUES : Brésil, Mexique. ASIE DU NORD : Chine, Taïwan. ASIE DU SUD-EST : Cambodge, Indonésie, articles. In these plants, we develop performance. We identify the suppliers
Africa: Egypt,
Thaïlande, Ethiopia,
Vietnam. ASIE DUMorocco,
SUD-OUEST Tunisia.
: Bangladesh, Inde, Pakistan, Sri-Lanka. EUROPE : France, Italie, Pologne, Portugal, Roumanie, Turquie, the Decathlon Manufacturing Way with whom we do not have partnerships
Ukraine.
Americas: CEI (Communauté
Brazil, Mexico. des États
NorthIndépendants)
Asia: : Russie. (DMW) network, which aims to but who do play a strategic role in our
China, Taiwan. Southeast Asia: Cambodia, increase operational excellence when supplier panel1, either because they
PAYS DEThailand,
Indonesia, PRODUCTION SANS
Vietnam. BUREAU (ÉQUIPE D'UN PAYS LIMITROPHE)
Southwest it comes to managing teams, devising have proprietary technology or sensitive
Asia:
AFRIQUE Bangladesh,
PAYS :DE PRODUCTION
Madagascar. India, Pakistan,
ASIE AVEC
DU NORDBUREAU Sri (ÉQUIPE)
: Japon. ASIE DU :SUD-EST
UN BUREAU DE PRODUCTION
: Malaisie, DECATHLON
Myanmar. EUROPE EST PRÉSENT
: Albanie, Allemagne, DANS
Autriche, LE PAYS
Belgique, Bosnie, manufacturing technologies and production volumes.
Lanka. Croatie,
Bulgarie, Europe:Espagne,
France,Finlande,
Italy, Géorgie,
Poland,Hongrie, Lituanie, Pays-Bas, République Tchèque, Royaume-Uni, Serbie, Slovaquie, Slovénie, Suisse.
AFRIQUE : Égypte, Éthiopie, Maroc,
Portugal, Romania, Turkey, Ukraine. CISTunisie. AMÉRIQUES : Brésil, Mexique. ASIE DU NORD : Chine, Taïwan. ASIE DU SUD-EST : Cambodge, Indonésie, processes, implementing continuous
Thaïlande, Vietnam.ofASIE DU SUD-OUEST : Bangladesh, Inde, Pakistan, Sri-Lanka. EUROPE : France, Italie, Pologne, Portugal, Roumanie, Turquie, improvement methods and organising
(Commonwealth
Ukraine.
Independent States): AVERAGE LENGTH
Russia. CEI (Communauté des États Indépendants) : Russie. flows. This DMW network can be
accessed by our partner suppliers. OF SERVICE FOR SUPPLIERS
PAYS DE PRODUCTION
 COUNTRIES WITHOUT ASANS BUREAU (ÉQUIPE D'UN PAYS LIMITROPHE)
ON OUR PANEL
DECATHLON PRODUCTION OFFICE
AFRIQUE : Madagascar. ASIE DU NORD : Japon. ASIE DU SUD-EST : Malaisie, Myanmar. EUROPE : Albanie, Allemagne, Autriche, Belgique, Bosnie,
Africa: Croatie,
Bulgarie, Madagascar. North
Espagne, Asia:Géorgie,
Finlande, Japan.Hongrie, Lituanie, Pays-Bas, République Tchèque, Royaume-Uni, Serbie, Slovaquie, Slovénie, Suisse.
OUR PARTNER SUPPLIERS: IN %
36% 33%
We develop industrial projects and a 5 to 10 years
Southeast Asia: Malaysia, Myanmar. Europe: 10 to 20 years
Albania, Germany, Austria, Belgium, Bosnia, common vision with companies that
Bulgaria, Croatia, Spain, Finland, Georgia,
Hungary, Lithuania, Netherlands, Czech
share the Decathlon purpose and values.
We make shared commitments built on 21%
Republic, United Kingdom, Serbia, Slovakia, collaboration, transparency and trust. 3 to 5 years
Slovenia, Switzerland. Integrated into our internal processes, this
partner relationship drives us to improve
our managerial culture on a daily basis to 5% 4%
achieve operational excellence while also
developing individual accountability and
1% 1 to 3 years > 20 years
PAYS DE PRODUCTION AVEC BUREAU (ÉQUIPE) : UN BUREAU DE PRODUCTION DECATHLON EST PRÉSENT DANS LE PAYS < 1 year
DECATHLON: A MULTI-PRODUCT, MULTI- AFRIQUE : Égypte, Éthiopie, Maroc, Tunisie. AMÉRIQUES : Brésil, Mexique. ASIE DU NORD : Chine, Taïwan. ASIE DU SUD-EST : Cambodge, Indonésie,
Thaïlande, Vietnam. ASIE DU SUD-OUEST : Bangladesh, Inde, Pakistan, Sri-Lanka. EUROPE : France, Italie, Pologne, Portugal, Roumanie, Turquie,
autonomy.

INDUSTRIAL PROCESS, MULTI-COUNTRY BUSINESS

Ukraine. CEI (Communauté des États Indépendants) : Russie.

PAYS DE PRODUCTION SANS BUREAU (ÉQUIPE D'UN PAYS LIMITROPHE)

AFRIQUE : Madagascar. ASIE DU NORD : Japon. ASIE DU SUD-EST : Malaisie, Myanmar. EUROPE : Albanie, Allemagne, Autriche, Belgique, Bosnie,
We offer a diverse range of articles meant for use in a wide array of different sports to the users of our 85 Decathlon brands. These
Bulgarie, Croatie, Espagne, Finlande, Géorgie, Hongrie, Lituanie, Pays-Bas, République Tchèque, Royaume-Uni, Serbie, Slovaquie, Slovénie, Suisse.
articles, designed by Decathlon teams and our suppliers, are manufactured using many different industrial processes belonging
• IN 2018, 28% PART OF OUR PURCHASE AMOUNT
IS REALISED BY OUR INDUSTRIAL PARTNERS.
to the textile, metallurgy, electronics and footwear industries, to name a few. These products are designed and manufactured in
accordance with our specifications and our social and environmental requirements. •
OUR GOAL IS TO HAVE 80% OF OUR PRODUCTS
MANUFACTURED BY 150 PARTNER SUPPLIERS BY 2026.
BREAKDOWN OF VOLUMES
PURCHASED BY DECATHLON NUTRITION: 1.1%
CHEMICAL AND We are also pursuing our local production  MADE IN BR AZIL FOR BR AZILIAN RETAIL: UNAVAILABLE 2
(BY PRODUCTION PROCESS)
COSMETIC PRODUCTS: 0.4% development strategy so that we can
FROM 1/01/18 TO 31/12/2018
ELECTRONICS: 1.5% better respond to local market demand  MADE IN CHINA FOR CHINESE RETAIL: 91.5%3
and reduce environmental impacts.
 MADE IN EUROPE FOR EUROPEAN RETAIL: 22.7%
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

FOOTWEAR: 14.5% Our supplier panel and our distribution

of volume follow total cost principles  MADE IN RUSSIA FOR RUSSIAN RETAIL: 9.8%
TEXTILES: 40.7%
(also called TeCO: Total Environmental  MADE IN INDIA FOR INDIAN RETAIL: 40.4%
Cost of Ownership).
The combination of these two strategies
SIMOND: 0.1% (local production and TeCO principles)
allows us to build a supplier base that
"OUR PARTNERSHIP STRATEGY CONSISTS IN MAINTAINING
METAL: 6.2% GLOVES: 1.5% addresses our company's global and THE STRONGEST, MOST TRANSPARENT RELATIONSHIPS
local challenges.
HEAVY STITCHING: 10.5% POSSIBLE WITH OUR PARTNER SUPPLIERS. MUTUAL
WEDZE COMPOSITES: 0.3%
TRUST WILL FORM THE FOUNDATION FOR SUSTAINABLE
PLASTIC AND COMPOSITE PYROTECHNICS: 0.2% PERFORMANCE THAT ADVANCES OUR GOALS."
PRODUCTS: 6.8%
OPTICAL PRODUCTS: WELDED/INFLATABLE PRODUCTS: 1.8% LIONEL DIAS, PURCHASING PROCESS LEADER
66 BICYCLES: 11.8% 1.6% HELMETS: 1% 67
1. KASs: Key Account Supplier
2. Purchases made by Brazil are no longer entered directly into our information system. It was therefore not possible to include the 2018 data.
3. In percentage of Turnover.
 CHALLENGES & STRATEGIES
THE FIGHT AGAINST
UNDECLARED OUTSOURCING
Undeclared outsourcing by our suppliers
is difficult to detect.
Despite our formal opposition to this
practice, as signified by a contractual
clause that all suppliers sign, and
despite our teams' frequent site visits,
some suppliers could still turn to
outside companies to help manufacture
our products without our prior consent.
OUR SUPPLY CHAIN
To manufacture Decathlon brand
products that meet the needs of our
users, we must maximise our coverage
of the value chain. That is why we are
developing supplier relationships at
multiple levels:
First, our rank 1 suppliers: they have
a contractual relationship with a
Decathlon group company to produce
or assemble finished/semi-finished
products (manufacturing contract) or
to supply raw materials or components
(purchasing contract) and they receive
purchase orders from and submit
invoices directly to that company.
1,031 RANK 1 SUPPLIERS
Rank 2 suppliers contribute to
Decathlon’s product value chain. They
have direct commercial relations with a
rank 1 supplier, with whom they organise
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
the management of purchase orders and
invoicing. The Decathlon group retains
the option to get involved in choosing or
approving these rank 2 suppliers, while
not interfering in the commercial and
legal relationship between these rank 1
and rank 2 suppliers.
316 RANK 2 SUPPLIERS
68
PEOPLE & MANAGEMENT
To fight against this phenomenon, we
have trained our teams to carefully
plan for quantities at different stages of
product development and during batch
production.
The number of products delivered
is regularly checked against actual
capacity to minimise risks.
DESIGN | DEVELOPMENT | INDUSTRIALISATION | PRODUCTION
SIGNED SPORTS | R&D | PROCESSES | PRODUCTION OFFICES | SUPPLIERS
RANK 2
RANK 1
ACTIVITY
TEAMS
COMMERCIAL RELATIONS
PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY
MANAGING A SKILLS CULTURE
FOR PRODUCTION TEAMMATES WITH A FOCUS
ON SUSTAINABLE PERFORMANCE
Production teams forge relationships For our teammates the goal is to unleash their full potential and advance
with suppliers on a daily basis objectively assess their job proficiency, sustainable performance.
working in areas such as quality, and for Decathlon the aim is to ensure 2,384 active learners in the network of
supply, industrialisation, sustainable that hard and soft skills are properly teammates for our industrial processes
development and continuous balanced for now and in years to come. and production offices: 96% of our
improvement. Our skills culture initiatives were rolled production teams, 60% of our industrial
We believe that skills are an integral out in stages and shared with our processes teams.
part of sustainable development partner suppliers to help everyone
performance. In 2018, we developed
the From Training to Active Learning
corporate project, which gives each "PROFICIENCY IS AN INTEGRAL PART OF INDUSTRIAL
person the power to take charge of his PERFORMANCE. THE OPERATIONAL EXCELLENCE TO
or her individual development. As part
of this project we provided access to WHICH WE ASPIRE REQUIRES US ALL TO ATTAIN A CERTAIN
self-assessment tools and resources LEVEL OF PROFICIENCY.”
to help employees learn the skills they
needed to lead projects for our teams.
OLIVIER DESBATS, PURCHASING PROCESS LEADER
T ESTIMONIAL MARIA CHEN CEO OF SEMS – CHINA
DECATHLON'S MANAGEMENT CULTURE HAS IMPROVED HOW MY BUSINESS OPERATES
"As a leader I set myself clear, ambitious goals. My approach has sometimes come off as authoritarian. My employees were able
to execute my vision, but they did not show much initiative. Decathlon helped me see how another more empowering form of
management could help me grow my business.
I learned to think about how I communicate, to develop a culture that encourages feedback and to share decision-making
responsibilities with my employees. Today, I trust my team and they have the autonomy to solve day-to-day problems. As a result,
my company is more efficient."
RANK 3
INCORPORATING ANTI-CORRUPTION
EFFORTS INTO ALL OUR BUSINESS ACTIVITIES
In 2016, the French government In 2018 we continued the work of An Anti-Corruption Code of Conduct was
passed a law addressing transparency, mapping corruption risks that we written and distributed in France. It will
anti-corruption and economic began in 2017, applying a methodology be rolled out in our foreign subsidiaries
modernisation4. In this field, Decathlon developed for our company's different starting in 2019. This document sets
is putting in place measures to prevent business lines. out Decathlon's anti-corruption policies,
and detect corruption at our subsidiaries describing and illustrating which types
across the globe, in order to manage
This mapping work was initiated in every
of practices are forbidden.
country where Decathlon operates. The
risks in this arena. The aim is to seize the goal is to identify, analyse and rank the Employees will have access to an alert
opportunity presented by this new law to risks to which the company is exposed system, intended to collect reports
bolster our efforts to combat corruption in terms of solicitations from outsiders of practices that violate the Code of
across all our business lines. to engage in corrupt practices. Conduct, starting in 2019.
69
4. https://www.legifrance.gouv.fr/eli/loi/2016/12/9/ECFM1605542L/jo/texte
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

PUTTING REVAMPING THE CODE OF

PEOPLE FIRST
In 2018 we celebrated the 70th
anniversary of the Universal Declaration
of Human Rights. This milestone
provided an opportunity for Decathlon
to reaffirm our commitment to actively
promote mechanisms for upholding and
strengthening universal human rights at
all our subsidiaries across the globe.
Our responsibility at Decathlon is
to ensure that these priorities are
observed and respected at all sites
where our products are manufactured,
in 40 different countries, with uniform,
consistent standards.
Our Code of Conduct, which was fully
revised in 2017, addresses the social
and environmental priorities highlighted
by various international organisations
(ILO, OECD, etc.), especially: human
rights (child labour, modern slavery and
forced labour, freedom of association,
discrimination, decent pay, etc.), health
and safety (management environment,
building safety, etc.), chemicals
management, environmental
protection, sustainable materials,
corruption, and employee management
and communication.
We use an internal and external auditing
system to ensure that the Code of
Conduct is being applied, along with
regular site visits from local Decathlon
production teams. Our strategy for
making the process more reliable
and implementing lasting corrective
measures is improving year after year.
In 2018, 86% of our rank 1 suppliers
had brought human-related risks to
an acceptable level, and our goal is to
sustain 80% by 2019.
CONDUCT AND ROLLING OUT
NEW AUDIT CRITERIA
At Decathlon, Human Responsibility
in Production dates back to our first
social charter in 2003. Since that time,
a variety of national and international
events have changed the landscape and
regulatory context.
In response to these changes and in
line with our own ambitions, Decathlon
revised the requirements in our Code of
Conduct in 2017. We updated our audit
criteria at the same time. The Code of
Conduct and the criteria were modified to
include new environmental and societal
priorities, such as provisions covering
forced labour, freedom of association,
human resources management and
compensation policies, a section that
has now been expanded. Clarifying the
All of these improvements were rolled
scope of audits made it possible to
out using a collaborative process
include the living quarters and transport
with input from internal and external
methods made available to employees
stakeholders.
by their employers.

HUMAN
RESPONSIBILITY 86% 66% 57% BUILDING A NETWORK
IN PRODUCTION
OF RANK 1 PRODUCTION
SITES RATED A, B, or
OF RANK 2
PRODUCTION SITES
RATED A, B, or C
OF ASSESSMENTS
HANDLED BY OF INTERNAL AND EXTERNAL AUDITORS
DECATHLON TEAMS
IN FIGURES
AS OF 31/12/2018
C ACCORDING TO OUR
ASSESSMENT CRITERIA
ACCORDING TO OUR
ASSESSMENT CRITERIA
FOR A TOTAL OF
1,157 ASSESSMENTS
WITH CONSISTENT SKILL SETS
Our auditing teams are deployed in These factors help us deliver relevant To help ground these priorities,
countries across the world to promote information, so that partners and Decathlon decided in 2018 to focus

28 62%
the application of the Decathlon Code of
Conduct.
SUSTAINABLE DEVELOPMENT
OF TEAMMATES WORKING These audits are performed by
IN PRODUCTION MANAGERS HANDLE MOST
IN PRODUCTION ACQUIRED SUSTAINABLE internal and external teams. In 2018
OF THESE ASSESSMENTS, WITH SUPPORT
DEVELOPMENT IN PRODUCTION SKILLS we performed 1,157 audits worldwide,
FROM 37 DELEGATED EVALUATORS
57% of them conducted by our team of
internal auditors.
The audits performed by internal
Decathlon teams helped us address the
following issues:
suppliers feel more involved. Our social
performance priorities are thus clear
and make an essential contribution
to our company's overall financial
performance, supported by an effective
correction action plan. This approach
is integrated into day-to-day operations
at our company, going well beyond
occasional testing.
The action plans, their implementation
our work on standardising auditor skills
by creating our Assessors’ Guidelines
document.
The goal is to ensure that each criterion
is tested and validated in the same way.
This also means that the handling of
non-compliance at production sites
will be better communicated, better
understood and more sustainable. At
times, this work means that we are

2018 ESSENTIALS  The quality of basic training for the

window and their sustainability are
directly linked to the quality of our
more stringent than local regulations
require, for instance when it comes to
trainers who certify internal auditors:
supplier relations. That is why Decathlon the freedom of association, which is
The training is based on the SA80000
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

> WE STRENGTHENED THE METHODOLOGICAL CONTENT OF OUR ASSESSORS’ GUIDELINES SO standard.

has made sustainable development why we always ask to meet with the
THAT EVERYONE WORKING IN HUMAN RESPONSIBILITY IN PRODUCTION WILL HAVE ACCESS TO a fundamental component of our production site representative.
 Proper understanding by our suppliers purchasing relations with our suppliers
A STANDARDISED FRAMEWORK THEY CAN APPLY INDEPENDENTLY. Audits performed by an outside
of our messages concerning social (see Responsible purchasing).
> WE SAW A SIGNIFICANT INCREASE IN THE PERFORMANCE OF OUR PANEL OF SUPPLIERS, organisation5 are conducted using the
challenges, which ensures the longevity
Since 2003, Decathlon has been same criteria. The Decathlon teams
GOING FROM 69% AT THE END OF 2017 TO 86% ABC BY THE END OF 2018 FOR RANK 1. of this approach.
providing ongoing skills acquisition and the external teams meet regularly
> WE ARE ENHANCING OUR RISK ANALYSES THROUGH OUR WORK ON THE DUTY OF  Consistent auditing methods with the opportunities and training for auditors to ensure that our requirements are
VIGILANCE THAT AIMS TO PREVENT THE SOCIAL (HUMAN RIGHTS, HEALTH AND SAFETY) AND same expectations, no matter where or so that we can successfully implement well understood and that they are being
ENVIRONMENTAL RISKS ASSOCIATED WITH OUR BUSINESS ACTIVITIES AND THOSE OF OUR how the testing is being performed. strategies and prevention, conferring followed to the letter.
SUBCONTRACTORS AND SUPPLIERS. about questionable situations and
attenuating identified risks.
> WE LAUNCHED OUR TACKLE FORCED LABOR PROGRAMME INTERNALLY, WITH SUPPORT FROM
MULTIPLE NGOS, TO COMPLEMENT OUR AUDITING PROCESS AND HELP DETECT THE WARNING
SIGNS OF FORCED LABOUR AND DEVELOP SUITABLE CORRECTIVE ACTION PLANS.
70 71
5. SGS
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

HOW OUR SUPPLIER HELPING TO STANDARDISE

PANEL PERFORMED
Among the rank 1 production sites
involved in our programme, 86% had A,
B or C performance ratings (24% more
than in 2017) as did 66% of our rank 2
production sites (a difference of 34%
compared with 2017). In total, 1,157
assessments were carried out in 2018.
Our goal is sustainable performance.
We understand that audits are a
snapshot of a situation at a moment
in time, and we use them to identify
areas for improvement over the short,
medium and long term at production
sites.
In 2018 we took a major step
forward in terms of our A-, B- and
C-rated suppliers by establishing
close collaboration between our
production teams and suppliers. This
collaboration is supported by central
services and the Purchasing and
Sustainable Development teams, which
are committed to this continuous
improvement approach. The results
we have seen reflect our teams’ deeper
level of investment in 2018; however,
they must be maintained over the long
term, particularly by offering training
programmes for greater supplier
autonomy.
INTERNATIONAL METHODOLOGIES
Since 2014, Decathlon has been a member of the Advisory Committee that is writing an OECD guide on due diligence for
textile and footwear supply chains. This guide was published in January 2017 with the title “OECD Due Diligence Guidance for
Responsible Supply Chains in the Garment and Footwear Sector”.
The first forum took place on 30 and 31 January 2018. It was attended by over 400 participants from the business world,
unions, civil society and member state governments. During the event we shared updates and explored ways to improve existing
mechanisms.
COMPLIANCE AT PRODUCTION SITES
THAT MANUFACTURE OUR PRODUCTS
IN %, “A, B or C”

We are adding to our training options with a We are expanding our network of SD in Rank 1 production sites
FO CU S

programme open to all teammates who want to Production managers to increase the adoption
learn more about how our Human Responsibility in of our strategy through a system of mentoring Rank 2 production sites
Production approach works through an awareness and skill transfers. Our partners’ sites
model titled: SD Prod for All.
To date, 35 people have completed this training.
28 SD in Production managers
at the end of 2018
Company-owned sites
96%
88% 90%
86% 86%
DUTY OF VIGILANCE: 80%
ENSURING HUMAN RIGHTS
ARE PROTECTED THROUGHOUT
THE VALUE CHAIN 68% 69%
The concept of the duty of vigilance In 2018 we ranked the priority areas 66%
was established by a 2017 French law in need of improvement based on the
requiring multinational companies to mapping of our risks, responsibilities
60%
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

provide transparency on all the methods
they use to anticipate the social and
environmental risks associated with
their business activities and those of
their subcontractors and suppliers.
At Decathlon, we chose to focus first
on our supply chain as part of creating
an official Vigilance Plan for the 2017
financial year. We performed a risk
analysis, applying the ISO 31000:2009
Risk Management standard, that
covered our impact on human rights,
health and safety, and the environment.
72
and focus areas for action.
This method of analysis confirmed that
the most prominent risks for production
activities at our suppliers (ranks 1 and
2) matched the ones that had been The full strategy is laid out in our
identified upstream. They are shared Vigilance Plan. It is regularly revised as
with our suppliers through our Code of
Conduct and are verified through regular
part of our continuous improvement
approach.
49% 49%
rigorous audits at our rank 1, and some
rank 2, suppliers. DECATHLON VIGILANCE PLAN :
http://developpement-durable.decathlon.
com/documents-et-rapports/documents/ 2016 2017 2018
73
 CHALLENGES & STRATEGIES
PREVENTING AND ELIMINATING
ALL FORMS OF FORCED LABOUR
According to the Walk Free Foundation,
over 24.9 million human beings were
trapped in a form of forced labour in
2016.
At Decathlon, we were inspired by the
Modern Slavery Act 2015 to strengthen
our commitment to pay careful attention
to three modern slavery issues:
 Forced labour: Employees at suppliers
must offer their work or their services of
their own free will, free of the threat of
any form of punishment.
 Responsible hiring practices at our
suppliers: The hiring, transport, transfer,
housing or hosting of migrant workers
for the purposes of paid employment
must take place without threats,
violence or coercion.
 Debt bondage: The work or service
provided is not tied to debt cancellation.
Well aware of the risks that exist in the
parts of the world where our production
sites are located, we will incorporate
COLLABORATING WITH OUR PARTNERS
AND TESTING WAYS TO GO
BEYOND REGULATORY COMPLIANCE
Every country has its own regulatory
framework. We believe that a relationship
built on trust is only possible if all our
production employees feel fulfilled in
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
their work, and we seek to go beyond
basic compliance with health and safety
regulations.
We are developing pilot projects for
in-house training programmes led by
local Decathlon teams in collaboration
with site management teams.
74
PEOPLE & MANAGEMENT
this idea of detecting and preventing
forced labour into our purchasing
strategies, along with the Stronger
Together multi-stakeholder initiative, for
which we co-developed a training tool
in 2018 intended to help our suppliers
and production and purchasing teams
increase their expertise in this arena.
Our goal for 2019 will be to train our
on-site Decathlon teams to detect
the warning signs of forced labour,
especially in known at-risk areas.
The work of our Sustainable
Development in Production teams
will involve implementing a procedure
for reporting information about
our suppliers in order to flag any
confirmed cases and connect with local
organisations, such as the NGO Vérité,
so that they can conduct investigations,
care for victims and develop corrective
action plans locally.
HERE ARE JUST
TWO EXAMPLES OF THE MANY
PROGRAMMES THAT HELP US
TRANSFORM RISKS
INTO OPPORTUNITIES:
PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY
1/ THE FULFILLED WORKERS PROJECT IN INDIA
I NTERVIEW
PRATIMA SINGH
SD IN PRODUCTION MANAGER IN INDIA AND FULFILLED WORKER PROJECT LEADER
WHAT IS THE FULFILLED WORKER PROJECT?
The idea behind the project is to work directly with the human resources teams at our partner suppliers' facilities to improve
quality of life at work. Our focus is on a few specific areas: absenteeism, employee turnover, strikes and workplace accidents.
We create a schedule with them incorporating a series of employee surveys that aim to produce a single indicator: employee
satisfaction at the site. We launched this process in 2018 with five of our partners in India (six by the end of 2018).
WHAT WERE SOME CONCRETE RESULTS YOU SAW IN 2018?
We started by scheduling several surveys to assess the most sensitive situations and topics, as a way of responding to
employees' needs and those of human resources management. These anonymous questionnaires are designed to provide
insights for management into the primary sources of dissatisfaction, revealing the root causes so we can take steps to
resolve them for good. The results also help us strengthen our existing initiatives. Each production site is unique, with its
own areas in need of improvement.
We will be rolling out the project with other partners in 2019 so that we can take in the bigger picture and work on our
evaluation methods. We will continue our improvement and satisfaction work with our partners in 2023.
2/ SUPPORTING OUR CHINESE
SUPPLIERS WITH A CONTINUOUS
IMPROVEMENT PROGRAMME
To support our partner suppliers in
China as they incorporate Human
continuous improvement programme)
assessment criteria.
Responsibility in Production (HRP) With greater autonomy, suppliers
management principles as Decathlon are able to assess themselves and
conceives of them, local teammates in
maintain consistent, persistent social
China have developed a turnkey module performance.
that facilitates the adoption of the audit
process and points the way towards
day-to-day continuous improvement.
This module, currently in the testing
phase, involves nine partners or key
account suppliers (KASs) who received
The HRP module for increasing
autonomy comprises five training
an A, B or C rating during their most
recent audits.
sessions that can be adapted to different
In China 86% of our 410 sites (ranks 1
audiences and groups at the production
and 2) had A, B or C ratings.
sites (executives, managers, workers,
etc.) and begins with an initial mapping
exercise performed using the Decathlon
and Operational Excellence (an in-house
75
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

ROLLING OUT THE LOCAL ENVIRONMENTAL

ENVIRONMENTAL MANAGEMENT
Decathlon is committed to continuously
reducing the environmental impact
of our business activities, particularly
the impact of manufacturing our
Decathlon brand products. Our priorities
in connection with the utilisation
of resources, industrial water, soil
and air pollution, and the impact of
waste generated, as well as energy
consumption and CO 2 emissions must
be shared with our suppliers' production
sites. The goal being to limit local
populations' and sports users' exposure
to pollution and to continue promoting
active lifestyles at our production sites.
Since 2017, Decathlon has conducted
environmental audits focusing on
ENVIRONMENTAL
MANAGEMENT
IN FIGURES
228
RANK 1 AND 2 SUPPLIERS WERE IMPACTED IN 2018
(93 PRODUCTION SITES UNDERWENT ENVIRONMENTAL
AS OF 31/12/2018
MANAGEMENT ASSESSMENT IN 2018)
RESPONSIBILITY IN PRODUCTION PROJECT:
ENCOURAGING OUR SUPPLIERS
these issues at our suppliers' facilities.
We have identified and prioritised
the suppliers for whom industrial TO REDUCE THEIR IMPACT
wastewater production, air pollution and
wasteful energy use may be an issue. A The focus of the project is to prevent local
special set of specifications has been water, air and soil pollution associated
drawn up to help bring them in line with with our industrial processes.
our requirements, with audits performed In 2018 we worked to train our suppliers,
regularly. sharing the reasons behind these
These priorities are now shared with environmental priorities locally so
our industrial partners and suppliers, that responsibility for these issues
ensuring that they all take ownership would become part of day-to-day life
of them, adopt them in turn and at the plants. Our top priority is our
become autonomous when it comes to partner suppliers who consume large
verifications and measurements on a amounts of water (over 50 m3 industrial
daily basis. wastewater processed per day) with
industrial processes that involve dyeing,
leather tanning, textile printing, surface
treatments or metal paint processes,
for instance. We have identified 228
suppliers (at the end of 2018) for whom
this is the case.
Some of our teammate

FO CU S
trainers from 2017 went

13 96 69.4%
through the process of
becoming internal auditors
ENVIRONMENTAL SUPPLIERS to expand their skill
MANAGEMENT POINT PEOPLE INITIATED PROGRAMMES OF THE AUDITED PRODUCTION
SUPPORT THE OPERATIONAL TO MEASURE AND MANAGE SITES WERE GIVEN AN A, B or C sets. With this additional We use our environmental audits to make  Air pollution: Dangerous emissions
TEAMS THEIR CO 2 EMISSIONS RATING FOR WATER, AIR AND expertise under their belts, an assessment of the observed situation are treated, not released directly into the
SOIL USING OUR ASSESSMENT they make a more credible with reference to our specifications. air.
CRITERIA and convincing case. It is then verified using the Decathlon  Soil pollution: Hazardous waste is not
When suppliers are making criteria that were updated based on our leached by rain and does not damage
work with the ISO 14001 standard and the water tables that are used for
investment decisions is an external sector benchmark. These drinking water.
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

precisely the time for us

2018 ESSENTIALS to share our values and
audits are performed by an outside
service provider (SGS) and by our own
Our industrial wastewater specifications
cover most water pollution-monitoring
improve environmental in-house auditors (24 internal audits
criteria. They are based on the
performance. This is when among a total of 93). Applying the audit
> WE ARE TRAINING AND ENCOURAGING MORE AND MORE SUPPLIERS TO COMBAT LOCAL international wastewater discharge
criteria, we calculate a final score for the
POLLUTION, MAKING THEM MORE AWARE OF THEIR ENVIRONMENTAL IMPACT AND HELPING highly skilled auditors are supplier ranging from A to E.
quality standards established by the
THEM GAIN THE SKILLS TO MANAGE IT ON A DAILY BASIS. most valuable and effective. World Bank and the Zero Discharge
We assess the following points: of Hazardous Chemicals programme,
> WE MADE SIGNIFICANT PROGRESS IN TERMS OF THE NUMBER OF SUPPLIERS GIVEN A, B or C In 2018, 69.4% of impacted  Water pollution: Any industrial whose work serves as a reference for
RATINGS THANKS TO CLOSER MONITORING OF THE SUPPLIERS WHO RECEIVED D OR E RATINGS suppliers were given wastewater must meet Decathlon some hazardous substances.
IN PREVIOUS YEARS, AND WE ARE WORKING TO FIND AN IMMEDIATE AND LASTING SOLUTION TO A, B or C ratings. standards. When local standards and
ADDRESS AREAS OF CONCERN. our specifications differ, we respect the
stricter criteria.
> WE TRAINED OUR INDUSTRIAL PARTNERS TO MEASURE THEIR ENERGY EFFICIENCY SO THAT
THEY COULD REDUCE THEIR CO2 EMISSIONS.
76 77
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

This comprehensive approach helps

reduce the CO2 intensity for each item
produced (see p.17), improve suppliers' "THERE IS A LOT OF INTEREST IN THE CO 2 ISSUE,
EXPLAINING THE REASONS FOR OUR ACTIONS carbon trajectories and cut costs. It
introduces the concept of continuous
BOTH INTERNALLY ON OUR TEAMS AND AMONG
improvement by reinvesting the money OUR SUPPLIERS, WHO ASK FOR OUR ASSISTANCE WITH THIS
FOR GREATER SUPPLIER ENGAGEMENT saved in new processes that are even
more energy efficient.
TECHNICAL EXPERTISE. THIS IS A LONG-TERM PROJECT
Over time, the goal is to optimise our THAT REQUIRES A GREAT DEAL OF HUMAN CAPITAL
suppliers' energy consumption and INVESTED UP FRONT, BUT THE ECOLOGICAL AND ECONOMIC
encourage them to turn to less polluting
I NTERVIEW energy sources – especially renewables BENEFITS ARE TANGIBLE AND LONG-LASTING."
MATTHIEU LEMMET – by 2026. These aspects are part of the
SBT6 for our greenhouse gas emissions.
ENVIRONMENTAL ASSESSMENT IN PRODUCTION PROJECT LEADER ADRIEN JOUVINIER
CO₂ IN PRODUCTION PROJECT LEADER

WHAT HAPPENS DURING AN ENVIRONMENTAL AUDIT?

Environmental auditors come in with industry experience because they are already Human Responsibility in Production
auditors.
We always start by explaining the reasons for this approach to better address the audit priorities. So we go over the risks
associated with pollution, the importance of using chemicals responsibly, and the impact pollution has on local populations
and the environment. When inspections are performed on site, any irregularities are taken into account.

HOW DO SUPPLIERS REACT TO THE SUGGESTION THAT THEY MODIFY THEIR

METHODS?
When suppliers understand that this is about more than just assessment criteria and behind it all is a way to create more
value and protect people better, they want to get involved. The better this approach is understood and taken on board, the
more naturally responsible and autonomous suppliers become. That is what makes our internal auditors so valuable: they
can provide guidance and support for the action plans.
HOW CAN WE MAKE SURE THESE STANDARDS ARE MAINTAINED OVER TIME?
The key is training. We have to start with what we have observed, then develop corrective processes and offer the kinds
of professional development options that operators need. These are long-term strategies that also promise lasting
environmental benefits. Generally speaking, suppliers feel more engaged as a result of this support. They want to do better
and quickly see tangible results proving that the steps they have taken are paying off.
I NTERVIEW
JUDY ZHU
SUSTAINABLE DEVELOPMENT IN PRODUCTION MANAGER IN CHINA.
IN 2018, SHE ASSISTED FOUR PRODUCTION SITES WITH THE PROCESS OF MEASURING THE ENERGY DATA
FOR THEIR OPERATIONS WITH THE GOAL OF REDUCING THE GREATEST SOURCES OF WASTE AND CHANGING
THEIR PRACTICES TO SEE HOW THEY COULD REDUCE THEIR CO2 IMPACT.
WHAT CONCRETE STEPS WERE TAKEN AT THE FOUR PILOT PRODUCTION SITES?
Our goal, after measuring the actual data on energy consumption, was to optimise processes to save energy in the parts of
the production chain that produced the most pollution. We worked with the production sites and collaborated with outside
experts to understand, analyse and implement appropriate action plans.
At one site in particular, we set up a new, more efficient steam control valve and new steam sensors and improved humidity
measurement. They were able to save nearly €246,000 with an investment of €4,838. We also cut kilogrammes of CO 2 per

THE CO₂ MANAGEMENT PROJECT:

tonne of product by nearly 25%.

SUPPORTING PARTNER SUPPLIERS WHAT ARE THE BENEFITS FOR THE SUPPLIER?
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

The first upside for everyone is changing their way of looking at the problem: the process is seen an opportunity rather than

WITH EFFORTS TO REDUCE an imposition. This shift takes place because the supplier has control over their own data collection tools, and we work
together to ensure our units of measurement and calculations line up. We are speaking the same language.

In 2017, Decathlon began measuring
our suppliers' CO2 impact in an effort
to reduce our greenhouse gas (GHG)
emissions. Today, we know that nearly
45% of the CO2 impact of Decathlon
products comes from the energy used
at our production sites. These sites need
steam or electricity for the processes
78 required to manufacture sporting
GREENHOUSE GAS EMISSIONS
equipment. For the most part, this energy
comes from fossil fuels (coal, gas and
oil), which account for a large proportion
of GHG emissions.
We strengthened our commitment
to improving our practices in 2018,
especially through training and the use
of the Resource Advisor tool, which all
our partner suppliers can use to be more
autonomous when it comes to using
actual data to measure and manage
their carbon footprint each month. This
was implemented with 96 suppliers in
2018. We are aiming for greater energy
efficiency.
6. SBT : Science Based Target
No matter where they are located, suppliers quickly see what they stand to gain when they receive support to anticipate local
regulatory changes that are inevitable in these areas.
In 2018, two pilot projects were conducted in China in dyeing factories (the most energy-intensive process). Energy
consumption decreased after they had training, measured their CO 2 impact, and received our support in developing action
plans to limit this impact. For instance, by installing steam and water sensors, CO 2 emissions dropped by 11.7% per year,
resulting in savings of nearly €220,000.
79
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

STORES ECO-DEVELOPING
OUR GLOBAL NETWORK
& TRANSPORT To help bring sport within everyone's
reach, Decathlon is developing
infrastructure all over the world. In 2018
we opened 1,151 stores worldwide,
bringing the number of countries with
Decathlon locations to 51.
Recognising the impact new buildings
have on the environment, Decathlon gives
priority to eco-construction approaches
for the sites we own, using international
certification standards (HQE, BREEAM,
LEAD, etc.) to help limit our impact.
To date, we have 91 eco-built stores,
including 23 in France, which has been a
pioneer in this approach, accounting for
20% of our company-owned premises.
This expertise is also applied to
renovations of our leased sites in terms
of lighting, heating, air conditioning and
building management.
In addition to commitments that apply
to the buildings themselves, our aim is
now to expand our efforts by improving
landscaping practices at our properties
to better protect biodiversity.
At the same time, Decathlon is
embarking on a digital transformation to
promote access to sporting equipment.
This change impacts our entire network.
It involves buying new computer
equipment and making more extensive
use of it, as well as increasing new
technology resources. This will have a
significant environmental impact. For
this reason, the Decathlon teams are
carefully studying the consequences of
expanding our digital activity, measuring
and implementing strategies to reduce
our environmental impact.

TRANSPORT AND MOBILITY IN FIGURES

AS OF 31/12/2018

20% OF OUR 1,511 91 SITES

STORES WORLDWIDE WORLDWIDE HAVE
COMPANY-OWNED
168 MORE THAN IN 2017 BEEN CERTIFIED FOR
PREMISES ARE
WITH 12 NEW COUNTRIES THEIR ENVIRONMENTAL
ECO-CERTIFIED
ADDED IN 2018 PERFORMANCE

MORE THAN 311 g eq. CO

55.6% 20,000
2
EMITTED PER 2018 ESSENTIALS
DECATHLON PRODUCT
> AROUND THE WORLD, LOCAL REALITIES ARE TAKEN INTO ACCOUNT TO INTEGRATE
OF ELECTRICITY DELIVERED ECO-CONSTRUCTION METHODS AT NEW SITES: WEATHER CONDITIONS, REGULATIONS,
USED BY STORES PARTICIPANTS AT STANDARDS, ETC.
AND WAREHOUSES IS
RENEWABLY-SOURCED
DECATHLON WORLD
CLEAN UP DAY EVENTS
IN 31 COUNTRIES
-19%
COMPARED TO 2018
> IN FRANCE, DECATHLON CO-DEVELOPED A TOOL TO MEASURE ENVIRONMENTAL
PERFORMANCE IN AN EFFORT TO ACCELERATE THE ROLL-OUT OF OUR BIODIVERSITY
APPROACH.
> THE ENVIRONMENTAL PERFORMANCE OF OUR DIGITAL TECHNOLOGY WAS MADE
EUROPE PERIMETER A STRATEGIC PRIORITY FOR OUR IT DEPARTMENT.
81
 CHALLENGES & STRATEGIES
INITIATIVES AND AWARENESS
TO PROMOTE ECO-CONSTRUCTION OF STORES
At Decathlon we promote eco-
construction approaches to protect
local environments. Decathlon currently
recognises four certifications: LEED,
DGNB, HQE and BREEAM. In France all
our company-owned buildings received
BREEAM or HQE certifications upon
completion since 2010. For leased
stores, we have a policy in place to
manage our consumption of energy and
use of resources: we have now equipped
every store in France (except Essential
stores) with LED lighting and centralised
building management systems that
regulate temperatures and equipment
operating times.
To reap the full benefits of this policy at
our stores, it is important to ensure our
teammates are on board. That is why we
developed our "ABCDE" environmental
handbook, for stores, and in 2018 we
created a position for the coordinator
of sustainable development practices in
our French stores.
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
CHANGE IN THE NUMBER
OF CERTIFIED COMPANY-OWNED
PREMISES WORLDWIDE
AS A % OF M2
13.28%
2016
82
PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION
BIODIVERSITY AT DECATHLON
Biodiversity refers to the diversity of living
species and their genetic characteristics.
Unfortunately, biodiversity is shrinking
day by day, disrupting ecosystems and
making them increasingly fragile.
At Decathlon, we believe we have a
responsibility to preserve and protect
biodiversity in our outdoor landscaping. In
addition to applying for certifications, our
Property teams also make adjustments
to buildings to preserve ecosystems and
tackle biodiversity challenges like soil
artificialisation and ecological continuity.
In addition to pursuing certifications, power station on the roof, which has FOCUS :
additional eco-construction approaches been running since early 2019.
are being adopted at many of our stores. DECATHLON TESTS
Around the world, all new Decathlon
In 2018 two stores in France (Treillières stores are equipped with LED technology AN ENVIRONMENTAL
and Béziers) decided to apply these and some open with an eco-construction PERFORMANCE MEASURING
methods. As part of the store relocation approach on site, as is the case in South
TOOL IN SAINT-MALO
process, they chose to greatly increase Africa.
the use of natural light and install a solar
In 2018 Decathlon developed a
multicriteria analysis tool that measures
and lists the major environmental
SOUTH AFRICA : TAKING ADVANTAGE challenges at each store to then
OF LOCAL CONDITIONS TO SAVE ENERGY determine the environmental impact
FO CU S
of the site. This tool, which has been
We opened our first two Decathlon stores in South Africa in 2017 and, operational since 2018, has been used
to assess the environmental impact of
in an effort to capitalise on local conditions, the teams worked to
our landscaping before and after we
integrate energy-saving features into the project. The Johannesburg move into a location. It was developed
store provides a good example. The idea was to use skylights to let in partnership with an outside firm
natural light into the store. The building's height was lowered by one that specialises in these issues and
metre to reduce heating and cooling costs, and the air conditioning the assessments are confirmed by an
independent auditing firm1. The tool is
system that was chosen employs an energy-saving evaporated cooling
meant to serve as a benchmark and to be
method that uses ambient humidity to cool the air. These changes
developed.
helped our teams reduce energy use and keep construction and
operations costs down. They were able to pass on these savings to
This approach to improve landscaping
at our sites, and more specifically to
South African consumers, thereby making sport more affordable. promote biodiversity, is modelled on our
Saint-Malo project, with the goal being
to have a net positive impact. During the
design phase for the site we incorporated
this approach into our work by assessing
the initial state of the plot (intensive
monoculture). We then decided to focus
19% 20% our efforts primarily on:
 Permeability: the site can now handle
2017 2018 all rainfall thanks to porous car parks,
infiltration basins and ditches with
phytopurifying plants that fight soil
erosion, leaching and pollution.
1. https://www.ericlequertier.com/fr/signature-biodiversite/dpe-diagnostic-performance-environnementale/
STORES & TRANSPORT INDICATORS & METHODOLOGY
The goal of the Biodiversity project
launched in France in 2017 is to ensure
that the impact of land and buildings
owned by Decathlon is positive, leaving
the environment in better shape than we
found it.
As part of this Biodiversity project,
Decathlon is taking action on five fronts
simultaneously: ecological continuity,
water resources, soil assessment,
climate and air quality, and light pollution.
In addition to straightforward landscape
integration efforts, the project also aims Decathlon store - Saint-Malo (France)
to protect and restore habitats.
 We took special care in selecting a All these efforts have significantly
variety of local trees and bushes and improved the site's environmental quality.
establishing a flower-filled meadow to Our diagnostic tool shows that our
replace the monoculture. Saint-Malo store has a higher biodiversity
 Animal species were introduced: we score compared with when intensive
set up beehives and brought in sheep for monoculture was used, and that carbon
an eco-friendly, non-mechanical form of sequestration has increased compared
landscaping. with the site's original state thanks to
All this helped us develop a well-rounded, the plant species we have introduced.
well-balanced biotope: Thanks to all these efforts, we were able
to improve the local ecosystem. With
 The infiltration basin is now a wetland
this tool our Property teams showed that
where the flora and fauna associated
Decathlon stores can have a positive
with this kind of habitat are thriving.
environmental impact if we take the right
 The meadow is full of bee-friendly steps from the very start, as of the design
flower species that will help increase
phase. This initiative will help Decathlon
pollination at our site and surrounding maintain closer and more harmonious
ones. ties with local stakeholders.
 The use of phytosanitary products is
prohibited at the site.
“BY IMPROVING BIODIVERSITY AT THE SITE COMPARED
WITH THE PREVIOUS ECOSYSTEM, THE WILD DREAM OF
HAVING OUR DEVELOPMENT ACTIVITIES YIELD A NET
POSITIVE IMPACT BECAME POSSIBLE.
THANKS TO THE TOOL WE DEVELOPED, WE CAN FEEL
PROUD TO CONTINUE OUR GROWTH IN A WAY THAT ALIGNS
WITH OUR VALUES, BY TEAMING UP WITH NATURE.”
CHRISTOPHE CHENEVIÈRE, PROPERTY TEAM
83
 CHALLENGES & STRATEGIES
SUPPORTING FRENCH STORES
AS THEY MAKE A DIFFERENCE EVERY DAY
Because stores are the initial point of
direct contact with our customers, we
must train our teammates to meet their
sustainable development expectations.
To help stores implement the strategies to
accomplish this, our Decathlon Support
teams identify and develop a network
of volunteer Blue and Green leaders
and specialists who are responsible for
supporting in-store teammates. This
network had 100 members at the end
of 2018. The goal is to give operational
teams all the resources they need to get
stores involved in these efforts.
At the same time, we train our specialists
so that they can share their subject
expertise with others. For this we have set
up a four-hour training programme that
teaches specialists about Decathlon's
GREEN IT: SUPPORTING
A SUSTAINABLE DIGITAL TRANSFORMATION
Decathlon's digital transformation brings
with it a significant increase in the amount
of equipment and IT services used at
our stores and in our administrative
offices. New technology like big data
and artificial intelligence are among
the factors that increase Decathlon's
environmental footprint. They require
more storage and more servers (both
internal and cloud-based), which has a
significant impact on the environment.
Green IT became a strategic priority for
our IT policy in 2018, as we strive to keep
this impact in check and foster a more
sustainable digital transformation.
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
Calculating the environmental impact
of digital technology, we found that
it resulted in 35,000 tonnes of CO2
GREEN IT
In 2018, the Green IT leader applied for and was granted a sustainable
FO CU S
digital certification from Club Green IT, an organisation that certifies
how well the methodologies, best practices, wording and basic
knowledge behind this approach are implemented.
84
PEOPLE & MANAGEMENT
challenges, tools, best practices and
goals. Twenty teammates completed
this new training programme in 2018.
The local initiatives we have implemented
include holding sporting events and
changing teammate habits (sorting
T ESTIMONIAL
THÉO ROCHE
RETAIL SUSTAINABLE DEVELOPMENT LEADER FOR FRANCE
“With this training, teammates no longer feel so alone. It helps spur them into
action. In addition to offering support, our goal is to empower our teams and
prepare them to adopt sustainable development best practices.”
equivalent emitted by the end of 2018,
or 420 kg of CO2 per employee. This
carbon footprint results largely from
the equipment used by teammates. In
response, Decathlon implemented a
four-step plan to extend the service life
for these tools:
 Having IT services fix and reuse this
equipment for other employees;
 Having the stores share available
equipment;
 Selling to refurbishers when the
equipment has reached the end of its
service life at Decathlon;
 Lastly, if it is not possible to resell or
repair the equipment, recycling it with a
community organisation.
PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY
SUPPORTING
recycling in break rooms, replacing
LOCAL COOPERATION
disposable cups with eco-friendly ones,
Preserving local playing fields to have a Through our efforts to raise awareness
etc.). We have also put new processes in
long-term positive impact on the region is about sustainable development –
place (second-life initiatives for sporting
a key priority for new Decathlon locations. holding events where we help clean
equipment, prioritising green energy,
Our subsidiarity strategy (autonomy, up local sports fields and assessing
etc.).
responsibility and freedom) promotes the impact our stores have on their
local engagement, the implementation of surroundings – Decathlon helps ensure
environmentally-friendly local initiatives that future generations can enjoy
and a community-building role for each sport and strengthens our ties with our
site. neighbours. This encourages teammates
and sports users to put the fifth pillar
of our Decathlon Vision into practice:
"Preserving the planet and its inhabitants
to protect our purpose."
IN FIGURES
AS OF 31/12/2018
73 TONNES 5 COUNTRIES 5,632
We created an educational programme
for our IT teams so that each team
could develop their own Green IT
projects. Decathlon also incorporated OF WASTE WERE CALCULATED
environmental criteria into our IT
COLLECTED DURING EVENTS WERE HELD
equipment purchasing processes. THEIR REGIONAL FOR CUSTOMERS IN
Meanwhile, certain digital tools were WORLD CLEAN UP DAY FOOTPRINT
made available in 2018 to encourage
IN 31 COUNTRIES
FRENCH STORES
all our teammates to adopt a more
sustainable approach to consumption:
a tool for measuring our digital impact
and a website listing best practices. In
Spain we were able to save 196 tonnes of
CO2 equivalent by replacing paper cash
register receipts with digital ones.
2018 ESSENTIALS
> DECATHLON PIVOTED TO MORE LOCALISED STORE MANAGEMENT.
> WE ADDED NEW INITIATIVES FOR CLEANING UP LOCAL SPORTS FIELDS.
> WE EXPANDED OUR EFFORTS TO MEASURE THE SOCIAL IMPACT OF OUR CORPORATE
ACTIVITIES ON LOCAL COMMUNITIES.
> LOCAL TEAMMATES AND STAKEHOLDERS WERE ENCOURAGED TO MAKE TANGIBLE
CONTRIBUTIONS TO SUSTAINABLE DEVELOPMENT.
85
 CHALLENGES & STRATEGIES
STRENGTHENING LOCAL TIES
AT DECATHLON BELGIUM:
CONGLOMERATIONS
GRADUALLY REPLACE
REGIONAL ORGANISATION
Prior to 2018, the management structure
for Decathlon stores in Belgium was
organised into three geographic regions:
West, Central and East. In 2018, a new
conglomeration-based network began to
take shape.
A collective of local stakeholders from
stores in one catchment area began
meeting regularly to talk about common
FOCUS ON OUR POINTS
OF SALE IN FRANCE
FOR SEVERAL YEARS NOW
WE HAVE OFFERED OUR SPORTS USERS
DIFFERENT TYPES OF STORES:
DECATHLON STORES
located in city centres or outlying areas with a total surface area of over 1,000 m².
DECATHLON ESSENTIEL STORES
in towns of 30,000 or fewer residents with a total surface area of 1,000 m².
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
DECATHLON MOBILITY STORES
for sports users in transit areas (e.g. railway stations).
DECATHLON CITY STORES
with a total surface area between 500 and 1,000 m². Since 2016 their tagline has been "Let's Get Moving" to promote sport in
their communities. The Saint-Germain store in Paris (700 m²) offers local sports users three very different ambiances featuring
exclusive Decathlon brand collections and products. Beneath the skylights, qualified coaches offer classes after store hours so
that customers from the neighbourhood can get back into sport and try out our products at the same time.
86
PEOPLE & MANAGEMENT PRODUCTS & SERVICES
At the end of 2018 there were seven
of these conglomerations in Belgium
(Hainaut, Liege, Antwerp, Brussels,
Namur, Limburg and West Flanders).
Additional entities are now taking shape,
with the goal of ultimately covering the
entire country. The purpose of these
networks is to bring together all local
talent to facilitate agile, rapid and concrete
actions and to clarify issues that would
have been more challenging to identify
using our former management structure.
The most mature conglomerations share
concerns in their area revolving around a sense of purpose, core principles and
people, finances, expansion efforts and clear practices. A local leader known as
more. a “pacer” oversees the entire structure,
This collaborative system gave
ensuring that the network is running
participants a chance to share problems,
smoothly.
suggest ideas and experiment, as well
The former responsibilities of our
as to take decisions that made sense regional directors have been reorganised
for their communities, local sports users
to reflect the issues and talents identified
and sports fields.
among the network members.
RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY
CALCULATING THE REGIONAL IMPACT
OF OUR ACTIVITIES FOR MORE
SUSTAINABLE LOCAL DYNAMICS
Decathlon is launching an exploratory process to calculate the social footprint of a given unit (a team, store, site, brand or country)
and measure the total impact of its activities, improve them and ultimately ensure our company’s sustainable growth. The goal
of this study is to "assess today so we can build tomorrow", involving all our stakeholders in the process (employees, customers,
suppliers, and stakeholders from the local economy and civil society). An overall view is gained from the ground up, starting with
local initiatives. This also helps our teammates and the local residents with whom we interact take pride in what we do.
We measure the impact of our activities 2. Exploring and testing new solutions assessing their social footprint and have
based on their social, economic and that align with the identified priorities now completed the first step.
environmental effects, which are the (design, partnerships, products, working
At the end of 2018, the project team
three pillars of sustainable development. methods, etc.).
was working with a network of around
We have a four-step, three-year support
3. Incorporating the most relevant 15 local ambassadors, all trained in this
plan: options (new industrial processes or approach.
1. Talking to local stakeholders to take more sustainable and responsible
In addition to calculating the regional
stock of our current activity based on products, for instance).
impact and implementing new operating
four criteria: sustainability, inclusivity 4. Assessing, after a period of one or two methods, this project helps us call into
(involving the local ecosystem), years, the value created compared with question Decathlon’s current global
innovation and transferability (whether the baseline value. business model and imagine how we
the model can be replicated elsewhere). might operate in the future.
In 2018 three countries (Ghana, the
A score from -1 (if value is destroyed) to
Philippines and Lithuania) and two sites
5 is assigned. This report also includes
(Mountain Store in Sallanches and Btwin
recommendations and potential
Village in Lille) expressed an interest in
strategic focus areas.
I NTERVIEW
NADÈGE IFF SUSTAINABLE DEVELOPMENT LEADER IN THE PHILIPPINES
WHY DID YOU CALCULATE DECATHLON'S SOCIAL FOOTPRINT IN THE PHILIPPINES?
We were very taken with this approach. It provides a snapshot that measures every aspect of our impact, not just within the
company but also in the eyes of all our stakeholders. That is a key part of the project in the Philippines, which was inspired
by the example of India, the first country to try this method.
WHAT DID YOU DISCOVER?
First, that just one year after opening our first store we already have some very promising results! This is a major motivator
for our employees, and it has led to some strategic avenues for the development of the project.
WHAT CHANGES WILL THAT BRING IN THE FUTURE?
When we collaborate with our stakeholders and open ourselves up to the outside world, we are putting our values into
practice. This is also transformative for our business model, with an approach built on the three sustainable development
pillars. It's still something of a gamble and it's not always easy to defend, but I believe it will pay off in the long run.
WHAT INITIATIVES WERE DEVELOPED IN 2018 AS A RESULT OF THIS PROJECT?
Just to name a few, we hired 11 employees from shantytowns – through a partnership with the local branch of an NGO
called LP4Y – and we sorted and recycled waste. We held eco-runs and open houses to introduce people from disadvantaged
backgrounds to our company and we helped found a small local business that uses sport to further the development of
children with special needs, such as autism or Down's syndrome.
87
 CHALLENGES & STRATEGIES
LEADING CHANGE
WITH THE SEED GAME IN TAIWAN
Decathlon Taiwan has created an annual
challenge known as the Seed Game to
help all their employees understand the
challenges of sustainable development
to make a real difference in their
communities. With this fun, engaging
system, teammates from the 12 stores
and one warehouse in Taiwan earn virtual
seeds every time one of their actions
supports sustainability: creating value,
promoting energy efficiency, reducing
waste, supporting eco-friendly transport,
eco-design or more sustainable
production. They also earn a seed by
acting as ambassadors of the strategy.
T ESTIMONIAL
CANDICE LEE
SUSTAINABLE DEVELOPMENT LEADER FOR TAIWAN
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
“Our aim with the Seed Game was to simplify environmental challenges and
find a fun way to mobilise teammates and encourage them to take action. This
system is built on trust and responsibility, which fosters a collective desire to
participate, so that more and more teammates naturally join in the movement.
They get involved because they understand the stakes and how they can help."
88
PEOPLE & MANAGEMENT
Some of the individual and group
initiatives include cycling to work or
helping to clean up local sports fields.
The accumulated seeds can add up
to a year-end bonus of up to 5% of an
employee's salary. For 2018 the goal was
to have employees earn a total of 80,000
seeds in Taiwan. This community of
sustainability-minded teammates shares
ideas and actions through in-house
network, which has helped popularise
and give impetus to the initiative.
PRODUCTS & SERVICES
At the end of 2018 a total of 965
teammates had engaged in at least one
local initiative (89.7% of employees).
Among their achievements: helping
the Zhonghe store save over €27,000
and reducing commute-related CO2
emissions for Decathlon in Taiwan by
20% compared with 2017. A grand total
of 63,233 seeds were "planted", earning
our Taiwanese teammates a bonus equal
to 2.3% of their annual salary.
89.7%
OF TAIWANESE
TEAMMATES TOOK
CONCRETE STEPS
TO SUPPORT
SUSTAINABLE
DEVELOPMENT
RESPONSIBILITY IN PRODUCTION
MAINTAINING
OUR PLAYING
FIELDS
By maintaining clean sporting
environments, we are ensuring that
future generations can play sport and
stay healthy. Decathlon teams the world
over engage in a range of initiatives that
combine sport and simple habits that
everyone can adopt.
 World Clean Up Day (15 September
2018), one of the biggest civic initiatives
in the world, encourages people around
the globe to pitch in on the same day to
help clean up the planet. In 2018 over
20,000 participants from inside and
outside the company collected 73 tonnes
of waste at 350 sites in 31 countries
where Decathlon operates.
LOCAL
SPORTING
EVENTS:
MAKING SPORT
ACCESSIBLE
TO ALL
When Decathlon holds an event, it helps
us connect to the community, build
trust in our products and make sport
accessible locally. There are three types
of sporting events:
 Product tests that take place in
our stores and simulate actual use
conditions;
 Sporting events where people can
learn about and try out different sports by
using our products in real-life conditions;
2. Magnum: a container holding approximately 0.8 m³
STORES & TRANSPORT INDICATORS & METHODOLOGY
 Eco-Hike Day (2 June 2018): With
the help of 130 stores in France, 2,500
hikers collected 3.5 tonnes of waste
from 445 km of trails. In addition to our
clean-up efforts, we set up workshops
to help people understand sustainable
development issues. This event earned
Quechua the prize for "sporting event of
the year" from Stratégies magazine.
 Earth Hour (24 March 2018): 90
Decathlon stores in Spain turned off
their exterior lights for one hour. Teams
from WWF were on hand to teach people
about climate change and to explain how
it affects sports facilities.
“THE RESULTS OF WORLD CLEAN UP DAY AND THE
FEEDBACK FROM OUR TEAMS HAVE BEEN A SOURCE
OF JOY AND PRIDE. OVER 60 PARTICIPANTS SPENT
TWO HOURS PICKING UP RUBBISH OUTDOORS. IN THE END
WE FILLED THREE MAGNUMS2 WITH JUST WHAT WE FOUND
AROUND THE NORTHAMPTON WAREHOUSE.”
THE COMMUNICATIONS TEAM
AT THE NORTHAMPTON WAREHOUSE IN ENGLAND
 Vitalsport events, where people can In 2018 Decathlon stores in France
try between 10 and 45 sports over the held 5,632 sporting events attended
course of one or two days , usually the by 21,240 people. And 114 stores held
second weekend in September. Vitalsport events, attended by a total of
565,000 visitors.
To boost our teammates’ knowledge
and give them more autonomy, we offer
a day of training and practical tools:
a customisable communication kit,
technical safety data sheets and more.
Teams can also use a dedicated site to
interact with participants and spread the
word about their sporting events.
89
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

OPTIMISING OUR ENERGY CHANGE IN ENERGY CONSUMPTION

PER YEAR FOR STORES AND WAREHOUSES WORLDWIDE

AND WASTE MANAGEMENT

IN kWh/M2

The technological progress that has
been made worldwide in the sectors of
sustainable energy and the development
of waste recovery is very encouraging.
Despite these advances, however, we
must redouble our efforts if we want to
meet the UN's goals for 2030.
To rise to this global challenge, Decathlon
has a role to play in conserving the
resources we consume, especially when
it comes to the use of raw materials and
energy.
That is why in 2018 Decathlon committed
to use only electricity produced from
renewable sources by 2026, as part of
the RE100 international initiative.
ENERGY AND WASTE MANAGEMENT IN FIGURES
AS OF 31/12/2018
Our energy leaders, who are active in most
STORES 127.2 118 74 58.1
countries where Decathlon operates, WAREHOUSES 2017 2018 2017 2018
are responsible for coordinating efforts
to reduce energy consumption at our
sites. By capitalising on established best
practices, their leadership resulted in a
7.2% reduction in 2018 for our stores and
a 21% reduction for our warehouses.
COMMITTING
What to do with waste is a growing
concern for our customers and
teammates. People want to make a
difference, and a number of initiatives
TO USE ENERGY FROM
are being introduced worldwide.
100% RENEWABLE SOURCES
In September 2018 Decathlon joined the As of today, 70% of Decathlon's total
global RE100 initiative during Climate electricity consumption is generated
Week in New York. This initiative brings in France, Spain, Italy and China. At the
together all the companies that have end of 2018, 55.6% of our electricity
committed to using renewably-sourced consumption was supplied by renewable
electricity to speed up the transition to a energy.
low-carbon economy. This voluntary effort is one concrete

30 45%
Decathlon has made a commitment step that Decathlon is taking to combat
to use 100% renewably-sourced climate change and actively promote
NEARLY COUNTRY ENERGY LEADERS OF ALL WASTE GENERATED electricity for all our activities by 2026. the development of renewable energy
RESPONSIBLE FOR REDUCING ENERGY BY OUR ACTIVITIES IS SORTED This commitment applies to all our worldwide. It will also enable Decathlon
CONSUMPTION AT DECATHLON SITES (39% IN STORES AND 66% IN WAREHOUSES) commercial and logistics sites (owned to gain some measure of control over
13 MORE THAN IN 2017 or leased by Decathlon) throughout the energy costs at a time of volatility in the
NO VARIATION FOR STORES
WAREHOUSES: 6% LESS THAN IN 2017 world. energy market.
We will be using two methods to
achieve this goal: on-site production

63.3%
and purchases of renewably-sourced
ENERGY CONSUMPTION: "IN JOINING THE RE100 INITIATIVE,
2,289
electricity (from dams, solar panels and
windmills).
WE HOPE TO LEARN FROM AND WORK WITH OTHER
STORES EQUIPPED
58.1 kWh/m 118 kWh/m
When it comes to producing renewable
WITH LED TONNES OF HANGERS 2 2 energy at our sites, five stores and COMPANIES IN AN EFFORT TO MAKE RENEWABLE
LIGHTING, I.E. RECYCLED warehouses are currently equipped
(COMPANY-OWNED 45% MORE THAN IN 2017
FOR WAREHOUSES FOR STORES with solar panels in France, and the first ENERGY MORE AFFORDABLE WORLDWIDE.
21% LESS THAN IN 2017 7.2% LESS THAN IN 2017 installations in China and India were
AND LEASED)
completed in 2018. IN SEEKING TO LIMIT OUR ENVIRONMENTAL
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

For the majority of our energy IMPACT, WE ARE HONOURING DECATHLON'S

consumption, this work will involve
purchasing guarantees of origin for VISION 2026 BY CONTINUING TO PRESERVE
2018 ESSENTIALS power supplied by solar, hydro and wind
energy. OUR RESOURCES AND PROTECT OUR PLAYING
FIELDS AND OUR SPORTS USERS."
> WE COMMITTED TO USE 100% RENEWABLY-SOURCED ELECTRICITY
FOR ALL OUR ACTIVITIES BY THE END OF 2026. EMMA WOOLLEY,
SUSTAINABLE DEVELOPMENT LEADER
> OUR WASTE SORTING RATES REMAINED STABLE DESPITE GROWING AWARENESS IN THE UNITED KINGDOM AND RENEWABLE
AMONG OUR TEAMMATES, IMPROVED SORTING HABITS AND A GROWING NUMBER ENERGY PROJECT MANAGER
OF LOCAL INITIATIVES AROUND THE WORLD.

> OUR GLOBAL NETWORK OF ENERGY LEADERS CONTINUES TO GROW.

90 91
 CHALLENGES & STRATEGIES
A WORLDWIDE
NETWORK
DEDICATED
TO MANAGING
ENERGY
To address the global imperative to
reduce energy consumption, we put
in place a network of energy leaders
who strive to bring about change. Each
quarter, the teams are informed about
consumption in their country.
They report on the energy consumed by
the networks of stores and warehouses in
their country. They collect environmental
data (electricity use, renewable energy,
natural gas, and waste production and
12 DECATHLON STORES
WERE EQUIPPED WITH SOLAR
PANELS IN INDIA
BROADENING THE SCOPE
OF OUR WASTE TREATMENT POLICY
Waste is the visible part of our
environmental impact that we witness
every day. Our business activities all
produce waste, which is managed daily
by teams in our stores, branded sites,
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
central services and warehouses. The
waste is mainly paper, cardboard, plastic,
metal scraps and wood. These come
from our packaging materials, defective
products and everyday consumables.
In 2018 81,019 tonnes of waste were
generated by our sites.
Customers and teammates want to see
new practices be put in place rapidly. We
created our sustainable development
training programmes to meet this need
92
PEOPLE & MANAGEMENT
sorting), develop the local strategy for
their areas in line with regional needs and
resources, and implement the resulting
action plans.
The data they collect gives them accurate
information about the environmental
impact of sites, so they can take stock of
the main emissions sources and use this
information to design their action plans.
This network-based structure means
that we can target our local efforts more
closely and take into account the realities
of each region. After all, each country, and
each city within a country, has different
needs and resources depending on the
local climate: the need for heating or air
conditioning, the need for more or less
lighting, or the ability to produce energy
with solar panels in areas with sufficient
sunlight, for instance.
63.3% OF STORES AROUND THE
WORLD HAVE INSTALLED LED LIGHTS
10% MORE THAN IN 2017
(see p. 93), offering practical, locally
focused solutions for efficient waste
sorting, better management of recyclable
waste streams, and improvements to
second-life products and the product-
donation process.
Each country is responsible for its own
waste management. All countries where
Decathlon operates do not have stringent
regulations or the same standards
applied to recycling and recovery sectors.
That is why our network of environment
leaders encourages people to develop
initiatives and implement processes that
do more than just comply with local laws.
PRODUCTS & SERVICES
This makes it possible for us to exchange
good practices for the benefit of all, and
to increase our expertise in this area for
more flexible and effective decisions and
faster local implementation.
Several initiatives have been introduced
to support recycling and use fewer raw
materials:
 In Italy, the Reusable Bag project puts
reusable cloth shopping bags, made
from fabric scraps or excess inventory, in
the hands of customers.
 In Spain, the Recycled Flip-Flop project
recycles used tennis balls brought to
stores by customers and transforms
them into beach shoes for the Olaian
Decathlon brand. Nearly 235,000 balls
have been recycled and 7,300 pairs of
flip-flops have been sold.
RESPONSIBILITY IN PRODUCTION
THE #ZEROPRODUCTSDISCARDED INITIATIVE
IN THE GREATER LILLE AREA OF FRANCE
The #ZeroProductsDiscarded initiative
began in 2018 based on an observation:
addressing the challenge of discarded
sporting equipment must be done locally
to be effective.
Waste is something tangible and concrete
that our Decathlon teammates want to
change. It presents certain dilemmas
as well, with store requirements like
customer safety and service quality on
the one hand and the need to act urgently
to preserve the environment on the other.
We need to get our teams and users on
board through motivating approaches
that are easy to implement.
TYPES OF WASTE GENERATED
BY OUR SITES WORLDWIDE
DECATHLON STORES, BRANDED SITES AND
COMPANY-OWNED WAREHOUSES
SORTED PAPER
AND CARDBOARD
36%
SORTED PACKAGING
5%
OTHER
(WOOD, METAL SCRAPS,
TEXTILES, ETC.)
2%
APPLYING THE 3RS STRATEGY
TO OUR HANGERS: REDUCE, REUSE AND RECYCLE
In 2014 we launched a project for putting
clothes on hangers at our production
sites rather than having our teammates
handle the hangers at the stores. All
our clothing has arrived at the store on
hangers since 2015, and we wanted to
create a closed collection loop to reduce
our waste and our GHG emissions.
Now in 11 countries hangers are collected
(38% of all hangers provided) for
recycling (16%) or they are immediately
reused. In 2018:
STORES & TRANSPORT INDICATORS & METHODOLOGY
That is why #ZeroProductsDiscarded
has two parts:
practices and make people want to effect
change. In 2018 a total of 400 people
 One part involves an experimental
laboratory that catalogues types of
(Design and Central Services teams
based in the greater Lille area) took part
in this initiative.
products and the reasons they are not
sold, and looks for suitable solutions that The purpose of the program is to
can be easily implemented on the ground understand what gets discarded in
(sorting, repairing, recycling, donating, stores to manage the products being
etc.) to answer the questions: "What returned today, and to find effective
attitude should we adopt in each case?" solutions to prevent discarding products
and "How can we roll out each solution in in the future.
as many stores as possible?". All five Decathlon stores in the greater
 The second involves an awareness Lille area have committed to ending the
campaign called #ItStartsWithUs that practice of discarding sporting goods by
aims to inform our Decathlon teams, 2019.
engage a conversation, inspire new
TRENDS IN WASTE SORTING BY TEAMS
STORES WAREHOUSES
PLASTIC
85%
2016
2% 66%
62% 2018
2017
MIXED WASTE 40% 39% 39%
55% 2016 2017 2018
 We recycled 2,289 tonnes of plastic
hangers, an increase of 45% over the
“REUSING HANGERS IS ONE
previous year (1,575 tonnes in 2017). OF THE MOST IMPORTANT
 Some of the recycled hangers were AREAS FOR US TO WORK
used to produce new hangers for
Decathlon; in 2018 the new hangers were ON IF WE WANT TO
produced using 16% recycled material. SIGNIFICANTLY REDUCE
 4.8 million hangers were reused, OUR CARBON FOOTPRINT.”
for savings of 300 T CO2 eq. (200,000
hangers collected in 2017, 19 T CO2 eq. ROELAND VERVLOET,
HANGUP PROJECT LEADER
saved).
AND ENERGY LEADER IN THE
NETHERLANDS
93
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

TRANSPORTING BREAKDOWN OF PRODUCT

VOLUMES TRANSPORTED BY
CO2 EMISSIONS BY TRANSPORT METHOD
IN Kg CO2 EQ.

OUR PRODUCTS AND

TRANSPORT METHOD WORLDWIDE
AS OF 31/12/2018

ENCOURAGING ECO-MOBILITY 3.2%

AIR

MARITIME 71,137,392
AIR
6,626,488
ROAD

Worldwide, 2018 was the fourth-warmest

year on record. The Earth's surface is
Decathlon is working to develop
alternatives to limit our impact and
ROAD 84.7%
warming, and the consequences are promote sustainable mobility. Our 10%
becoming more and more obvious each company is focusing on three areas: RAIL RAIL MARITIME
year, prompting us to join forces and take  the transport and storage of 2.1% 2,369,648 124,865,682
action to reduce our carbon footprint. merchandise
The United Nations Environment  travel by customers and teammates to
Programme has concluded that the reach our stores, logistics platforms and
transport sector is largely responsible offices
for air pollution and that it is the source
 the promotion of soft mobility in users'
STORING AND
of 24% of all greenhouse gas emissions. The volume of products transported by
daily lives
It is vital that we combat the causes rail did not increase, despite the creation of
of climate change by reducing net a direct link between factories in Wuhan,
emissions of greenhouse gases linked to
transport (by rail, air, road, sea, etc.).
TRANSPORT China and the Dourges multimodal
platform in 2017. In reality, the difficulty
Our logistics teams are working to reduce of assembling the necessary volumes to
emissions generated by transporting fill an entire train in the Wuhan region and

53.2 m3
products from production facilities to our
TRANSPORT stores. Reducing the distances travelled,
AND MOBILITY optimising loads and using less polluting
PER-LORRY LOAD RATE BETWEEN
IN FIGURES transport methods are just a few of the
areas our teammates are prioritising for
AS OF 31/12/2018 MAJOR IMPORT WAREHOUSES AND their work. As a result, Decathlon was
DISTRIBUTION WAREHOUSES IN EUROPE able to halve our use of air transport in
COMPARED WITH 54.9 m3 IN 2017 2018, thanks to our teams’ additional
efforts to limit the need for this form of
transport. This impetus helped reduce
the environmental impact of our products
the logistics involved in moving products
from Dourges to distribution platforms
have limited our ability to take advantage
of this link. In 2019 we will be reducing
the size of full trains from 40 to 20
containers per train so that we can make
better use of the link between Wuhan
and Dourges and further reduce our CO2
emissions from international transport. Catherine store (France) are made using
To shrink the carbon footprint generated natural gas-powered lorries travelling
by transporting Decathlon products, from the closest warehouse. In Germany,

311 g CO
EMITTED PER DECATHLON
2 eq. 16.2% transported from production countries to
Europe by 19%.
At the same time, Decathlon seeks to
soft mobility solutions have also
been implemented for trips between
major import warehouses, distribution
89% of deliveries from the Dortmund
warehouse to certain stores are made by
train.
POST-SHIPMENT MULTIMODAL use rail and maritime transport, which platforms and stores. For shorter trips, One last area of focus is the lorry filling
PRODUCT DELIVERED IN EUROPE TRANSPORT IN EUROPE are less polluting alternatives for the which usually take place on roads, we are rate for the return trip from stores to
19 % LESS THAN IN 2017 environment. now increasingly turning to rail, short-sea warehouses. The HangUp project, for
COMPARED WITH 21.9% IN 2017
shipping (between countries on the same instance, involved picking up hangers
Maritime transport remains our top
continent) and natural gas-powered from stores to be taken back to
choice. It accounted for 84.7% of the
lorries. Deliveries to the Bordeaux Sainte- warehouses.
total amount of products transported at
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

the end of 2018. For that reason, over the

past few years we have elected to have at
least 80% of our goods transported with THE FINANCIAL COST OF HYBRID VEHICLES
2018 ESSENTIALS shipping companies that are part of the IS OFFSET BY THE ECOLOGICAL BENEFITS,
Clean Cargo Ranking Group initiative.
SAVING 17 Kg OF CO2 EACH DAY, AND BY ADVERTISING
> WE HALVED OUR USE OF AIR TRANSPORT BETWEEN 2017 AND 2018: 3.2% OF OUR PRODUCTS DISPLAYED ON THE SERVICE PROVIDER’S VEHICLE.
WERE TRANSPORTED THIS WAY IN 2018, COMPARED WITH 6.5% IN 2017.
WE BELIEVE IN THE BENEFITS OF THIS TRANSPORT METHOD
> WE POSITION OURSELVES AS A SUSTAINABLE MOBILITY LEADER BY DESIGNING, PRODUCING
AND SELLING SOFT MOBILITY SOLUTIONS.
AND WE ALREADY HAVE A SECOND PROJECT IN THE WORKS
FOR STORES IN THE GREATER BORDEAUX AREA."
> WE ENCOURAGE OUR TEAMMATES TO USE ALTERNATE FORMS OF TRANSPORT THROUGH ANTOINE ROLLAND, TRANSPORT LEADER
OUR MOBILITY CHALLENGES IN MULTIPLE COUNTRIES. FOR THE REGIONAL WAREHOUSE (CAR) IN CESTAS, FRANCE
94 95
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

TEAMMATES RISE TO MEET

MOBILITY CHALLENGES WORLDWIDE”
Our German teammates set themselves
the challenge of using sustainable
transport to commute to work each
day. With assistance from the Coach by
Decathlon application, which logs every
trip, teammates in Germany were able to
save over 2.9 tonnes of CO2 equivalent
during the two-month challenge.
In Spain, the mobility challenge that
lasted the entire month of April 2018
brought teammates together by engaging
in friendly inter-store competition
and saved a total of 2.9 tonnes of CO2
equivalent in a single month.
The Ciclogreen mobile application,
developed expressly for this challenge,
is still being used by Spanish teammates
who want to track their eco-mobility
progress.

ENCOURAGING ECO-MOBILITY
For our teammates and customers,
moving in more eco-friendly ways begins
with how they reach our stores.
We are positioning Decathlon as a player
in sustainable mobility by designing and
producing soft mobility solutions like
bicycles and scooters.
In 2018 Decathlon sold nearly 4.7 million
bicycles worldwide (4 million in 2017),
all models and age groups combined.
Decathlon is developing access to
soft mobility options. We encourage
the regular use of these solutions by
ensuring their longevity on the road
thanks to maintenance and repairs.
A total of 720,000 bicycles were repaired
at our global network of workshops
(1,000 worldwide and 20 in regions) in
2018, an increase of 5% compared with
2017.
The market for spare parts grew by 4.7%
compared with 2017.

Campaign #ElDeporteEsMiMotor, to support new mobilities

ENCOURAGING
ECO-MOBILITY AMONG
OUR TEAMMATES IN FRANCE
As a designer of soft mobility solutions,
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
In Belgium, several solutions are
available to teammates who want to use
more sustainable forms of transport.
In 2018, a total of 4% of our French
After Decathlon employees took part in
http://bit.ly/ElDeporteEsMiMotor
2017, an ambitious mobility plan was put
in place. It includes an online carpooling
several sites, and full reimbursement of
the cost of rail passes for teammates
platform that has resulted in 42,000 km who commit to taking the train to work.
travelled by carpool in one year, the

Decathlon explores various ways to teammates took advantage of this

encourage our teammates to reduce solo
car commuting and choose alternative
methods (carpooling, cycling, public
transport, etc.).
One of the main incentives is the
reimbursement for every kilometre
cycled, with three main aims: promoting
cycling and sport in general, improving the
health and well-being of our teammates,
and reducing the environmental impact
of urban mobility.
96
a federal mobility survey conducted in provision of shared electric vehicles at
reimbursement (25 cents for each
kilometre travelled, for a maximum of
€200 per year). This represents a 66%
increase over 2018, for a total of 256,000
km or the equivalent of 6.4 trips around
the world. By implementing mobility plans for all
Meanwhile, carpooling is becoming sites with more than 100 employees
more popular with teammates; two in France, they can be adapted locally,
sites in the greater Lille area (Campus resulting in a more efficient and less
and Croix) now offer this option and the expensive eco-mobility approach.
Mountain Store in Sallanches (Savoy)
has developed a carpooling partnership
with a consortium of companies in the
Mont Blanc valley. 97
CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

INDICATORS & OUR PERFORMANCE

INDICATORS
METHODOLOGY
CHALLENGES & STR ATEGIES
COMPANY FACTS AND FIGURES 2017 2018

Decathlon Turnover € 11 billion € 11.3 billion

Growth in turnover Y/Y-1 +10.8% +4.6% (Note 1)

Number of sports users (in millions) 250 275

Number of Decathlon distribution countries 39 51

Number of urban clusters where Decathlon distributes its products n/a 869

Number of Decathlon retail stores in the world 1,352 1,511

Number of new retail outlets Y/Y-1 +185 +168

Number of branded sports (Decathlon brand products) 58 69

Number of branded sports (Decathlon brand products) 69 85

Quantity of products sold (in billions) 1.204 1.249

Number of production countries:

• with physical presence of Decathlon team 25 24

• with no Decathlon teams physically present 24 23

Number of Decathlon production offices 43 42

Number of suppliers for Decathlon products:

• rank 1 suppliers (finished products and components) 1,090 1,031

• rank 2 suppliers 314 316

Number of teammates responsible for managing

1,943 2,100
and coordinating relations with suppliers

Number of Decathlon-owned production facilities 10 10

2018 DEFP methodological notes

Note 1: At constant exchange rates.
Note 2: Openings alone, not taking closings into account.
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 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

CLIMATE CHANGE 2017 2018

PEOPLE & MANAGEMENT
Greenhouse gas emissions in tonnes of C02 equivalent 9,864,034 T CO2 eq. 9,928,944 T CO2 eq.
emitted by scope (from 1/01 to 31/12) (Note 3) (Note 3) EMPLOYMENT 2017 2018

• Scope 1 29,656 T CO2 eq. 29,454 T CO2 eq. Total personnel (situation as of 31/12) 82,171 96,002 (Note 5)

• Scope 2 (location-based methodology) 195,845 T CO2 eq. 205,166 T CO2 eq. Workforce by gender (situation as of 31/12):

• Scope 2 (location-based methodology) 153,990 T CO2 eq. 153,329 T CO2 eq. • % Women 48.5% 46.9%

• % Men 51.5% 53.1%

• Scope 3 9,680,388 T CO2 eq. 9,746,161 T CO2 eq.
Workforce by age (situation as of 31/12):

Intensity of C02 emissions in kg C02 eq. per product sold 8.2 kg CO2 eq. / product sold 7.9 kg CO2 eq. / product sold • % under 20 4.9% 4.6% (Note 6)

• % 20 to 29 63% 63.4%
Change in intensity of C02 emissions per product sold
1.2% -2.5% (Note 4)
in relation to 2016 (reference year)
• % 30 to 39 22.5% 23.1%

• % 40 to 49 7.5% 6.9%
Breakdown in % greenhouse gas emissions by lifecycle stage:
• % 50 and over 2.1% 2.1%

• Raw materials extraction 19% 19%

Workforce by geographic area (situation as of 31/12):

• Product manufacturing 45% 46% • % Europe & Russia 71.9% 67.3%

• % Asia 24.7% 25%

• Product transportation 5% 4%
• % Africa & Middle East 1.7% 4.1%

• Product use 7% 7% • % Americas 1.6% 3.3%

• % Oceania n/a 0.3%

• Construction and operation of sites 5% 4%

Workforce by activity (situation as of 31/12):

• Teammate and customers travel 14% 15%
• % Retail and services 74.3% 76.7%
• Product end of life 5% 5% • % Logistics 11.2% 11.6%

• % Design / Production 6.2% 5.2%

2018 DEFP methodological notes
Note 3: Concerning the calculation method, the 2017 data has been updated to be comparable with the methods used for the 2018 data. • % Support Activities 8.4% 6.5%
Scope 2 is calculated according to the recommendations of the GHG Protocol with the "market-based" and "location-based" methods. The total CO2 emissions and CO2
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

intensity are calculated using the "market-based" method.

Important updates have been made regarding the product impact with an update of the impact data in order to use data from the Carbon Base. For example, for the 2018 DEFP methodological notes
impact of certain industrial processes such as weaving, our teams now have different impacts depending on the density. Another example is that the impacts for
Note 5: This indicator takes into account teammates on permanent contracts and non-permanent contracts and those on internships.
certain industrial processes such as "Water repellent treatment", "Mechanical finishing" and "Print" have been added. New evaluations of product impact have also been
calculated (69% of the products sold are now evaluated). Note 6: The change in the calculation of two age groups for the 2018 data should be noted: the “under 20” age group does not include teammates < or = age 17 (instead
of 18 in 2017) in order to better take into account the minimum legal age in certain countries. The age bracket criterion was also moved to 67 years for 2018 instead of
Note 4: We had planned on reducing CO2 emissions intensity by 0.5% between 2016 and 2018 and we ultimately reduced it by 2.5%. The renewable energy strategy has
65 years in 2017 due to the change in retirement age in more and more countries
made it possible to significantly reduce CO2 emissions from electricity consumption (scope 2 decreased by 7% in absolute terms between 2016 and 2018).
The decrease in air transport has made it possible to reduce by 6.5% the intensity of CO2 / quantity transported of the impact of transport. Finally, the increase in the
use of polyester and cotton from more sustainable sources reduces the CO2 intensity of the product impact by 1.4%. This is a small reduction but the product impact
represents 77% of the total CO2 emissions, this small reduction still has a significative impact on the variation in overall intensity.
PAY AND PAY TRENDS 2017 2018
It should be noted that total CO2 emissions are increasing despite the reduction in intensity.
Our teams are in the process of defining an objective for 2026 that we would like to have validated by the Science Based Targets initiative.
World payroll (€) (from 1/01 to 31/12) 2,026,583,062 2,108,174,115

% of world payroll / Turnover (from 1/01 to 31/12) 18% 18.7%

100 101
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

INFORMATION CONCERNING EQUALITY OF TREATMENT

2017 2018
THE EMPLOYEE SHAREHOLDING SCHEME
MEASURES IMPLEMENTED TO PROMOTE GENDER EQUALITY 2017 2018
% of capital owned by shareholding employees (situation as of 31/12) 11.96% 11.96%

% of shareholding employees (situation as of 31/12) 58.2% 52.5% Breakdown of employees by gender (situation as of 31/12):

Number of shareholding employees (situation as of 31/12) 42,505 49,503

Worldwide:
Number of countries involved in the employee shareholding scheme
24 37 (Note 7) • % Women 48.5% 46.9%
(situation as of 31/12)

2018 DEFP methodological notes • % Men 51.5% 53.1%

Note 7: The number of employee shareholders increased significantly compared to 2017 because the number of countries included in the 2018 CSR scope increased
substantially compared to last year.
Countries taking part in the 2018 employee shareholding scheme: France, Italy, India, Belgium, China, Germany, Hungary, Poland, Portugal, Russia, Spain, Australia, Europe & Russia:
Brazil, Bulgaria, Cambodia, Colombia, Croatia, Hong Kong, Japan, Malaysia, Morocco, Mexico, Netherlands, Philippines, Czech Republic, Romania, Singapore, Slovakia,
Slovenia, South Korea, Sri Lanka, Taiwan, Thailand, Turkey, United Kingdom, Egypt, Switzerland.
Currently, the shareholding scheme is not available in Vietnam and Indonesia. Instead, local teammates receive a bonus corresponding to the shareholding scheme, • % Women 48.7% 48%
which is not strictly speaking a shareholding scheme.
• % Men 51.3% 52%

ORGANISATION OF WORK 2017 2018

Asia:
% of employees on permanent contracts (from 1/01 to 31/12) 72.8% 76.9% (Note 8)
• % Women 49% 45.2%
% of employees on non-permanent contracts (from 1/01 to 31/12) 27% 21.6%
• % Men 51% 54.8%
% of employees in other types of contracts (from 1/01 to 31/12) 0.2% 0.4%
Africa & Middle East:
2018 DEFP methodological notes
Note 8: Representing 73,816 teammates on permanent contracts and 20,706 teammates on non-permanent contracts in 2018 worldwide. • % Women 41.5% 42.2%
Percentages fluctuate according to labour laws in the different countries. It should be noted that some countries do not distinguish student and trainee contracts,
which are categorised as permanent or non-permanent contracts. This does not allow us to specify the exact number of student contracts, hence the 1.1% difference.
• % Men 58.5% 57.8%

Americas:
TRAINING 2017 2018
• % Women 40.9% 43.4%
% of payroll allocated to training plan in France (from 1/01 to 31/12) 3.98% 5.14%
• % Men 59.1% 56.6%
Number of teammate instructors who led at least one training during the year
9,554 7,815 (Note 9)
(from 1/01 to 31/12)
Oceania:
Total number of face-to-face training hours (from 1/01 to 31/12) 1,154,105 1,368,118 (Note 10)
• % Women n/a 47,8%
Total number of e-learning training hours (from 1/01 to 31/12) 240,588 190,887 (Note 11)
• % Men n/a 52,2%
Number of teammates who have taken at least 1 e-learning course (from 1/01 to 31/12) 57,057 55,591
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

Number of teammates who have taken training courses leading 95 VAE % of women leaders at the company (situation as of 31/12) 36% of the total of leaders 37.7% of the total of leaders
24
to a qualification in France (from 1/01 to 31/12) (Note 12)
Number of women leaders at the company (situation as of 31/12) 4,713 5,906 (Note 13)
2018 DEFP methodological notes
Note 9: Taking into account people registered as instructors on the MyProgress tool who taught at least one hour of training during the year.
2018 DEFP methodological notes
Note 10: The number of face-to-face training hours includes training sessions on the MyProgress tool.
Note 11: The number of training hours for e-learning takes into account e-learning training hours (theoretical hours) with the MYLO tool. Note 13: Female teammates with hierarchical responsibility for at least 1 person.
The number of hours devoted to developing teammates' skills continues to increase. Face-to-face training is progressing strongly thanks to the focus placed on product
trainings such as "Testing products and understanding, comparing, advising," which is accessible to all (employees with permanent contracts and non-permanent
contracts). On the other hand, digital device training (video, e-learning) is down by 50,000 hours, which may be explained by skill leaders’ efforts to simplify content
(making it shorter and more concrete). The most significant trend is the stable number of people receiving training.
The number of teammates who teach the training courses is decreasing. For this reason, the launch of the “referent” (specialist) role in 2019 is a priority to ensure skills
and sports development locally.
Note 12: Training leading to a qualification from Decathlon and its partners who validate the professional experience of their teammates.

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 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

In accordance with the action plan implemented in the 2017 Sustainable Development Report, we are including this year three
EQUALITY OF TREATMENT
additional countries in the collection of data from payroll software in order to improve the representativeness and reliability of the
scope.
ANTI-DISCRIMINATION (WORLDWIDE) 2017 2018
Russia, India and Hungary joined the eight original countries (France, Spain, Italy, Belgium, China, Germany, Portugal and
Poland), which expands the total scope covered to 81.3% of the global workforce.
% of seniors (people aged 55 and over) (situation as of 31/12) 0.5% 0.8% (Note 14) The following indicators apply only to these 11 countries:

TEAMMATE RECRUITMENT AND REDUNDANCY (11 COUNTRIES) 2017 2018

DECATHLON TEAM BAROMETER SURVEY FINDINGS (WORLDWIDE) 2017 2018
Number of employees hired on permanent contracts (from 1/01 to 31/12) 12,674 15,097
% of employees who participated in the Decathlon Team Barometer (DTMB) survey 87% 82% (Note 15)
Number of employees hired on non-permanent contracts (from 1/01 to 31/12) 55,536 55,703
Number of employees who participated in DTMB survey 60,028 61,952
Total number of employees hired on permanent and non-permanent contracts (from 1/01 to 31/12) 68,210 70,800

% of people who responded " Yes, absolutely" or "Yes, rather" to the question: Number of resignations (permanent contracts) (from 1/01 to 31/12) 10,375 10,870

• I create human, environmental and economic value for the company n/a 92% (Note 16) Number of redundancies (permanent contracts) (from 1/01 to 31/12) 881 1,112

• My pay is consistent with my responsibilities 59% 59% Number of retirements (permanent contracts) (from 1/01 to 31/12) 30 25

Other departures, permanent contracts (from 1/01 to 31/12) 457 2,059 (Note 17)
• I am supported in my personal development 81% 81%

Total number of departures on permanent contracts (from 1/01 to 31/12) 11,743 14,066
• I am supported in my skills 85% 85%

Rate of turnover for permanent personnel (from 1/01 to 31/12):

• I am supported with my performance 83% 83%

• France 22.1% 32.1% (Note 18)

• I can express my thoughts and people listen 91% 91%
• Sapin 21.1% 22.9%
• I am happy to come to work every morning to advance our goals and my goals 91% 89%
• Italy 6% 6%
• I am proud and happy to work for Decathlon 93% 93%
• Germany 39.5% 28.3%
• I trust my manager and my manager trusts me 89% 89%
• Belgium 15.1% 15.6%

• I feel safe in my work environment 94% 93%

• Portugal n/a 14.9%

• Responsibility helps me grow and I take decisions as closely as possible to results 89% 86% • Hungary n/a 32%
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

• I regularly practise my sport 80% 79% • Poland 28.4% 20.5%

• We play sport and celebrate our victories together 74% 71% • China 46.5% 42.2%

• India n/a n/a

2018 DEFP methodological notes
Note 14: i.e., 756 teammates aged 55 and over in 2018.
Note 15: Results from the Decathlon Team Barometer survey carried out among Decathlon teammates in September 2018, for a total of 61,952 respondents (the 2017 • Russia n/a 30.7%
survey was conducted in September 2017 with 60,028 teammates responding).
Note 16: New question included in 2018 in the Decathlon Team Barometer survey.
2018 DEFP methodological notes
Note 17: The category "Other departures" takes into account termination by agreement, expiration of probationary periods, etc.
Note 18: The turnover indicator is calculated on the basis of an average number of employees on permanent contracts.
104 The turnover rate may also be explained by the strong seasonality of our activities and our readiness to allow students to finance their studies by working at Decathlon.
It should be noted that data for India was not included in this report because the information was not received in time.
105
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

ORGANISING WORKING TIME (11 COUNTRIES) 2017 2018 LIST OF AGREEMENTS SIGNED IN 2018 IN FRANCE

AGREEMENTS RELATING TO
% of employees on permanent contracts working full-time (situation as of 31/12) 56.3% 61.2% (Note 19) COMPANY OR AREA CONCERNED TITLE OF AGREEMENT
COMPENSATION AND SOCIAL BENEFITS

% of employees on permanent contracts working part-time (situation as of 31/12) 43.7% 38.9% • France DECATHLON SA EMPLOYEE INCENTIVE AGREEMENT
AMENDMENT TO THE COLLECTIVE
• France DECATHLON SA
% of employees on non-permanent contracts working full time (situation as of 31/12) 14% 18.1% AGREEMENT NAO* PREMIUM RATE

AGREEMENTS GOVERNING
% of employees on non-permanent contracts working part-time (situation as of 31/12) 86% 81.9% ORGANISATION AND WORKING HOURS

• France DECATHLON SAS ANNUALISATION AGREEMENT

ABSENTEEISM (11 COUNTRIES) 2017 2018

AGREEMENTS RELATING TO DIVERSITY

Absenteeism rate for employees on permanent contracts (from 1/01 to 31/12): • France DECATHLON SA PROFESSIONAL EQUALITY

• France 3.2% 4.4% (Note 20)

AGREEMENTS RELATING TO SOCIAL DIALOGUE

• Spain 3% 2.1% • France DECATHLON LOGISTICS PRE-ELECTORAL AGREEMENT PROTOCOL

CORPORATE AGREEMENT CONCERNING THE
• Italy 5.9% 3.6% • France DECATHLON LOGISTICS ESTABLISHMENT OF A SOCIAL AND ECONOMIC
COMMITTEE FOR LABOUR UNION RIGHTS
• Germany n/a n/a
*Annual mandatory negotiations (NAO) are obligatory in France. They focus on wages, organisation of work and of working hours, etc.

• Belgium 4.8% 4.6%

• Portugal n/a n/a WORKPLACE ACCIDENTS (11 COUNTRIES) 2017 2018

• Hungary n/a 4.8% Number of accidents at work leading to stoppage (from 1/01 to 31/12):

• Poland n/a 6.2% • France 1,112 991 (Note 22)

• China n/a n/a • Spain 467 441

• Italy 173 51
• India n/a n/a
• Germany 10 25
• Russia n/a n/a
• Belgium 146 147
2018 DEFP methodological notes
Note 19: Out of 57,662 on permanent contracts and 18,945 on non-permanent contracts in the 11 countries considered for these indicators in 2018. • Portugal 85 82
Note 20: This corresponds to the number of hours not worked because of absenteeism / number of hours worked in theory.
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

The absenteeism indicator is not tracked by all the countries as part of their scope, hence the lack of data. • Hungary n/a 56

• Poland 63 61
ORGANISING SOCIAL DIALOGUE (11 COUNTRIES) 2017 2018
• China n/a 35
Number of agreements signed during the year 2018 France: 19 8 (Note 21)
• India n/a n/a

Number of agreements signed during the year 2018 as regards occupational health & safety 3 1 • Russia n/a n/a

2018 DEFP methodological notes 2018 DEFP methodological notes

Note 21: This number only applies to agreements signed in France and in Poland in 2018. Note 22: A more detailed definition of the “accident at work” indicator is required, along with a better understanding of it by local teams, especially outside the EU.
Note that some countries do not collect this data.
106 107
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

EQUALITY OF TREATMENT (11 COUNTRIES)

PRODUCTS & SERVICES
MEASURES IMPLEMENTED TO PROMOTE THE EMPLOYMENT
2017 2018
AND INTEGRATION OF PEOPLE WITH DISABILITIES (11 COUNTRIES)
CONSUMPTION OF RAW MATERIALS
2017 2018
AND MEASURES TO USE THEM MORE EFFICIENTLY
Rate of people with recognised disabilities (situation as of 31/12):
% of product engineers having conducted at least
1 environmental assessment that has been verified and 59.4% 53.8% (Note 26)
• France 3.9% 3.4% (Note 23)
validated by an eco-design leader (situation as of 31/12)

• Spain n/a 2.5% A/W season 2017: 61.7% A/W season 2018: 67.2%
(i.e., 2,670 products (i.e., 3,453 products
out of 4,329 products designed) out of 5,138 products designed)
• Italy 0.1% 3.5% % of Decathlon products having undergone
an environmental assessment (from 1/01 to 31/12) S/S season 2019: 69.5%
S/S season 2018: 54.2% (i.e., 2,505 products
• Germany 0.6% 0.8% (i.e.,1,786 products
out of 3,602 products designed)
out of 3,294 products designed)
(Note 27)
• Belgium n/a n/a S/S season 2018: 26.3%
S/S season 2017: 5% (i.e., 758 products
(i.e., 201 products
out of 2,880 products designed)
• Portugal n/a 0.1% % of Decathlon products with ABCDE environmental out of 3,998 products designed)
(Note 27)
rating available on the Internet or in stores
(from 1/01 to 31/12) A/W season 2017: 16.5% A/W season 2018: 30.1%
• Hungary n/a 0.5%
(i.e., 714 products (i.e., 1,545 products
out of 4,329 products designed) out of 5,138 products designed)
• Poland 0.7% 0.9%
% of cotton used for Decathlon products that is derived
55.2% 76%
• China n/a n/a from sustainable sources (from 1/01 to 31/12):

• % of BCI cotton 51% 69% (Note 28)

• India n/a n/a

• % of organically grown cotton 4% 6%

• Russia n/a n/a

• % of recycled cotton 0.2% 1%

2018 DEFP methodological notes
Note 23: Some data was not collected in 2018 due to a lack of national legislation, limits on the right to obtain this information, etc.
Tonnage of cotton used for Decathlon products that is
21,167 21,787
derived from sustainable sources (from 1/01 to 31/12):

PARTNERSHIPS AND SPONSORSHIPS 2017 2018 • % Tonnage of BCI cotton 19,394 tonnes 19,814 tonnes

Number of projects validated by the Decathlon Foundation (from 1/01 to 31/12) 33 38 • % Tonnage of organically grown cotton 1, 685 tonnes 1,720 tonnes

Number of beneficiaries of Decathlon Foundation projects (from 1/01 to 31/12) 21,463 65,000 (Note 24)
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

• % Tonnage of recycled cotton 88 tonnes 253 tonnes

Number of countries concerned by Decathlon Foundation projects (from 1/01 to 31/12) 6 8 (Note 25)

2018 DEFP methodological notes

2018 DEFP methodological notes
Note 24: A beneficiary is someone in a vulnerable situation or with a disability and who benefits directly from the work done by our Foundation projects, i.e., playing sport,
having access to facilities and sports equipment, etc. These actions mean that these beneficiaries are supported to improve their social integration and employability.
Note 25: In 2018, the Foundation validated more than 38 projects and supported 65,000 beneficiaries. It validated 25 international projects (Italy, Spain, India, Brazil,
Taiwan, Slovenia and the Philippines).
The objectives in 2018 were to revitalise the Foundation in France, and this made it possible to go from 6 French projects out of a total of 33 in 2017 to 13 French
projects in 2018.
108
Note 26: Representing 227 teammates out of the 442 Product Engineers in 2018.
Note 27: These indicators focus 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 2018.
In 2018, this indicator referred to France and will be gradually extended in terms of the scope covered over the coming years.
The implementation of a specific focus on initiatives concerning textiles made it possible to achieve these results in 2018. Eco-design teams have also benefited from
the improvement in the quality of design information, even if there is still room for improvement.
Note: the target for the ABCDE environmental indicator is 60% of products (textiles, heavy stitching and footwear) to have environmental ratings by 2019.
Note 28: This indicator is calculated using the tonnage of organic cotton, BCI cotton and recycled cotton. The good 2018 results can be explained by the significant
increase in the use of BCI cotton compared with conventional cotton, with the stabilisation of organic cotton and promising initial growth in recycled thread.
The 2020 target set for this indicator is for all cotton used for Decathlon products to be derived from sustainable resources.
109
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

CONSUMPTION OF RAW MATERIALS CHEMICALS MANAGEMENT 2017 2018

2017 2018
AND MEASURES TO USE THEM MORE EFFICIENTLY

% of polyester used for Decathlon products that is % of employees having received chemical compliance training
9.4% 17.2% (Note 29) 22% 20.9% (Note 36)
derived from sustainable sources (from 1/01 to 31/12) (from 1/01 to 31/12)

Tonnage of polyester used for Decathlon products that is

6,300 tonnes 11,374 tonnes % of suppliers having signed the latest version of Decathlon’s RSL
derived from sustainable sources (from 1/01 to 31/12) 83.3% 71% (Note 37)
specifications concerning chemical substances (from 1/01 to 31/12)
% of materials used for packaging that is
84.4% 85.5% (Note 30)
derived from sustainable sources (from 1/01 to 31/12)
% of test reports that comply with Decathlon's toxicology standards
97% 89.7% (Note 38)
% of paper pulp used in packaging that is FSC or PEFC certified (from 1/01 to 31/12)
n/a 5.6% (Note 31)
(from 1/01 to 31/12)
Number of suppliers having received training in production
36 69 (Note 39)
on chemical substances management (from 1/01 to 31/12)
2018 DEFP methodological notes
Note 29: This indicator was calculated using the tonnage of polyester thread from the following sources: dope-dyed "traditional" virgin polyester, recycled polyester and
dope-dyed recycled polyester. Average time to make first contact after user feedback
1.05 days 1,1 days (Note 40)
The 2021 target set for this indicator is for all polyester thread used for Decathlon products to be derived from sustainable resources. The target for 2018 was 17% and (from 1/01 to 31/12)
it has been achieved: the main advances concern the synthetic mesh (recycled polyester) and woven (dope-dyed polyester) processes.
Note 30: The scope includes transport packaging and sales packaging. Excluded are e-commerce packaging, linearisable containers, shopping bags and gift wrappings. 30 days on average
The sustainable source currently being considered is paper pulp. The 2018 tonnage of materials used for packaging that is derived from sustainable sources amounts Time to react to user queries concerning chemical substances
to 93,585 tonnes. As the measurement methodology for this indicator is based on numerous extrapolations and assumptions, the 2017-2018 variation in the figures (questions + adverse 54 days (Note 41)
or adverse skin reactions (from 1/01 to 31/12) skin reactions)
should be analysed in relative terms.
A target has been set for this indicator: 95% of materials used for packaging from sustainable sources by 2025.
Note 31: The scope includes transport packaging and sales packaging. Excluded are e-commerce packaging, linearisable containers, shopping bags and gift wrappings.
A target has been set for this indicator: 100% of the pulp used in packaging certified FSC or PEFC by 2025. The current strategy for paper and cardboard from 2018 DEFP methodological notes
sustainably managed forests was adopted more recently, which explains the current rate of certified material. Note 36: This indicator concerns jobs in design and production at Decathlon, i.e., 1,407 teammates. Good results were obtained this year with many training sessions
held in France or in other countries. The internal network of "Toxicology" Relays has become autonomous and this can be seen in the number of training courses given.
There was a slight decrease in the % of teammates trained compared to 2017 (20.9% vs 22%). For the past five years we have been training between 200 and 350 people
per year, thus the great majority of this group has been trained.
Note 37: In 2018, the new K version of the RSL (Restricted Substances List) was released. Suppliers had to review, understand and verify that they could meet
MEASURES TAKEN TO ENHANCE CONSUMER HEALTH these requirements before signing this new version of Decathlon’s RSL. The 2018 signature rate may therefore be explained by the time it took to communicate the
2017 2018 information to ensure it was integrated throughout the supply chain, including to chemical suppliers.
AND SAFETY / USER SATISFACTION
Note 38: Concerning the 2018 result of the "% of test reports that comply with Decathlon's toxicology standards” indicator, a new calculation method has been
implemented, based exclusively on the Starlims tool extract. This figure is therefore not comparable to that of previous years.
% of sports users delighted with Decathlon products The Starlims tool now in use makes it possible to more reliably extract the number of non-compliant reports. Note that 2018 is a year of transition between 2 tools; up
60% 65% (Note 32)
(from 1/01 to 31/12) to 30% of requests go outside Starlims for some laboratories and are not included in these figures. From now on, Decathlon's Chemical Risks teams wish to use only
the Starlims tool.
Number of returns for quality issues per million This indicator covers 5,266 Decathlon products tested for toxicological compliance in 2018 (7,800 Decathlon products tested in 2017). Concerning the number of
1,158 1,159 (Note 33) Decathlon products tested for toxicological compliance, the opening of our distribution activity in the United States as well as the company's strong commitment to
Decathlon products sold (from 1/01 to 31/12)
chemical risk management have resulted in an increase in the number of chemical approvals of our products in 2017. The 2018 figures were closer to those of 2016.
Number of corrective quality actions for Decathlon and other Note 39: Training suppliers about chemical substances management is one of the strategic priorities for Decathlon’s Chemical Risk team. As a result, 12 in-country
366 325 instructors were approved to provide this training, which will move the countries toward autonomy and make it possible to roll out this strategy much more quickly in
international brand products (from 1/01 to 31/12) each region in 2019. The 2018 results are good with 69 instructors trained.
Note 40: The average time to make first contact with customers remained stable compared with 2017 (1.1 days in 2018 vs 1.05 days in 2017). The 2017 target of less
Number of Decathlon and other international brand products than two days has been achieved and we would like to maintain these results for 2019.
2.8 million products 2.9 million products
concerned by these corrective quality actions (from 1/01 to 31/12) Note 41: There was a drop in performance for the indicator measuring how long it takes to respond to customers (54 days in 2018 vs 30 days in 2017). European
regulations require us to answer questions about the chemical composition of products within 45 days, which we achieved in 2018 (31 days). However, this has not
Number of defective products sent to design teams been done in cases of skin reactions. Several factors may explain this: accounting of cases where customers have never responded to our reminders or have never sent
43,673 41,464 (Note 34) back their product samples (i.e., half of cases), in addition to less stability in our internal organisation with a loss of knowledge of the process. For 2019, our goal is to
for root cause analysis (from 1/01 to 31/12) reduce the number of days to 45 or less.
NPS score on the quality of Decathlon product recommendations
36 40 (Note 35)
by Decathlon employees (from 1/01 to 31/12)
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

2018 DEFP methodological notes

Note 32: The choice of this indicator was revised for the 2018 DEFP. In 2018, work was done to bring the financial teams closer together to harmonise approaches
and better take into account the weight of the different countries in the calculation of this global indicator. For each country, the “delighted user” rate is weighted by the
estimated number of sports users.
This indicator concerns the % of delighted sports users who gave a score of 5/5 on the product reviews score, thus targeting 65% of delighted sports users in 2019.
This methodological alignment allows greater clarity and simplicity for the teams. The 2017 data was recalculated as a result.
The 2018 result relates to 967,928 reviews collected on Decathlon products in 2018 (excluding other international brand products). The indicator covered 728,786
reviews collected in 2017 (+33%). These are the "pushed" reviews of our customers on Decathlon products. (Pushed reviews = reviews submitted following a customer
solicitation).
Note 33: The RPM indicator does not take into account returned items bought online, customer recalls and live fishing baits.
We stabilise our RPM thanks to the monitoring work of our quality team. Note: the target for this indicator is 1,150 RPM.
Note 34: This indicator concerns quantities of defective products or components shipped to the Decathlon brands design teams or the teammates in our production
offices to analyse the root causes.
Note 35: This indicator was included in the DEFP for the first time in 2018.
The Net Promoter Score (NPS) measures the recommendations of the company's team members (all positions/departments combined) for Decathlon products. The
current scope includes employees in France, based on a survey of 10,427 Decathlon teammates who responded in 2018. The NPS 2018 score for all Decathlon brands
110 was 40 (52% promoters - 12% detractors). Our ambition is to have four times more enthusiasts than critics for all Decathlon brands and all product categories by 2020. 111
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

RESPONSIBILITY IN PRODUCTION IMPORTANCE OF SUBCONTRACTORS 2017 2018

Breakdown of volumes purchased by Decathlon by production area

(from 1/01 to 31/12):
SUPPLIERS AND SUBCONTRACTORS
• North Asia 49.8% 47.3% (Note 46)
IMPORTANCE OF SUBCONTRACTORS 2017 2018 • Europe 16.2% 18.1%
• South-East Asia 16.9% 17.5%
Number of production countries (situation as of 31/12):
• South-West Asia 14.3% 14.3%
• Number of production countries with physical presence of Decathlon teams 25 24 (Note 42) • Africa 2.5% 2.5%
• Americas 0.1% 0%
• Number of production countries with no Decathlon teams physically present 24 23 (Note 43) • CIS (Commonwealth of Independent States) 0.3% 0.3%

Number of Decathlon production offices (situation as of 31/12) 43 42 (Note 44) % of purchase amount realised by our industrial partners (from 1/01 to 31/12) 28% 28% (Note 47)
Number of teammates responsible for managing and coordinating relations with
1,943 2,100 Breakdown of volumes purchased by Decathlon by production process
suppliers (situation as of 31/12)
(from 1/01 to 31/12):
Number of suppliers for Decathlon products (situation as of 31/12) • Nutrition products (sport supplements and food) 1% 1.1%
• Chemical and cosmetic products 0.4% 0.4%
• Rank 1 suppliers (finished products and components) 1,090 1,031 (Note 45)
• Electronic products 1.9% 1.5%
• Rank 2 suppliers 314 316 (Note 45) • Footwear products 15% 14.5%
• Glove products 1.4% 1.5%
Number of Decathlon-owned production facilities (situation as of 31/12) 10 10
• Heavy stitching products (tents, backpacks, sleeping bags, balls, etc) 10.4% 10.5%
Number of "partner" suppliers (situation as of 31/12) 35 45 • Pyrotechnic products (Solognac hunting equipment) 0.2% 0.2%
• Bonded/inflatable products (air beds, rings, armbands, etc) 1.5% 1.8%
Average length of service for suppliers (top 100 suppliers in terms of volumes
purchased by Decathlon) (situation as of 31/12) • Helmet products 1% 1%
• Optical products (sunglasses, swimming goggles, ski goggles, diving masks, etc) 1.6% 1.6%
• < 1 year 1% 1%
• Bike/cycle products 11.3% 11.8%
• 1 – 3 years 23% 5% • Plastic and composite products 7% 6.8%
• 3 – 5 years 16% 21% • Wedze Composites products (ski equipment) 0.2% 0.3%
•M
 etal/metallic products
• 5 – 10 years 39% 36% 6.1% 6.2%
(scooters, fitness products, basketball nets, football nets, etc)
• 10 – 20 years 17% 33% • Simond products (climbing equipment) 0.1% 0.1%
• Textile products
• > 20 years 4% 4% 40.9% 40.7%
(natural fibres, synthetic fabrics, woven fabrics, yarn to finished products)
• Average 9 years 10 years
% of turnover resulting from Decathlon products manufactured locally
(from 1/01 to 31/12):
2018 DEFP methodological notes
• China 93% 91.5%
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

Note 42: Production country with a team: the country has a Decathlon production office.
Bangladesh, Brazil, Cambodia, China, Egypt, Ethiopia, France, India, Indonesia, Italy, Mexico, Morocco, Pakistan, Poland, Portugal, Romania, Russia, Sri Lanka, Taiwan, • Europe 20% 22.7%
Thailand, Tunisia, Turkey, Ukraine and Vietnam.
Note 43: Production country without a team: production country where suppliers are managed by Decathlon teams from another country; the country has no Decathlon • Russia 10% 9.9%
office. Austria, Albania, Belgium, Bosnia, Bulgaria, Croatia, Czech Republic, Finland, Georgia, Germany, Hungary, Japan, Lithuania, Madagascar, Malaysia, Myanmar,
Serbia, Slovakia, Slovenia, Spain, Switzerland, the Netherlands, United Kingdom. • India 45% 40.4%
Note 44: List of Decathlon production offices: DP Bangladesh (DP Dhaka, DP Chittagong), DP Brazil, DP Cambodia, DP CIS (Commonwealth of Independent States),
DP China (DP Guangzhou, DP Nanjing, DP Ningbo, DP Qingdao, DP Shanghai, DP Shenzhen, DP Suzhou, DP Tianjin, DP Wuhan, DP Xiamen), DP Egypt, DP Ethiopia, DP
• Brazil n/a n/a (Note 48)
France, DP India (DP Chennai, DP Coimbatore, DP Mysuru, DP Surat, DP Kanpur, DP Delhi, DP Ludhiana), DP Indonesia, DP Italy (DP Desio, DP Padova), DP Mexico, DP
2018 DEFP methodological notes
Morocco, DP Pakistan, DP Poland, DP Portugal, DP Romania, DP Singapore, DP Sri Lanka, DP Taiwan, DP Thailand, DP Tunisia, DP Turkey, DP Vietnam (DP Ho Chi Minh,
DP Hanoi). Note 46: Concerning the breakdown of our purchases by production area:
Note 45: Concerning the number of suppliers in 2018, we continued our strategy of consolidating our panel of suppliers. - North Asia: 5% decrease in favour of South-East Asia, South-West Asia and Europe;
-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 - Europe: strong increase due to our desire to significantly reduce the use of air transport.
contract) or to supply raw materials or components (via a purchasing contract), receiving purchase orders and invoicing said company directly. Note 47: Target of 80% of the quantities of Decathlon products made at 150 industrial partners by 2026.
-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 Note 48: Concerning the share of locally manufactured products:
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 - China: slight decrease, slightly more supplies from North Vietnam, Cambodia and Bangladesh;
in the commercial and legal relationship between these rank 1 and rank 2 suppliers.
- Europe: significant increase due to our desire to significantly reduce the use of air transport and the need to obtain supplies on short notice for seasonal products;
112 - It should be noted that purchases made by Brazil in Brazil no longer go back into the IT systems of our purchasing teams. 113
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

TAKING INTO ACCOUNT SUPPLIERS’ AND SUBCONTRACTORS’ CSR TAKING INTO ACCOUNT SUPPLIERS’ AND SUBCONTRACTORS’ CSR
2017 2018 2017 2018
AS PART OF THE RELATIONS MANAGEMENT PROCESS AS PART OF THE RELATIONS MANAGEMENT PROCESS

% of the acquisition of the "Sustainable Development in Production" skills Number of production sites concerned by environmental assessments
57% 62% (Note 49)
(situation as of 31/12) (situation as of 31/12):

• Number of rank 1 production sites concerned 201 180 (Note 54)

Number of production sites concerned by HRP assessments (situation as of 31/12):

• Number of rank 2 production sites concerned 93 48 (Note 54)

• Number of rank 1 production sites concerned 1,022 1,018 (Note 50)

• Number of rank 2 production sites concerned 314 338 Number of environmental assessments conducted (from 1/01 to 31/12) 115 93

Number of environmental assessments conducted by internal assessors

0 24
Number of HRP assessments conducted (from 1/01 to 31/12) 1,018 1,157 (from 1/01 to 31/12)

FOCUS ON ENVIRONMENTAL RESULTS (SITUATION AS OF 31/12): 2017 2018

% of HRP assessments conducted internally (from 1/01 to 31/12) 66% 57% (Note 51)

% of production sites rated A, B or C following environmental assessment:

FOCUS ON HRP RESULTS: 2017 2018

• % of rank 1 production sites rated A, B or C 26.8% 69.4% (Note 55)

% of production sites rated A, B or C following HRP assessment:

• % of rank 2 production sites rated A, B or C 12.9% 68.8% (Note 55)

• % of rank 1 production sites rated A, B or C 69% 86% (Note 52)

• % of rank 2 production sites rated A, B or C 49% 66% (Note 52) Results of the environmental assessments of partners
and company-owned production sites (situation as of 31/12):

Results of HRP evaluations of partners and company-owned production sites: 47.6% 93.5%
A: n/a A: 6.5%
• % of company-owned production sites rated A, B or C 80% 90% B: n/a B: 6.5%
• % of partner supplier production sites rated A, B or C C: n/a C: 80.6%
21 production sites 29 production sites
96% of partner suppliers of partner suppliers
88% rated A, B or C rated A, B or C
A: 2%
A: 2%
B: 44%
B: 45%
• % of partner production sites rated A, B or C C: 50%
C: 41% 100 production sites Number of production sites monitoring their C02 performances monthly
56 production sites of partner suppliers
n/a 96 (Note 56)
(situation as of 31/12):
of partner suppliers rated A, B or C
rated A, B or C
(Note 53)
2018 DEFP methodological notes
Note 54: The scope of impacted sites has become more precise. In 2017, these were sites using industrial processes: dyeing, tanning, printing, washing, metal surface
treatment and metal painting.
2018 DEFP methodological notes
In 2018, the impacted sites were those that release more than 50 m3 per day of industrial water undergoing treatment. This clearer definition explains the decrease in
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

Note 49: Corresponds to % autonomy on the Sustainable Development in Production skills. In 2017 a new Skill Matrix tool was rolled out, which was intended to manage the number of impacted sites.
teammate skill sets, not training. After a little over a year of existence, the skill matrix is now integrated into the local competency management and monitoring is Note 55: The objective set for this indicator is to reach 90% of rank 1 and rank 2 production sites rated A, B or C by 31/12/2026.
ensured by SD in Production managers.
In 2018, the priority objective was to:
Note 50: The 1,018 rank 1 sites correspond to 820 suppliers in our Supplier Data Base (SDB) tool as of 3/01/2019.
- provide a more precise definition of impacted sites, which has resulted in a reduction in the number of sites: 21 fewer rank 1 production sites and 55 fewer rank 2
A control was set up in January 2018. It consists in periodically cross-referencing the list provided by the purchasing department of suppliers with turnover affected by production sites. This automatically leads to an improvement in the ABC % performance;
HRP (Human Responsibility in Production). Carried out twice a year, this control highlights suppliers who do not appear in SDB extractions, which may be explained by
- shed light on the overall performance of the 228 impacted sites (audit all the impacted sites);
different technical reasons.
A total of 84.4% of the rank 1 production sites and 81.3% of the rank 2 production sites were audited, making it possible to address this priority.
As of 22/02/2019 there were still 152 suppliers for whom we did not have a precise explanation or for whom the corrections had not been made.
- train internal auditors to better support non-performing production sites (E & D), in particular sites audited in 2017 and rated E or D. This has led to a significant
The 338 rank 2 production sites correspond to 316 suppliers in the SDB tool.
improvement in performance.
Note 51: With regard to the % of evaluations carried out internally, this rate has decreased as the total number of audits has increased. The number of audits carried
Note 56: New indicator included in the 2018 DEFP following the implementation of the project to support suppliers for the measurement and reduction of their CO2
out by our internal teams has remained constant.
emissions.
Note 52: Concerning the % of HRP ABC, a target was set for the ABC % of rank 1 suppliers to reach 80% by the end of 2018.
The improvement in the % ABC of rank 1, including company-owned sites and partners, observed in 2018 (from 69 to 86%) can be explained primarily by:
- stronger coordination at headquarters by the purchasing teams and at local level by the SD managers with regular follow-ups with the production teams;
- a taskforce of Sustainable Development in Production managers intervening in instances of non-compliance with sustainability criteria.
Note 53: For 2018, the scope of the % ABC partners indicator covered 105 production sites belonging to 45 Decathlon partner suppliers.

114 115
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

STORES & TRANSPORT POLLUTION AND WASTE MANAGEMENT

MEASURES FOR PREVENTING, RECYCLING AND ELIMINATING WASTE 2017 2018

GENERAL ENVIRONMENTAL POLICY
Quantity of waste generated by our sites (Decathlon stores, brand sites 81,019 tonnes
COMPANY ORGANISATION FOR HANDLING 88,001 tonnes
and company-owned warehouses) (from 1/01 to 31/12) (Note 59)
ENVIRONMENTAL ISSUES AND ANY REQUIRED ENVIRONMENTAL 2017 2018
ASSESSMENT OR CERTIFICATION PROCEDURES
29,396 tonnes (36%)
• Sorted paper and cardboard 24,730 tonnes (28%)
(Note 60)
Number of Decathlon stores with environmental certification (situation as of 31/12) 78 83 (Note 57)
• Sorted packaging 5,283 tonnes (6%) 4,174 tonnes (5%)
Number of Decathlon stores opened over the year that have been awarded
14 4
an environmental certification (from 1/01 to 31/12)
• Sorted plastics n/a 1,369 tonnes (2%)

% of store sales area with environmental certification (m2) (situation as of 31/12) 19% 20%
• Other materials (wood, metals, textiles, etc.) 3,177 tonnes (4%) 1,908 tonnes (2%)
Number of Decathlon warehouses with environmental certification
8 8
(situation as of 31/12)
• Mixed waste 54,811 tonnes (62%) 44,172 tonnes (55%)
2018 DEFP methodological notes
Note 57: According to the LEED, BREEAM, HQE and DGNB recognised standards of international certifications.
Waste sorting rates by activity (from 1/01 to 31/12):

39%
THE GEOGRAPHICAL, ECONOMIC AND SOCIAL IMPACT (45% at a 2017
2017 2018 • Sorting rates in stores 39% comparable scope)
OF THE COMPANY’S BUSINESS ACTIVITY
(Note 61)
Total number of sporting events organised in France for customers and users 66%
3,438 5,632 (Note 58) • Sorting rates in warehouses 62% (71% at a 2017
(from 1/01 to 31/12)
comparable scope)

Number of stores in France concerned by these sporting events (from 1/01 to 31/12) 119 226 2018 DEFP methodological notes
Note 59: Total waste volumes generated by our sites by type: sorted paper/cardboard, sorted plastic, unsorted mixed ordinary manufacturing waste, other waste (sorted
metal, sorted organic waste, sorted wood, sorted textiles, sorted glass, sorted electrical and electronic devices, sorted hazardous waste, sorted batteries, sorted bulbs,
180 sorted packaging and 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 five sites in 2018.
(130 Eco-Rando days
Number of events related to Sustainable Development organised by French stores Integration of 9 new countries for which data was missing in 2017. These are mainly countries where waste is not sorted. The representativeness of indicators has
n/a + 50 World Clean Up improved.
(from 1/01 to 31/12)
Day events organised Concerning the indicator “total quantity of waste”, all countries are included.
in France) Concerning the stores and warehouses sorting rates, only the countries that have shared data is included. The countries that are not included are Russia, Bulgaria,
Croatia, Brazil and Slovakia.
Note 60: The amount of mixed waste has decreased, as the ratio used to estimate data for countries without waste management has been updated, based on actual
data for 2017. This ratio has been revised downwards.
2018 DEFP methodological notes
Note 61: The proportion of sorted waste is stable for stores because the scope is broader with the integration of new countries for we had no data in 2017. These are
Note 58: We had a good year in 2018, with French stores becoming increasingly involved in their sports initiatives. In 2018, 90% of the stores were active and held over mainly countries where waste is not sorted. For this reason, the improvement in the sorting rate is more significant at comparable scope (+6 points).
60% more sports activities throughout France. If we focus on Vitalsport, we also find a significant increase in the number of organising stores (114 stores in 2018 vs The share of waste increased by 4 points for warehouses despite the broader scope, which is less significant than for stores. The improvement in the sorting rate is
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

100 in 2017). The organising teams mobilised more than 2,300 partner clubs and welcomed more than 560,000 visitors over the various event weekends. more significant (+9 points) at comparable scope.

116 117
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

SUSTAINABLE USE OF RESOURCES TRANSPORT AND LOGISTICS 2017 2018

ENERGY CONSUMPTION, MEASURES UNDERTAKEN TO IMPROVE

2017 2018 Distribution in % of volumes of transport products by means of transport worldwide
ENERGY EFFICIENCY AND THE USE OF RENEWABLE ENERGY
(from 1/01 to 31/12):
Overall consumption by energy type at our sites (Decathlon stores, brand sites
and company-owned warehouses) (from 1/01 to 31/12): • % Air 6.2% 3.2% (Note 65)

• Electricity consumption, in kWh 547,329,326 559,590,555

• % Rail 2.5% 2.1%

• Gas consumption in kWh 63,406,341 62,379,964

• % Maritime 84.5% 84.7% (Note 65)

• Overall energy consumption in kWh 610,735,667 621,970,519 (Note 62)

• % Road 6.8% 10%

Energy consumption in kWh per m2 in the stores (from 1/01 to 31/12) 127.2 kWh/m² 118 kWh/m²
CO2 emissions by means of transport worldwide (from 1/01 to 31/12):

Energy consumption in kWh per m2 in the warehouses (from 1/01 to 31/12) 74 kWh/m² 58.1 kWh/m²
• C02 emissions by air 182,026,125 71,137,392

Electricity consumption in kWh by stores and warehouses from renewable sources

220,896,638 311,069,797
(from 1/01 to 31/12) • C02 emissions by rail 3,706,841 2,369,648

% of electricity consumed by stores and warehouses from renewable sources

40.4% 55.6% (Note 63)
(from 1/01 to 31/12) • C02 emissions by maritime 110,248,532 124,865,682

2018 DEFP methodological notes

Note 62: The indicator does not take into account sites that have been operating for less than 12 months, production offices, and company-owned production plants. • C02 emissions by road 3,266,611 6,626,488
To be noted that despite a 15% increase in the number of sites integrated included in indicator monitoring in 2018, the total energy consumption increased by only
around 1-2%. This shows that energy consumption kWh per m2 was reduced with a stabilisation of energy consumption of sites thanks to LED equipment, among other
reasons.
Note 63: The 2017 data has been restated from the 2017 SD Report to be comparable with the 2018 data. The indicator takes into account Decathlon sites (stores, C02 impact of transporting Decathlon products for delivery in Europe
385 g CO2 eq./article 311 g CO2 eq./article
warehouses) that produce renewable energy for self-consumption and also those that now buy electricity from renewable sources for their consumption (solar panels, (from 1/01 to 31/12)
wind turbines, hydraulic dams). A verification in 2018 by an external third party, Schneider Electric, was carried out for several countries to validate the percentages of
electricity consumption from renewable sources by the Decathlon sites: for Spain (100%), Belgium (100%), the United Kingdom (100%), France (99.57%), Italy (89.18%)
and the Netherlands (82.42%).
In 2018, a target of 100% electricity from renewable sources was set for 2026.
• From production countries to Europe 259 172.24

• From key import warehouses to distribution platforms 76.7 82.7

LAND USE 2017 2018

1,358 articles/m² • From distribution platforms to stores 49.4 55.7

Number of articles shipped per m2 in Europe (from 1/01 to 31/12) 1,413 articles/m²
(Note 64)
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

2018 DEFP methodological notes % of post shipment multimodal transport in Europe (from 1/01 to 31/12) 21.9% 16.2%
Note 64: Longer stock life in 2018, resulting in a greater need for continental warehouses to accommodate the additional stock.

Average per lorry load rate between the key import warehouses 54.9 m3 53.2 m3
(14,666 articles (13,790 articles
and the distribution platforms in Europe (from 1/01 to 31/12) per lorry) per lorry)

2018 DEFP methodological notes

Note 65: Thanks to initiatives by country teams and Decathlon brand teams, there was a 7% reduction in products transported by air in 2017, to reach 3.2% in 2018,
representing savings of 87 g CO2 equivalent per item. Air transport has a significant impact on the CO2 impact due to shipping Decathlon product deliveries.
It should be noted that the data for maritime transport is not comparable between 2017 and 2018. The difference comes essentially from transported weight taken into
account. The data on reference weights is becoming more reliable, which explains the variations between 2017 and 2018.
On the other hand, the number of maritime lines increased in 2018 to serve 37 central purchasing offices (instead of 32 in 2017). A central purchasing office can have
118 several ports of entry, which further increases the number of maritime lines. 119
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT
CROSS-REFERENCE TABLE
OBJECTIVES
OBJECTIF 1 - NO POVERTY:
END POVERTY IN ALL ITS FORMS EVERYWHERE
OBJECTIF 2 - ZERO HUNGER:
END HUNGER, ACHIEVE FOOD SECURITY
AND IMPROVED NUTRITION AND PROMOTE
SUSTAINABLE AGRICULTURE
OBJECTIF 3 - GOOD HEALTH & WELL-BEING:
ENSURE HEALTHY LIVES AND PROMOTE
WELL-BEING FOR ALL AT ALL AGES
OBJECTIF 4 - QUALITY EDUCATION:
ENSURE INCLUSIVE AND EQUITABLE QUALITY
EDUCATION AND PROMOTE LIFELONG
LEARNING OPPORTUNITIES FOR ALL
OBJECTIF 5 - GENDER EQUALITY:
ACHIEVE GENDER EQUALITY AND
EMPOWER ALL WOMEN AND GIRLS
OBJECTIF 6 - CLEAN WATER AND SANITATION:
ENSURE AVAILABILITY AND SUSTAINABLE
MANAGEMENT OF WATER AND SANITATION
FOR ALL
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
OBJECTIF 7 - AFFORDABLE AND CLEAN
ENERGY: ENSURE ACCESS TO AFFORDABLE,
RELIABLE, SUSTAINABLE AND MODERN
ENERGY FOR ALL
OBJECTIF 8 - DECENT WORK AND ECONOMIC
GROWTH: PROMOTE SUSTAINED, INCLUSIVE
AND SUSTAINABLE ECONOMIC GROWTH, FULL
AND PRODUCTIVE EMPLOYMENT AND DECENT
WORK FOR ALL
120
PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY
> Completing eco-certifications for new company-owned sites in line
OBJECTIF 9 - INDUSTRY, INNOVATION with the most stringent international standards
p. 81
AND INFRASTRUCTURE: BUILD RESILIENT
INFRASTRUCTURE, PROMOTE INCLUSIVE > Optimising waste and energy management at Decathlon sites p. 90
AND SUSTAINABLE INDUSTRIALIZATION
AND FOSTER INNOVATION > Helping suppliers with the work of assessing and continuously reducing
the environmental impact of their industrial sites
p. 76
OBJECTIF 10 - REDUCED INEQUALITIES:
REDUCE INEQUALITY WITHIN AND AMONG > Ensuring that everyone is treated equitably at every level of the value chain
by implementing the Duty of Vigilance
p. 72
COUNTRIES
>D
 ecathlon initiatives to support this goal page > Taking part in community life, engaging in dialogue with neighbours
and all stakeholders
p. 85
OBJECTIF 11 - SUSTAINABLE CITIES
AND COMMUNITIES: MAKE CITIES AND > Calculating and writing action plans to improve the regional impact of our
HUMAN SETTLEMENTS INCLUSIVE, SAFE, sites
p. 87
> Providing for living wages at sites that produce Decathlon products p. 70 RESILIENT AND SUSTAINABLE
> Helping to support people in difficulty through the work of the Decathlon
Foundation
p. 41
> Fairly compensating teammates p. 38
> Expanding eco-design and environmental labelling for Decathlon products p. 49
OBJECTIF 12 - RESPONSIBLE CONSUMPTION
> Reducing the impact of the use of raw materials p. 53
> Promoting the use of cotton from sustainable sources AND PRODUCTION: ENSURE SUSTAINABLE
(organically grown cotton, BCI cotton, etc.)
p. 51 CONSUMPTION AND PRODUCTION PATTERNS > Offering environmentally friendly products and services p. 54
> Training the Decathlon product design teams on the notion of the circular
economy
p. 51
> Selling sports articles that are accessible to as many people as possible p. 45 > Calculating the carbon footprint of Decathlon business activities
and implementing action plans to reduce it
p. 16
> Delivering health and safety for our teammates p. 37
> Keeping users safe p. 59 > Eco-designing and extending the service life of Decathlon products p. 55
> Holding sporting events near our sites p. 89 > Reducing the impact of the use of raw materials p. 53
OBJECTIF 13 - CLIMATE ACTIONS:
> Making continuing education available to all as in-person TAKE URGENT ACTION TO COMBAT CLIMATE > Performing environmental audits to help suppliers continuously reduce
their environmental impact
p. 76
or digital training sessions throughout the careers of our teammates p. 31 CHANGE AND ITS IMPACTS
and across all business lines > Consuming only renewably-sourced electricity by 2026 p. 83
> Sharing the principles and values of sustainable development and the tools
to make a difference every day in each Decathlon store through dedicated p. 34 > Reducing the use of air transport for moving products p. 49
training available to all teammates
> Incentivising and participating in the emergence of new forms of mobility p. 50
> Supporting supplier skill-building and autonomy p. 69
OBJECTIF 14 - LIFE BELOW WATER: > Helping suppliers with wastewater treatment and chemicals management
to prevent water pollution
p. 76
CONSERVE AND SUSTAINABLY USE THE
> Ensuring that everyone has the chance to live up to their potential and OCEANS, SEAS AND MARINE RESOURCES
p. 22
achieve their goals by combating sexism in the workplace FOR SUSTAINABLE DEVELOPMENT
> Expanding the use of raw materials from more sustainable sources p. 51
> Conducting environmental audits at production sites that process more OBJECTIF 15 - LIFE ON LAND: > Working to protect the biodiversity present around our sites p. 83
than 50 m3 of water per day
p. 78 PROTECT, RESTORE AND PROMOTE
SUSTAINABLE USE OF TERRESTRIAL
ECOSYSTEMS, SUSTAINABLY MANAGE
> Using technologies that help reduce water usage p. 76 FORESTS, COMBAT DESERTIFICATION,
> Performing environmental audits to continuously reduce the environmental
AND HALT AND REVERSE LAND DEGRADATION
impact of Decathlon product suppliers
p. 76
AND HALT BIODIVERSITY LOSS
> Committing to the RE100 initiative so that all electricity consumed
by Decathlon will come from renewable sources by 2026
p. 83
OBJECTIF 16 - PEACE, JUSTICE AND STRONG
INSTITUTIONS: PROMOTE PEACEFUL
AND INCLUSIVE SOCIETIES FOR SUSTAINABLE > Ensuring that we work fairly and equitably with our partners by combating
> Developing a purchasing strategy for Decathlon products DEVELOPMENT, PROVIDE ACCESS TO corruption, p 69, and by enforcing our Code of Conduct at sites that p. 71
with privileged industrial partners and eco-constructing p. 65 JUSTICE FOR ALL AND BUILD EFFECTIVE, produce Decathlon products
sustainable growth strategies with their input ACCOUNTABLE AND INCLUSIVE INSTITUTIONS
AT ALL LEVELS
> Ensuring decent work at sites that produce Decathlon products
through human responsibility in production audits and support p. 70 > Joining forces with external stakeholders to develop and implement
OBJECTIF 17 - PARTNERSHIP FOR THE
for the teams on the ground GOALS: STRENGTHEN THE MEANS OF sustainable development goals: RE100, Fashion Global Agenda, ADEME, p. 128
IMPLEMENTATION AND REVITALIZE THE etc.
> Analysing the annual responses from teammates about their workplace GLOBAL PARTNERSHIP FOR SUSTAINABLE
p. 20
well-being through the DTB tool and deploying appropriate action plans DEVELOPMENT > Performing a materiality analysis by surveying over 4,400 stakeholders p. 12 121
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES
METHODOLOGICAL NOTE
GENERAL ORGANISATION OF REPORTS
REGULATORY FRAMEWORK
Decathlon is bound by the extra-financial reporting obligation via Decathlon SA following the publication of article 225 of the Grenelle II
law and the decree of 24 April 2012, and has been since the financial year commencing after 31 December 2012.
These reporting obligations were modified after Directive 2014/95/EU relating to the publication of non-financial data and information
about diversity was transposed into French law.
The following are thus applicable under French law: ordinance no. 2017-1180 of 19 July 2017, which was modified by law no. 2018-938
of 30 October 2018, known as the Egalim Law; the decree pursuant to French ordinance no. 2017-1265 of 9 August 2017; the order of
14 September covering the manner in which the independent third-party body should conduct its assignment.
With regard to the publication of a vigilance plan following law no. 2017-399 of 27 March 2017 concerning the duty of vigilance, we
made a special document available online.
The regulatory stipulations concerning corruption (law no. 2016-1691 of 9 December 2016) are also applicable.
Decathlon SA is not listed on the stock exchange. However, in light of their materiality we took into account the following criteria:
promoting and respecting the eight fundamental conventions of the ILO (freedom of association and recognition of the right to collective
bargaining; abolition of all forms of forced labour; abolition of child labour; abolition of employment and occupation discrimination) and
information about efforts to promote human rights.
In terms of the fundamental conventions of the ILO, Decathlon applies the same standards across the 10 production sites we own as
those required of our suppliers.
ORGANISATION OF REPORTING
This Declaration of Extra-Financial Performance represents the sixth exercise of its kind for Decathlon, and illustrates our commitments,
achievements and projects in terms of corporate social responsibility (CSR) for the 2018 financial year.
To create this document, we implemented the following organization:
• A project officer responsible for CSR reporting; a chief editor; a reporting and audit process project manager; a reporting tool manager.
• The team is responsible for the following components: writing and communications, technical aspects and project management,
internal reporting protocols, and the implementation and roll-out of the reporting tool (PURE)
• A network of contributors covering the various activities of the business (design, production, distribution, logistics, property, legal, etc.)
• Strategic committees with different advisors (CEO of Decathlon, sustainable development director, industrial performance director,
communications and HR team representatives, etc.).
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 been regularly coordinated internally by the business’s
teammates.
Indicators have been reviewed and organized every year since 2013 in order to align them with legislative requirements, the observations
of the independent third-party body and to take into account changes to internal sustainable development projects.
A reporting protocol including the indicator definitions and the various procedures for collecting and consolidating data is updated and
shared with the relevant contributors each year.
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
VERIFIED INFORMATION
For the 2018 financial year, the quantitative data and indicators audited by Mazars are:
•
Company information: Total headcount as of 31/12/2018; percentage of permanent employees; percentage of shareholding
teammates; Decathlon Teammates Barometer results; number of training hours; health & safety policy (qualitative); diversity policy
(qualitative); disability policy (qualitative)
• Environmental information: Percentage of products with an eco-label; energy consumption per square meter; waste sorting rates
at sites. Percentage of ABC Supplier Environmental Management; energy and waste management optimisation policy (qualitative);
transport & logistics policy (qualitative)
• Societal information: Percentage of HRP ABC ratings; purchasing policy (qualitative); returns rate per million; percentage of sports
users delighted with Decathlon products
Note: the "emissions of scope 1 and 2 greenhouse gases" information was subject to a mock audit for the first time this year.
Our efforts since 2013 to organise collections, and to consolidate data and make it more reliable, have enabled us to observe how
122 reliable certain data actually is.
RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY
We are 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.
The 2018 data was consolidated using a new dedicated computing tool (the PURE reporting tool), which helps make information
gathering, processing and consolidation more efficient for Decathlon.
PRINCIPLES GOVERNING THE PRODUCTION OF THE SUSTAINABLE DEVELOPMENT REPORT
In line with GRI (Global Reporting Initiative) G4 sustainability reporting guidelines, Decathlon applies the following principles when
writing our Sustainable Development Report:
• Completeness: to be as exhaustive as possible on relevant topics to enable readers of the report to assess the business’s CSR
performance
• Relevance: topics deemed relevant are those that we feel are most important for our own activities and governance
• Clarity: to be universally understood
• Punctuality: to deliver the report on the same dates every year
• Balance: to present a fair idea of the business’s overall performance by reflecting both positive and negative aspects
• Accuracy: to give accurate, detailed information to enable readers to gain a better understanding
REPORTING SCOPE
Decathlon had a presence in 51 distribution countries, with 96,002 teammates and a turnover of €11.3 billion excl. VAT in 2018.
As of 31/12/2018, the Decathlon group scope numbered:
• 1,511 stores (all sales forms combined)1
• 69 warehouses and logistics platforms
To establish the CSR target reporting scope for the 2018 financial year, it was agreed to use the financial consolidation scope, which
comprises all subsidiaries from the Decathlon group, closed on 31 December 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 the:
- corporate purpose (companies whose sole purpose is acquiring shares; subsidiaries whose sole purpose is real estate ownership)
- controls (art. L. 233-3 of the Commercial Code)
- ongoing transactions
- 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 with more than 10 stores must be included in the CSR target reporting scope, given their impact on the "Group" data
point. In other words, the inclusion rule for the CSR target reporting scope with regard to the number of stores takes precedence over
the exclusion rule for the CSR target reporting scope with regard to turnover.
-any subsidiary registered with the RBU (Reporting Business Unit), which 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 Human Responsibility in Production (HRP) indicator, even if – by virtue of the turnover threshold – it
would be excluded from the CSR target reporting scope.
-for China, in light of local legal structures, we decided to institute a special rule, consisting of integrating all subsidiaries that engage in
retail and logistics activities.
The CSR target reporting scope coverage rate for 2018 was 99,96% of the total turnover for Decathlon group subsidiaries.
123
1. Franchised stores are excluded, and their turnover is not consolidated in the balance sheet.
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

METHODOLOGICAL CLARIFICATIONS
1. Note that the “Decathlon brands” term refers to company-owned Decathlon brands (examples of Decathlon brands include: Forclaz
for trekking activities, Olaian for surfing, Tribord for sailing, etc.).
2. The suppliers we refer to are those with whom we have direct or indirect commercial relations in the context of the production of
our company-owned products and their components. The product development approach (eco-design, quality, human responsibility in
production, etc.) presented here concerns only products manufactured for our company-owned brands.
3. Decathlon activities that come under facilities listed in environmental protection regulations concern 12 warehouses and two
company-owned production sites in France (12 of which are subject to authorisation and two to declaration)
4. 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. Under our Aptonia brand name Decathlon sells sports nutrition
products and diet supplements, which do not come under the category of foodstuffs. On this basis, Decathlon is not considered to be
a distributor for the food retail sector.
The scope taken into account for the GHG assessment consists of company-owned Decathlon sites that were trading on 1 December
2018, i.e., 1,420 Decathlon stores and 40 warehouses.
We use a software solution to gather and consolidate the data from our sites.
Compared with the CSR reporting scope:
• energy data for our sites was calculated using actual energy consumption from 1,338 stores out of 1,431 (93.5%) and 41 warehouses
out of 69 (59.4%) as of 31/12/2018.
• 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. The average consumption for 2016 was calculated based on actual data
obtained from a sample of 23 stores and one warehouse, and it confirmed that we did not have an exhaustive report, given the low
consumption.
• waste data was calculated based on waste production at 82% of Decathlon stores (1,173 sites) and 55% of warehouses (38 sites).

Given the above, the provisions of article L 225-102-1 of the Commercial Code (relating to actions 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.
5. For the social dimension:
In accordance with the action plan implemented by the 2016 Sustainable Development Report, this year the HR reporting project
manager, who was appointed in October 2018, included three additional countries when gathering social data sourced from payroll
software in order to improve the representativeness and reliability of the scope.
The remaining data was extrapolated using tonnage per quantity sold ratios (for stores) and tonnage per square metre ratios (for
warehouses).
8- Restatement of 2017 data and error correction:
-There is a small chance that some data calculated in 2017 may differ from that published in our 2018 Declaration of Extra-Financial
Performance, especially since calculation and inputting errors were detected.
These modifications are not significant in any way. If these method changes were introduced between 2017 and 2018, this is mentioned
in a footnote for the indicator concerned.

India, Russia and Hungary were thus integrated alongside the eight previous countries (France, Spain, Italy, Belgium, China, Poland,
Germany and Portugal), which increased the scope of social data sourced from payroll software to a total of 81.3% of the global
REPORTING PERIOD
workforce. The reporting period for extra-financial data is based on the calendar year (1 January to 31 December 2018), so as to ensure consistency
with the trading year of Decathlon’s companies as well as the business's existing reports.
Most of the quantitative data published for these countries are thus produced from ad hoc payroll software.
In cases where data refers to a reporting period different to the calendar year, this must be specified in the body of the report.
The quantitative data published for the remaining 18.7% are calculated using data reported in the “My Identity” tool, whose reliability is
uncertain.
METHODOLOGICAL LIMITS OF THE INDICATORS
Note that certain indicators are calculated solely on the basis of the “My Identity” tool (% of female managers, % of seniors, breakdown Being Decathlon’s sixth extra-financial report, this report forms part of an improvement drive implemented over several years, with the
by activity and breakdown by geographic region). aim of structuring and reinforcing the process internally.
A data gathering framework has been established, with a standard definition for each indicator collected. Environmental, social and societal indicators can present methodological limits caused by:
At the same time, remaining countries will be contacted over time, to test the data gathering framework using their payroll extracts in • non-harmonised definitions, national/international legislation and local practices
order to make data more than 96% reliable for the 2021 DEFP:
• problems in collecting certain data without data collection software solutions
• 2019: +3 countries (Brazil, Turkey, Czech Republic)
• manual data entry in the PURE reporting tool: reliability depends on the quality of the information collection performed by the teams
• 2020: +3 countries (Romania, United Kingdom, Morocco)
• the availability of certain data within a limited field
• 2021: +3 countries (Netherlands, Mexico, Taiwan)
• extrapolating and estimating certain data in situations where actual data is not available
A network of contributors for social data has been gradually implemented in our various countries by the HR reporting project manager
in an effort to expand the scope for the qualitative HR information shared in our upcoming DEFP (primarily for France at this time). • the gradual deployment of our internal reporting protocol to cover the collection, consolidation and management of indicators

6. For logistics-related figures:

In 2018 the majority of the logistics data was calculated by the contributors in charge of the data for Europe, due to the unavailability
and lack of consolidation for the logistics data at the global level. Europe accounts for 71% of article volumes shipped in 2018.
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y

7. For the greenhouse gas emissions assessment (GHG):

Calculating the CO2 emissions was done using the GHG Protocol method, which divides emissions into three categories (scopes 1, 2
and 3).
We use the operational control approach.
For scope 2, we calculate our emissions using the market-based and location-based methods. We primarily use the market-based
method for performance-tracking purposes.
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 eco-design module integrated into our in-house design tool. Product impact data comes from the ADEME Base
124 Impact database. 125
2. http://www.ghgprotocol.org/standards/corporate-standard.
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

CONFIRMATION OF PARTICIPATION • We ascertained the existence of internal control and risk management procedures implemented by the company;
• We gained an understanding of the consistency of the selected results and key performance indicators in light of the main risks and policies presented;

AND REPORT ON THE FAIRNESS

• We checked that the Declaration covers the consolidation scope, namely all the companies included in the consolidation scope in accordance with
article L. 233-16, with the scope limits specified in the Declaration;
• We gained an understanding of the collection process implemented by the entity designed to ensure the exhaustiveness and fairness of the information;

OF THE INFORMATION • For the key performance indicators and the other quantitative results1 we considered most important, we introduced:
- analytical procedures, work that involved checking that the collected data was correctly consolidated and that changes in this data were consistent;
- detailed tests performed using surveys, work that involved verifying the correct application of definitions and procedures and reconciling data
from documentary evidence. This work was conducted with a select group of contributing entities2 and covers between 29% and 100% of the
DECATHLON Report by an independent third-party body, relating consolidated data for the key performance indicators and results selected for these tests;
FINANCIAL YEAR ENDED to the consolidated declaration of extra-financial performance
• We consulted documentary sources and conducted reviews to corroborate the qualitative information (actions and results) we considered the most
3 1   D e c e m b e r   2 0 1 8 contained in the management report
important3;
TO THE SHAREHOLDERS, • We evaluated the overall consistency of the Declaration in light of our knowledge of the company.
In our capacity as an independent third-party, member of Mazars’ network, statutory auditor of Decathlon, whose accreditation was accepted by • We feel that the work we have performed exercising our professional judgement has enabled us to formulate a conclusion providing reasonable
COFRAC under the number 3-1058 (scope of accreditation available at www.cofrac.fr), we have drawn up this report on the consolidated declaration of assurance; greater assurance would have required more extensive verification procedures.
extra-financial performance for the year ended 31 December 2018 (hereinafter named the "Declaration"), included in the management report, pursuant
to the legal and regulatory provisions of articles L.225-102-1, R. 225-105 and R. 225-105-1 of the French Commercial Code (Code de commerce). METHODS AND RESOURCES
For this work we enlisted the expertise of five individuals; it was carried out between early November 2018 and mid-May 2019, lasting a total of six
COMPANY RESPONSIBILITY weeks.
The Board of Directors of Decathlon is responsible for preparing a Declaration in accordance with legal and regulatory provisions, including a presentation We conducted some ten reviews with those responsible for preparing the Declaration who work in the administrative, financial, sustainable development,
of the business model, a description of the main extra-financial risks, a presentation of the policies implemented with regard to these risks, and the internal audit, ethics & compliance, human resources, quality of life at work, human safety and security, logistics, and purchasing departments.
results of said policies, including key performance indicators.
The Declaration was produced according to company procedures (hereinafter named the "Guidelines"), the salient elements of which are presented in CONCLUSION
the Declaration and available on request from the company's head office. The proofs of attendance used to track the training hours inputted into the My Progress, Decathlon Exchange and Mylo tools, which are used to
report in-person and e-learning training hours, could not be provided. We are therefore unable to comment on the reliability of the data published
INDEPENDENCE AND QUALITY CONTROL for this indicator. Similarly, the extrapolation assumptions used to calculate the "Percentage of sports users delighted with Decathlon products" key
Our independence is defined by the provisions of article L. 822-11-3 of the French Commercial Code and the French Code of Ethics (Code de déontologie) performance indicator for the global scope were not documented. As a result, we are unable to comment on the fairness of these two indicators.
of our profession. In addition, we have implemented a system of quality control including documented policies and procedures regarding compliance On the basis of our work, with the exception of the items mentioned above, we observed no significant anomalies likely to call into question the fact
with the ethical requirements, French professional standards and applicable legal and regulatory requirements. that the Declaration complies with the applicable regulatory provisions and that the Information, taken as a whole, is presented in a fair manner and in
accordance with the Guidelines.
RESPONSIBILITY OF THE INDEPENDENT THIRD-PARTY BODY
On the basis of our work, our responsibility is to formulate a reasoned opinion expressing a conclusion of reasonable assurance relating to: COMMENTS
• the compliance of the Declaration with the provisions of article R. 225-105 of the French Commercial Code; Without undermining the conclusion above and in accordance with the provisions of article A. 225-3 of the French Code of Commerce, we offer the
following comments:
• the fairness of the information provided pursuant to section one and section two, paragraph three of article R. 225-105 of the French Commercial Code,
namely the results of the policies, including any key performance indicators, and the actions taken with respect to the main risks, hereinafter named • the process for listing, ranking and validating the main extra-financial risks is not presented in the DEFP. The mapping work of listing and ranking
the "Information". the extra-financial risks was performed by experts from the Decathlon Group (the internal audit department and country leaders) and this work was
validated by the Audit Committee as well as the Strategic Committee.
• It is not within our purview, however, to comment on:
• the Declaration presents the main extra-financial risks, the material issues identified using the new analysis performed during the 2018 financial year
• the company's compliance with other applicable legal and regulatory provisions, particularly with regard to the vigilance plan and efforts to combat
and the 2015-2019 SD ambitions. However, the relationships between the main risks, the issues, the policies used to address them and the KPIs used
corruption and tax evasion;
to evaluate their performance have not been made explicit. With an eye to consistency and clarity in the presentation of the information, the correlation
• the compliance of the products and services with applicable regulations. between these different elements should be made more explicit for the next financial year.

NATURE AND SCOPE OF THE WORK
Our work described below was performed in accordance with the provisions of articles A. 225-1 et seq. of the French Code of Commerce setting out
the ways in which an independent third-party body should conduct its mission, as well as with the professional guidance issued by the national auditing
body relating to this work and with the international norm ISAE 3000 – Assurance engagements other than audits or reviews of historical financial
information.
The work we performed enabled us to evaluate the compliance of the Declaration with regulatory provisions and the fairness of the information:
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
• the policy relating to anti-corruption efforts is being developed. Accordingly, some of the actions and associated performance indicators will be
implemented in upcoming financial years, once this policy has been rolled out.
• Some of the policies have been rolled out within a limited scope. This is true of the policies associated with the social risks that cover between 23.7%
(for France) and 67.3% (for Europe) of the consolidated workforce. Only the Decathlon Teammate Barometer and Decathlon Exchange policies have
been deployed at a global level. The policy associated with the issue of health and safety covers 23.7% of the workforce. Lastly, the policies associated
with transport and logistics currently only pertain to the European geographic area, i.e., 71% of article volumes shipped during the 2018 financial year.

• We obtained an understanding of the business activities of all companies included within the consolidation scope and the exposure to the main social
and environmental risks associated with that activity; Drawn up in Paris La Défense on 6 june 2019
Independent third-party body
• We gained an understanding of the appropriateness of the Guidelines in terms of their relevance, their exhaustiveness, their reliability, their neutrality
and their comprehensibility, taking into consideration good practices used within the sector, if applicable; MAZARS SAS
• We checked that the Declaration covers each category of social and environmental information provided in section three of article L. 225-102-1;
• We checked that the Declaration included an explanation justifying the absence of any information required by section three, paragraph two of article
L. 225-102-1;
Isabelle MASSA Edwige REY
Partner CSR and Sustainable Development Partner
• We checked that the Declaration presents the business model and the main risks associated with the business activities of all entities included in the
consolidation scope, including, when relevant and proportionate, the risks resulting from their business relations, their products or their services, as
well as the policies, actions and results, including key performance indicators;
1. T
 otal workforce as of 31.12.2018; Percentage of employees with permanent contracts; Percentage of employee shareholders; Results from the Decathlon Teammates
• We checked, when relevant in light of the main risks and policies presented, that the Declaration presents the information listed in section two of article Barometer, Number of training hours; % of products with an eco-label; Energy consumption per square meter; Waste sorting rate; % ABC HRP; % ABC Environmental
R. 225-105; Suppliers; % of sports users delighted with Decathlon products; Returns rate per million.
2. Decathlon France, Decathlon Italy, Decathlon India and Decathlon Global.
• We gained an understanding of the selection and validation process for the main risks;
126 3. Employee health and safety policy; Diversity and disability policy; Energy and waste management optimisation policy; Product transport and logistics policy; Purchasing
policy, Anti-corruption policy.
127
 CHALLENGES & STRATEGIES PEOPLE & MANAGEMENT PRODUCTS & SERVICES RESPONSIBILITY IN PRODUCTION STORES & TRANSPORT INDICATORS & METHODOLOGY

LIST OF 2018 STAKEHOLDERS

INSTITUTIONNAL RELATIONS ENVIRONNEMENTAL MANAGEMENT
Sits on the Environment Committee for the FCD (Federation for Commerce and Distribution) that works to promote OEF (Organisation Environmental Footprint): Participation in a European experiment to define a common multi-criteria
Sustainable Development. method for calculating organisations’ environmental footprint. Member of the technical secretariat with different
http://www.fcd.fr/qui-sommes-nous/actualites-de-la-fcd/detail/decouvrez-la-video-de-presentation-de-la-fcd/ stakeholders, including ADEME (French Environment and Energy Management Agency), PERIFEM*, ENEA**,
Umweltbundesamt***, the NGO Global 2000**** and businesses (Carrefour, Colruyt, Kering, Picard and Office Depôt).
On the CSR Commission since 2014 (including working on updating the code of conduct and on an event linking CSR and
*PERIFEM: Technical Commerce and Distribution Organisation
sport).
http://assoperifem.wixsite.com/perifem
http://www.entreprisesdusport.com/fr/infos-conso/developpement-durable/
**ENEA: National Italian Agency for New Technology, Energy and Sustainable Development
http://www.unionsportcycle.com/
http://www.enea.it/it
Since 2015, follow-up of work monitored by the CSR Commission of the WFSGI (sharing intelligence information, CSR ***Umweltbundesamt: Austrian Federal Agency for the Environment
practice benchmarking, participation in webinars, etc.). http://www.umweltbundesamt.at/en/
http://www.wfsgi.org/ ****Global 2000 NGO
https://www.global2000.at/
Member of the Eurocommerce Environment Committee, so as to monitor and anticipate any future strategic and legislative http://ec.europa.eu/environment/eussd/smgp/
developments for the European Union in terms of the environment.
http://www.eurocommerce.eu/ RE100 is a global initiative created by The Climate Group and launched at the UN Climate Summit in New York in 2014.
This initiative aims to involve, support and promote companies that are committed to 100% use of renewable energy
A member of the ORSE for several years. This organisation provides continuous monitoring of social and environmental (including biomass, geothermal, solar, wind and tidal energy).
responsibility in businesses across France, Europe and the world. http://there100.org/companies
http://www.orse.org/ More information:
https://www.decathlon.media/shared/dossiers-presse/pdfs/cp_re100_decathlon_media_energie_renouvelable_
zlzmzuqq.pdf
ECO-DESIGN
Part of the eco-labelling pre-roll-out project with ADEME and the French Ministry for the Environment. Leads the project
committee (COPROJ) for textile eco-labelling.
RESPONSIBILITY IN PRODUCTION
http://www.ademe.fr/expertises/consommer-autrement/passer-a-laction/reconnaitre-produit-plus-respectueux- Technical support for Decathlon’s Human Responsibility in Production and Supplier Environmental Management
lenvironnement/dossier/laffichage-environnemental/laffichage-environnemental-aujourdhui-demain-bilan- assessments (conducting of audits, wastewater samples and analyses).
experimentations-perspectives http://www.sgs.com/

Sits on the Board of Directors and the Scientific Committee of Eco-TLC.
http://www.ecotlc.fr/page-53-gouvernance.html
PEF (Product Environmental Footprint): Participation in a European experiment to define a common multi-criteria method
for calculating products’ environmental footprint (T shirts). Member of the technical secretariat with different stakeholders,
including ADEME (French environment and energy management agency), the French Ministry for the Environment, the
OFEV5, brands (Promod, Pimkie, Okaïdi, etc.) and manufacturers (Les Tissages de Charlieu, TAD).
http://ec.europa.eu/environment/eussd/smgp/
*OFEV: Swiss federal office of the environment
Member of an advisory committee (with representatives from national contact points, businesses, the European
Commission, multi-stakeholder initiatives, NGOs and unions) to draft a guide on due diligence in the textile and footwear
industries.
https://mneguidelines.oecd.org/responsible-supply-chains-textile-garment-sector.htm
Stronger Together is a multi-stakeholder business-led initiative aiming to reduce modern slavery providing evaluation
tools. Co-creation of the digital training "Tackle Forced Labour in Supply Chain"”for our suppliers and the teams of our
industrial division (production and purchasing).
https://www.stronger2gether.org/

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 is better for those
producing it, better for the environment it is grown in, and better for the future of the sector as a whole.
http://bettercotton.org/
Decathlon participates in the "2020 Commitment" initiative of the Global Fashion Agenda, which brings together
companies that have committed themselves to taking concrete measures for the circular economy. Decathlon has made
the following commitment: "By 2020, all of our engineers and designers will be trained on circular design principles to
improve recyclability, repairability and longevity".
https://www.globalfashionagenda.com/logo/decathlon/
DECATHLON DEFP2018 VITALIT Y & RESPONSIBILIT Y
NGO specialized and referent in the fight against forced labour and human trafficking. Verité provides tools and
methodologies to detect and eliminate forced labour and human rights abuses in supply chains.
https://www.verite.org/
DUTY OF CARE
Verisk MapleCroft is a British consulting firm specialising in the analysis of political, economic, social and environmental
risks on an international scale. Thanks to the associated data and analyses on these subjects, it enables companies to
better anticipate, identify and manage the risks they face in their activities.
https://www.maplecroft.com/

Decathlon is a member of the “Pôle Eco-conception”, the French national centre for eco-design and life-cycle performance.
Created in 2008, it aims to support the development of sustainable consumption and production methods. The “Pôle Eco-
conception” supports Decathlon on the eco-design of its products and the strategies implemented. PRODUCTS SAFETY AND QUALITY
https://www.eco-conception.fr/ 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

GREEN IT The AFIRM group is an international working group composed of leading brands in the textile, footwear and sports goods
industry that work to harmonize the chemical requirements of products. Decathlon is participating in the development of
The Club Green IT brings together French-speaking Green IT project leaders from private and public organisations. Beyond
a common list of prohibited substances that can be used by all these brands.
the services provided to its members, Club Green IT represents user organisations and enlightens the market on the
https://www.afirm-group.com/
subject of responsible digital technology.
In 2018, Decathlon's Green IT leader followed and obtained the certification “responsible digital” of the Green IT Club, which The course of the Groupe d'Etude et de recherche en Dermato-Allergo (GERDA) is the annual meeting of dermato-
attests to the level of mastery of the methodology, good practices, vocabulary and fundamental knowledge associated allergology in France. Decathlon is participating in order to share scientific knowledge on the chemicals used in production
with this practice. processes and to reduce the risk of allergy among users to Decathlon products.
https://club.greenit.fr/ http://www.gerda2018.com/EventPortal/Information/GERDA18/HOME2.aspx
128 129
1. "Tackle Forced Labour in supply chain".
THANKS

Decathlon would like to thank everyone who has helped to produce

this report:

• The many internal contributors, for providing informations about

their activities and strategies, their monitoring and performance
indicators.
• The teams from France, Italy and India who took part in the audits
of their data.
• The members of the dedicated management committee (Isabelle
Guyader, Marie-Do Théodore, Michel Aballéa, Pascal Bizard, Pierre
Fahy, Florent Rabouin, Jean-Baptiste Rivière, Anne Coquerelle,
Beatriz Toribio, Nicoletta Latorre, Olivier Cestre).
• The editorial team (Besa Kokonozi, Axelle Kiers, Sophie Jaworska and
Anne Desormais).
• The reporting team (Rahel Damamme and Marion-Yonna Delesque,
Marie-Do Théodore).
• Julien Gontier, Projet leader for Green IT, for his support on the datas
consolidation tool PURE.
• Philippe Cornet Conseil, Extra-financial reporting expert, in partnership
with AFNOR Compétences.

RESPONSIBLE FOR THIS PUBLICATION:

Sustainable Development Director: Isabelle Guyader

Chief Editor: Anne Desormais
Sustainable Development Reporting Manager: Rahel Damamme

Graphic design: BāM retail design

Translation: Dovetail
Photo credits: Direction de la communication Decathlon

This report is printed on FCS-certified paper using vegetable-based ink

by an ISO 14001 certified printing company.