2019 DECLARATION OF EXTRA-FINANCIAL PERFORMANCE - VITALITY RESPONSIBILITY GENEROSITY AUTHENTICITY
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DECLARATION
OF EXTRA-FINANCIAL
PERFORMANCE
2019
VITALITY
RESPONSIBILITY
GENEROSITY
AUTHENTICITY
SUMMARY
__ CHALLENGES PEOPLE AND PRODUCTS
AND STRATEGIES MANAGEMENT AND SERVICES
DECLARATION ___ ___ ___
OF EXTRA-FINANCIAL 5 E DITORIAL 27 P
UTTING PEOPLE AT 51 I NTEGRATING INNOVATION
PERFORMANCE 6 D ECATHLON IN FIGURES THE HEART OF OUR GROWTH AT EVERY LEVEL
32 M
AKING RESPONSIBILITY 55 G ENERALISING THE ECO-DESIGN
2019
8 2 019 HIGHLIGHTS
AND FREEDOM A PRIORITY OF OUR PRODUCTS
10 O UR BUSINESS MODEL
37 D
EVELOPING SKILLS 60 P
ROVIDING USEFUL
14 O UR MAIN EXTRA-FINANCIAL RISKS AND REVEALING TALENT ECO-FRIENDLY OFFERS
16 O UR 2015-2019 SD AMBITIONS 41 D ELIVERING HEALTH AND SAFETY 65 C
REATING SAFE
18 O UR STAKEHOLDERS 44 A
TTRACTING, PAYING HIGH-QUALITY PRODUCTS
20 O UR 2019 ORGANISATION AND MOTIVATING TEAMMATES
22 O
UR COMMITMENT TO RESPOND 47 T HE DECATHLON FOUNDATION
TO THE CLIMATE CHALLENGE
RESPONSIBILITY STORES INDICATORS
IN PRODUCTION AND TRANSPORT AND METHODOLOGY
___ ___ ___
71 M
AINTAINING LONG-TERM 85 E CO-DEVELOPING 103 O UR PERFORMANCE INDICATORS
RELATIONSHIPS OUR GLOBAL NETWORK 124 C
ORRELATION OF SUSTAINABLE
76 A
CTIONS TO PROMOTE 90 G
ETTING INVOLVED IN DEVELOPMENT OBJECTIVES
HUMAN PROGRESS TERRITORIAL DYNAMICS 126 M
ETHODOLOGICAL NOTE
DECLARATION OF EXTRA-FINANCIAL PERFORMANCE 2019
81 D
EPLOYING ENVIRONMENTAL 95 O
PTIMISING OUR WASTE GENERAL ORGANISATION OF REPORTS
MANAGEMENT AND ENERGY MANAGEMENT 132 O UR MAIN
99 T
RANSPORTING OUR PRODUCTS, EXTRA-FINANCIAL RISKS
PROMOTING ECO-MOBILITY 134 L IST OF 2019 STAKEHOLDERS
136 C
ONFIRMATION OF PARTICIPATION
AND REPORT ON THE FAIRNESS
OF THE INFORMATION
2 3
CHALLENGES AND STRATEGIES PEOPLE AND MANAGEMENT PRODUCTS AND SERVICES RESPONSIBILITY IN PRODUCTION STORES AND TRANSPORT INDICATORS AND METHODOLOGY
2019 was marked by the increasingly vocal
CHALLENGES
concern of all our stakeholders regarding the
environmental crisis and climate change in
particular. Our generation is facing unprecedented challenges
and must find the right solutions to the unequivocal These conditions have been supplemented with various
conclusions coming from the scientific community. We initiatives that include support with environmental challenges.
AND STRATEGIES
have now arrived at a tipping point: the next 10 years will be What’s more, we are also mobilising these production units with
decisive ones. a view to reducing their carbon footprint. This year, we have
demonstrated our strong commitment to act by signing the UN
For several years now, the Decathlon teams have been tackling Fashion Industry Charter for Climate Action4, which brings
the issues of sustainable development. This year, the company together various players of the clothing and fashion sectors
began to implement some real changes in line with the behind an objective to reduce their CO2 emissions in order to
recommendations of scientific experts, using the Science meet the target levels set by the Paris Agreements
Based Target initiative to validate new commitments in the fight
against global warming. In a world in which the ability to adapt is essential, the way we
68%
operate as an international network and the restatement of the
Among the measures taken to comply with these fundamentals of our human policy will be major assets. That’s
commitments, we are continuing to ramp up the consumption why we believe more than ever in everyone’s Responsibility
of electricity from renewable sources and we are committed and in the principle of subsidiarity, which means that decisions
to ensuring that 100% of our products are eco-designed by are taken where they can make the most impact.
OF SPORTS USERS 2026. By reworking our unique Decathlon Academy training platform,
each team member can assess their skills and attitudes,
DELIGHTED Every day, these sports products are manufactured within the develop skills where and when they need to in keeping with the
context of a relationship based on mutual trust, established over purpose of their duties, and define the way forward in order to
IN 2019 the years working with our industrial partners. Thanks to this fulfil all their ambitions.
collaboration, we include them in our action plans addressing
human and environmental issues. Having always been Finally, because these concerns are shared by our customers,
particularly concerned with regard to Human Rights, we have our users and our team members working in the stores,
shown how prepared we are in this area this year by drawing we promote more responsible consumption by providing
LOCATIONS IN up our Modern Slavery Statement, which lays out the actions
57countries
second-life products, repair services in our workshops and an
we have taken in the fight against modern slavery, and our 2nd ever growing range of eco-designed products. In France, the
Vigilance Plan2. At the same time, in 2019, in accordance with sum total of these products and services is being translated
1 the principle of subsidiarity, each area manager3 reaffirmed
their commitment to comply with Decathlon’s requirements in
into long-term sales in our stores and we are monitoring its
progress.
terms of production conditions.
The entrepreneurial adventure of Decathlon is marked
by a very strong commitment: we now believe that this
determination must be experienced collectively, through
8.7kg
dialogue. Working alone, we will not be able to provide the
solution to emerging issues, particularly when it comes to the
question of the unique consumption of our products and the
creation of a circular economy. In order to rethink the dream
of a new and sustainable world while continuing to serve our
ambition, which is “to make the benefits of sport and sporting
CO2 EQ. PER
EDITORIAL
disciplines accessible to as many people as possible over the
long term”, we must develop co-creation with our customers
PRODUCT SOLD
DPEF2019 CHALLENGES AND STR ATEGIES
and our users, strengthen our partnerships, build stronger ties
with local players, form new alliances and bring to
+1.2% SINCE 2016 life our common commitments.
ANNE DÉSORMAIS
SD REPORT - MANAGING EDITOR
Swimming enthusiast
___
1. Countries in which Decathlon is present commercially, excluding production and franchises.
4 2. http://developpement-durable.decathlon.com/documents-et-rapports/documents/ 5
3. Decathlon area: country or City.
4. http://unfccc.int/
CHALLENGES AND STRATEGIES PEOPLE AND MANAGEMENT PRODUCTS AND SERVICES RESPONSIBILITY IN PRODUCTION STORES AND TRANSPORT INDICATORS AND METHODOLOGY
BREAKDOWN OF TEAMMATES BY GEOGRAPHIC AREA
DECATHLON
AS OF 31/12/2019
165
___
EUROPE
AND RUSSIA:
IN FIGURES
AS OF 31/12/2019
STORE OPENINGS
IN 2019
67%
KIEV
UKRAINE
BELGRADE
1,647
NISHINOMIYA
73
SERBIA
JAPAN
ALGER
ALGERIA
SLIEMA
MALTA HANOI
VIETNAM
WAREHOUSES AND STORES WORLDWIDE, AMERICAS:
IN 938 URBAN CLUSTERS
LOGISTICS PLATFORMS
4.1% ASIA:
165 MORE THAN IN 2018
AFRICA AND
MIDDLE EAST:
24.4%
4.2% OCEANIA:
€12.4
BILLION IN TURNOVER
400
MILLION SPORTS USERS OF SPORTS USERS
68% DECATHLON
LOCATIONS IN
0.3%
57 countries 6
(EXCL. VAT)1 IMPACTED BY OUR PRODUCTS DELIGHTED
IN STORES AND ON INTERNET RATE: 4.48/5
NEW DECATHLON NEW
+9.1% COMPARED WITH 2018
CITIES IN COUNTRIES
102,307 TEAMMATES
54%
OF OUR TEAMMATES
85 61.1%
ENVIRONNEMENTAL LABELLING
8.7 kg
DECATHLON CO 2 EQ./
46% WOMEN AND 54% MEN ENJOY COMING TO WORK 2 OF DECATHLON PRODUCTS
BRANDS PRODUCT SOLD
+6.6% MORE THAN IN 2018 50% IN 2018 30.1% IN 2018
+1.2% SINCE 2016
BREAKDOWN OF TEAMMATES BREAKDOWN OF TEAMMATES
DPEF2019 CHALLENGES AND STR ATEGIES
BY AGE - AS OF 31/12/2019 BY ACTIVITY - AS OF 31/12/2019
86% 80%
___ ___
20-29 YEARS
60.3%
43
SUPPORT SERVICES
UNDER 20 YEARS RETAIL AND
5.1%
5.2% SERVICES
78.2% DESIGN/
OF RANK 1 OF RANK 1 AND RANK 2
50 YEARS AND OLDER PRODUCTION PRODUCTION SITES PRODUCTION SITES
2.4% 5% WERE GIVEN A, B OR C RATINGS WERE GIVEN A, B OR C RATINGS
PARTNERS
FOR THEIR HUMAN FOR THEIR ENVIRONNEMENTAL
40-49 YEARS LOGISTICS
RESPONSABILITY IN PRODUCTION MANAGEMENT SUPPLIERS
7.4% 30-39 YEARS 11.7% STABLE COMPARED TO 2018 +15.9% COMPARED TO 2018
24.8%
___
1. At constant exchange rates.
6 2. Percentage of people who answered «yes, absolutely» to the questions relative to hapiness at work, given by the annual and internal survey. 7
CHALLENGES AND STRATEGIES PEOPLE AND MANAGEMENT PRODUCTS AND SERVICES RESPONSIBILITY IN PRODUCTION STORES AND TRANSPORT INDICATORS AND METHODOLOGY
+6 58.9% 3.2%
2019 NEW CITIES
OPENED OF DECATHLON’S OVERALL OF AIR
HIGHLIGHTS ACROSS THE WORLD: ELECTRICITY CONSUMPTION TRANSPORT
TO SHIP OUR
ALGER, BELGRADE, WAS FROM RENEWABLE ENERGY
PRODUCTS IN 2019
KIEV, MALTA, HANOI,
NISHINOMIYA
IN ORDER TO REACH OF COMMITMENT STABLE COMPARED TO 2018
18 1 UNIQUE
DIGITAL TRAINING
COTTON
95%
INNOVATIVE
PRODUCTS PLATFORM
IN THE WORLD
PROMOTED AT THE SUSTAINABLY-SOURCED
INNOVATION +25% COMPARED TO 2018
AWARDS
IN 2019
MATERIALS
SELECTION
+1.2%
REPORTING OF SUSTAINABLE
TURNOVER HAS BEEN PUTTED POLYESTER
503 START OF
WORK ON
World CleanUp Day
16.3%
INTENSITY OF IN DECATHLON STORES THE 2109-2022
CO2 EMITTED EVENTS
BY QUANTITY OF
IT MESURES ECONOMICAL RESULTS LINKED TO SECOND
LIFE OF PRODUCTS, ECO-DESIGNED PRODUCTS SOLD HELD IN 42 COUNTRIES, NEW HUMAN
PRODUCT SOLD IN 2019, AND WORKSHOPS ACTIVITY. SUSTAINABLY-SOURCED 24,500 PERSONS, CHALLENGES
-5.9% COMPARED TO 2018 124 TONS OF WASTE
COMPARED TO 2016 4.1% OF SUSTAINABLE TURNOVER IN 2019 IN FRANCE COLLECTED
IN FRANCE
DPEF2019 CHALLENGES AND STR ATEGIES
VALIDATION OF OUR OBJECTIVE
ALLIANCES WITH
TO REDUCE OUR IMPACT NEW STAKEHOLDERS
USING THE SBT INITIATIVE INCLUDED UNFCCC AND FASHION PACT
ON OUR SCOPES 1 AND 2
8 9
CHALLENGES AND STRATEGIES PEOPLE AND MANAGEMENT PRODUCTS AND SERVICES RESPONSIBILITY IN PRODUCTION STORES AND TRANSPORT INDICATORS AND METHODOLOGY
OUR BUSINESS MODEL KEY FIGURES AS OF 31/12/2019
OUR RESOURCES CREATING VALUE
OUR TEAMMATES OUR TEAMMATES
102,307 TEAMMATES 54% OF OUR TEAMMATES ENJOY COMING TO WORK EVERY DAY
46% WOMEN / 54% MEN 48.6% OF OUR TEAMMATES ARE SHAREHOLDERS
BREAKDOWN BY SECTOR: PRODUCT DESIGN SUPPORT FOR PERSONAL DEVELOPMENT
78.2% RETAIL AND WEB SERVICES, 5% DESIGN/PRODUCTION, SPORTS INNOVATIONS, AND SKILL-BUILDING
5.1% SUPPORT SERVICES, 11.7% LOGISTICS TECHNICAL, EXCLUSIVES, 19.1% PAYROLL/TURNOVER
RECOGNIZED, ECO-DESIGNED,
DECATHLON ACADEMY TRAINING DIGITAL PLATFORM 48 NEW PROJECTS HELPING 28,895 NEW BENEFICIAIRIES
AT THE FAIREST PRICE
AND 10 DECATHLON EXCHANGE TRAINING CENTRES
OUR
TEAMMATES
PRODUCT DESIGN SPORTS PEOPLE, PASSIONATE, PRODUCT DESIGN
85 DECATHLON BRANDS RESPONSIBLE 65 PATENTS HAVE BEEN FILED AND EXTENDED AROUND THE WORLD
TO MEET USER NEEDS IN-HOUSE NET PROMOTER SCORE OF 35,
IN-HOUSE LABORATORIES/PROTOTYPING WORKSHOPS
OUR PURPOSE : INFLUENCE COEFFICIENT: 3.3
3,000 PROTOTYPES WE MAKE THE BENEFITS OF SPORT AND 95% OF OUR COTTON AND 16.3% OF OUR POLYESTER
ON-SITE TESTING SPORTING DISCIPLINES ACCESSIBLE TO AS MANY COME FROM MORE SUSTAINABLE SOURCES
AND CO-DESIGNING WITH USERS 61.1% OF PRODUCTS HAVE AN ENVIRONMENTAL LABEL
PEOPLE AS POSSIBLE OVER THE LONG TERM
SUPPLY CHAIN SUPPLY CHAIN
47 PRODUCTION COUNTRIES 29% OF OUR PRODUCTS ARE SOURCED FROM OUR INDUSTRIAL PARTNERS
AND 42 PRODUCTION OFFICES 86% OF OUR RANK 1 SUPPLIERS WERE GIVEN ABC HUMAN RESPONSIBILITY
1,353 SUPPLIERS (RANK 1 AND RANK 2) IN PRODUCTION (HRP) SCORES (93% FOR OUR PARTNERS),
INCLUDING 43 PARTNERS 80% OF OUR RANK 1 AND RANK 2 SUPPLIERS WERE GIVEN ABC SCORES
16 INDUSTRIAL PRODUCTION PROCESSES FOR LOCAL ENVIRONMENTAL RESPONSIBILITY
SUPPLY CHAIN (100% FOR OUR PARTNERS)
1,025 HUMAN RESPONSIBILITY IN PRODUCTION AUDITS COMMON VALUES SHARED
AND 110 ENVIRONMENTAL AUDITS WITH OUR INDUSTRIAL 10.3 YEARS OF AVERAGE LENGTH OF SERVICE
PARTNERS, ENVIRONMENTAL FOR THE 100 FIRST SUPPLIERS IN TERMS OF TURNOVER
AND HUMAN ASSESSMENTS
TRANSPORT AND LOGISTICS TRANSPORT AND LOGISTICS
73 WAREHOUSES AROUND THE WORLD OMNICOMMERCE 1,333 ITEMS SHIPPED/M2
5,710 MILLION TONNE-KILOMETRES TRANSPORTED RETAIL, ON-LINE, MARKET 53.1 m3 AVERAGE PER LORRY LOAD RATE
PLACE, SERVICES PLATFORMS,
PRODUCT TRANSPORT: DECATHLON BRANDS, ENVIRONMENTAL IMPACT OF PRODUCTS SHIPMENT IN EUROPE:
3.2% AIR TRANSPORT, 82.2% MARITIME TRANSPORT, TRADEMARKETS +3.5% OF CO2 EMISSIONS IN 2019 COMPARED TO 2018
4% RAIL TRANSPORT AND 10.6% ROAD TRANSPORT SIGNED SPORTS INVOLVMENT IN SOFT MOBILITY GROWTH
OMNICOMMERCE OMNICOMMERCE
1,647 STORES AND DIGITAL PLATFORMS LOCATED 400 MILLION: NUMBER OF CUSTOMERS/SPORTS USERS
IN 57 COUNTRIES AND 938 CITIES AND TOWNS 68% OF SPORTS USERS DELIGHTED
TRANSPORT
ENSURING OUR PRODUCTS ARE ACCESSIBLE €12.4 BILLION IN TURNOVER (EXCL. VAT), THAT COMES FROM
AND LOGISTICS
THROUGH ALL OUR DISTRIBUTION CHANNELS PRODUCTS AVAILABILITY, PRODUCTS SALES, ACTIVITIES, SECOND-LIFE PRODUCTS
ORGANISING SPORTING EVENTS OPTIMAL STORAGE TIME AND EVENTS, WORKSHOP ACIVITIES, +9.1% GROWTH
WITH HELP FROM OUR COMMUNITIES 8.7 Kg CO2 eq. PER PRODUCT SOLD (+1.2% COMPARED TO 2016)
180 INTERNATIONAL PARTNER BRANDS
DPEF2019 CHALLENGES AND STR ATEGIES
MICHEL ABALLEA
DECATHLON UNITED RESPONSIBLE
L’ÉCO-SYSTÈME Open Water Swimming enthusiast
TEAMMATES CUSTOMERS AND USERS SUPPLIERS NGOs/CIVIL SOCIETY PUBLIC REGULATORS SHARHOLDERS
TEMMATES, SOCIAL PARTNERS CUSTOMERS, USERS, CONSUMER BUSINESS PARTNERS, MEDIAS, NGOS, PROFESSIONAL BODIES, EUROPEAN COMMISSION, OECD, NCPs, AND INVESTISSORS
ASSOCIATIONS, SPORTS CLUBS DECATHLON PRODUCTS SUPPLIERS EDUCATION AND RESEARCH, ECOLOGY MINISTERS, ECO BODIES,
GOWING THROUGH GREATER FREEDOM AFR/AFM, BANKS, ETC.
LOCAL COMMUNITIES, CSR EXPERTS AUTHORITHIES
AND RESPONSABILITY, TAKING DECISIONS OBJECTIVE : SPORT USER DELIGHTED BUILDOND LONG-TERM RELATIONS CONTROL AND SECURING
WHERE THEY HAVE AN IMPACT OR DELIGHTED TO SHARE VALUES AND HUMAN AND EMBRACING DIALOG IN A PRAGMATIC, BEING PROACTIVE RATHER THAN INVESTMENTS FOR AN SUSTAINABLE
ENVIRONNMENTAL OBJECTIVES TOGETHER TRANSPARENT AND HONEST MANNER SPECTATORS OF THE LEGISLATION RYTHM AND RESILIENT COMPANY
10 11
CHALLENGES AND STRATEGIES PEOPLE AND MANAGEMENT PRODUCTS AND SERVICES RESPONSIBILITY IN PRODUCTION STORES AND TRANSPORT INDICATORS AND METHODOLOGY
INTERVIEW AT DECATHLON, WE BELIEVE IN COLLECTIVE INTELLIGENCE
FRANCK VIGO
AND WE WANT EACH TEAM MATE TO HAVE THE POSSIBILITY
TO EXPRESS THEIR IDEAS AND DESIRES FOR THE FUTURE OF
THEIR COMPANY.
LEADER OF EXPLORATION AND ACQUISITIONS WITH VISION 2030, WE WANTED TO OPEN THE EXERCISE
TO EVERYONE, WITHOUT EXCEPTION, UNDER THE GUIDING
PRINCIPLE THAT ALL IDEAS HAVE THE SAME WORTH,
1 OUR GENERATION IS FACED WITH AN UNPRECEDENTED
CHALLENGE IN THE AREA OF CONSUMPTION:
HOW IS IT POSSIBLE TO CONTINUE PROVIDING THE BEST
3 WHAT SHAPE WILL DECATHLON’S BUSINESS MODEL
TAKE TO MEET THESE CHALLENGES?
WHEREVER THEY COME FROM.
DECATHLON EXISTS BECAUSE OF ITS ECOSYSTEMS WHERE ITS
This change will only take place by bringing to life local USERS, CUSTOMERS, PARTNERS, NEIGHBOURS AND SPORTS
POSSIBLE OFFERING TO MAKE SPORT ACCESSIBLE experiences which are as closely connected to our ecosystem CLUBS ALL RESIDE. TO OPEN OUR VISION EXERCISE TO ALL
TO ALL, WHILE TAKING INTO ACCOUNT THE CHALLENGES as possible: it is our enthusiastic team members who will fulfil STAKEHOLDERS, WE CREATED A DIGITAL PLATFORM.
OF PROTECTING OUR ENVIRONMENT? Decathlon’s potential, by adding value at every level, thanks to
The distribution model as we have known it over the last 40 our products and a successful digital platform. CHARLIE FELGATE, LEADER VISION DECATHLON,
years, needs to be reviewed; i.e. the mass market is probably At the same time, we must also adopt a multi-local mindset: we PASSIONATE ABOUT POSITIVE CHANGE
no longer the answer to achieving growth that is respectful of will have to respond to several needs with a single activity. For
natural resources. We cannot therefore keep using this single example, when a client from Lyon wants to go surfing in Hendaye,
source of growth and must adopt new ways of measuring we must offer all the solutions to issues associated with the In 2018, Decathlon relaunched its Vision process, to dream up a new collective adventure.
performance. Rather than turnover, we must think in terms sporting discipline: how to reserve the equipment, where to surf,
of sustainable business volumes, with the creation of shared The company decided to put forward this approach in a collaborative mode, open not only to everyone inside the company but
which community or coach can help them make progress, and also to contributions from outside. Consequently, the Vision process is accessible to all those stakeholders who are interested:
value, which will accompany a fair and equitable transition how to monitor and share their sporting performance?
with the other agents in our ecosystem. We are starting to customers, users, partners, etc.
4
explore this and it is particularly evident this year through our IS THERE A DEADLINE FOR THIS CHANGE It is coordinated at a local level, in towns and Decathlon Cities, in order to include as many participants as possible throughout the
partnership with the All-Tricks market place. OF BUSINESS MODEL? network.
2
Like all the agents involved, Decathlon follows the underlying
SO WHAT ARE THE CRITERIA FOR DEVELOPING
trends that will stand up to the world of tomorrow. In this THEMES OF THE 2030 VISION: The 2026 Vision took up 5 fixed topics, stemming from collective intelligence.
THIS NEW GROWTH BASED ON PARTNERSHIPS? These topics have evolved and we have chosen to take a step back and continue with 3 major topics, all of which are informed by
uncertain, volatile world, it is difficult to plan a long-term
The first step is to separate exploration from the development strategy, but we can set ourselves ambitious goals. We must the two major pillars of our time: sustainable development and digital technology.
aspect. We are looking for new pathways, with the sole be able to adapt to this changing, unstable and exciting world.
conviction that there will be few certainties, while sticking firmly
We also need to be able to get everyone on board internally, and
to certain sustainable development criteria: respect for human
not to be driven purely by immediate results in terms of cost, but FUTURE FUTURE FUTURE
rights, minimum impact on our environment, building a resilient OF PEOPLE OF SPORTPEOPLE OF LIVING
also to have a more composed outlook on the future, using other
economy. This is how we will protect ourselves from the risks
criteria linked to our human and environmental performance. “We believe that sport can bring “We believe we are moving
without jeopardising the activities that underpin our current “We believe that people are
development. Then, our obsession will become local growth, people together through deep-seated towards a sharing economy where
the beating heart of the future”
and the priority will be to build the most relevant external and strong human values” sports will play a social role”
partnerships in their field.
ISABELLE
MATHIEU RENIER FLORENT MARTIN
BLONDET GONTE
Future Of Future Of
Future Of
People Leader SportsPeople Leader
Living Leader
OPPORTUNITIES ASSOCIATED WITH TRENDS IN SOCIETY
ATTRACTION OF THE BENEFITS OF SPORT DAMAGE TO THE ENVIRONMENT
HELPING PEOPLE DISCOVER AND EXPERIENCE THE BENEFITS PRESERVING OUR PLAYING FIELDS BY REDUCING Each topic covers sub-topics, THE PROCESS
OF SPORT IN A SUITABLE AND EASILY ACCESSIBLE FORMAT, THE ENVIRONMENTAL IMPACTS OF OUR ACTIVITIES. so that the subjects can be examined in depth. With co-creation and collective intelligence platforms: we
ANYWHERE AND AT ANY AGE.
DIGITAL TRANSFORMATION are convinced that the Vision must be fulfilled in the most
THE FUNDAMENTALS FOR A VISION
URBANISATION OF POPULATIONS PROVIDING OUR TEAMS, SPORTS CUSTOMERS, SUPPLIERS collaborative way possible. In order to test the different
SEIZING THE OPPORTUNITIES PROVIDED BY THESE ENVIRONMENTS AND PARTNERS (COMMERCIAL, INDUSTRIAL AND INSTITUTIONAL) THAT EVERYONE CAN EXPERIENCE
interactions, the Nabaiji Signed Sport started up the process by
BY PUTTING FORWARD OUR PRODUCTS AND SERVICES. WITH A NEW, QUICKER AND MORE FLEXIBLE MODE OF EXCHANGING, On the principle of Co-Construction: the 2030 Vision is being
WORKING AND CONNECTING. experimenting with the platform for the Swimming Vision in 2020.
put together with all the team members and open to all of
Decathlon’s ecosystems, because the creation and deployment A co-creation platform open to everyone, so that you can be
DPEF2019 CHALLENGES AND STR ATEGIES
OUR COMPETITIVE ADVANTAGES of our own future is a collective adventure. inspired, better understand the challenges of each subject and
At the local level: in order to take up the action plans in the express yourself on each topic:
THE INTEGRATION OF THE VALUE CHAIN, THE VALUE OF OUR HUMAN VITALITY, GENEROSITY AND AUTHENTICITY, THE VALUE most effective way possible and deploy them in such a way that https://vision2030.decathlon.com/drivingchange/debate/1
OF OUR RESPONSIBILITY THAT WE USE TO MAKE BOLD DECISIONS, OUR EASILY ACCESSIBLE PRODUCTS FOR A WIDE AUDIENCE they match the needs, the 2030 Vision must be experienced at
the centre of the Decathlon Cities.
THE GLOBAL MARKET FOR SPORTS
With new ways of working together: the changes in scale
(increasing from 70,000 to 100,000 employees and from 25 to
220 9,000
TRAINED VISION CONTRIBUTIONS
Decathlon manages its activities on the global market, with a commercial presence in 57 countries and production activities in 47 countries. The field of activity is 50 countries) require a proactive search for balance between
specialised distribution with the following 3 sub-sectors: manufacturing sporting goods, retailing sporting and leisure goods, and sports-related activities. The distribution maintaining control of Operational Excellence while attaining COORDINATORS ACROSS 57 COUNTRIES
is fulfilled by pure-players (specialised chains of single-brand or multi-brand sporting goods) and non-specialised distributors (sports departments of department stores,
distributor chains or independent distributors). In terms of consumption, sporting goods are used both for sports or for their extended uses (casual wear, streetwear or
and living out our transformation objectives at the same time.
outdoor wear). The distribution is across multiple channels: physical stores (big box stores to convenience stores), e-commerce (store deliveries, drop-off points and
home deliveries). According to Capitalmind, the world market is valued at €388 billion. It is growing by 4 to 5% per year.
https://fr.decathlonvision2030.com/
12 13
CHALLENGES AND STRATEGIES PEOPLE AND MANAGEMENT PRODUCTS AND SERVICES RESPONSIBILITY IN PRODUCTION STORES AND TRANSPORT INDICATORS AND METHODOLOGY
OUR MAIN METHODS
EXTRA-FINANCIAL RISKS
The main extra-financial risks are identified and updated during the review of Decathlon’s global risks by the internal audit and risk management
teams, after which they are validated by the Audit Committee.
To keep control of its extra-financial risks, Decathlon takes organisational measures with:
A «Company Representative» (the risk coordinator), who defines the autonomy framework (action framework), makes it available and leads it.
They circulate it in the community of representatives located in the countries. Each leader (the manager for the Country, Decathlon City, store and/
or Signed Sport/Manufacturing Process), with the support of their coordinator, is responsible for adapting this autonomy framework to the local
For Decathlon, a risk is the possibility that an event will have value, and managing deviations in performance. The extra- situation and enforcing it. This organisation is in keeping with the principles of subsidiarity (responsibility as close as possible to the consequence)
consequences likely to affect the human, environmental, financial risks are managed using internal management and in force at Decathlon.
material, financial and reputation capital. Decathlon implements control systems which play a key role in running and monitoring The table presents and describes the main extra-financial risks identified within the company. Assessing these risks is an ongoing task and can be
measures to identify, prevent, manage and control its risks in its activities: design, production, logistics and distribution. supplemented according to changes in the internal and/or external situation. Decathlon conducts its analyses both from the point of view of the
order to achieve its different objectives: creating and preserving risks [-] and the opportunities [+].
CATEGORY SUB-CATEGORY DESCRIPTION OF OPPORTUNITIES [+]; RISKS [-]
MEANING AND VALUE Teammate commitment, cohesion [+]; Loss of a sense of value [-]
Skills availability and quality, talent development [+]; Loss of skills including expertise, insufficient attractiveness,
EMPLOYMENT SKILLS AND MANAGEMENT
disemployability, non-response to development needs, failure to anticipate job evolutions [-]
TEAMMATES
Sharing value, participating in company development,
SHARING VALUE
project involvement [+], Pay cut [-]
Teammate health and safety, quality of work life [+];
HEALTH AND SAFETY
Accident, illness, occupational stress [-]
Customer/sports user health and safety, product safety
(harmlessness, strength, etc.) [+]; Danger for health during use [-]
HEALTH AND SAFETY
CUSTOMERS Customer safety in store [+]; Accidents [-]
Customer satisfaction, recommendation, loyalty, shopping cart amount,
CUSTOMER SATISFACTION
product innovation [+]; Negative image, dissatisfaction, loss of turnover [-]
Opportunities [+]; Serious infringement of human rights,
BASIC HUMAN RIGHTS
fundamental freedoms and the health and safety of people [-]
ÉTHICS
Integrity, loyalty, trust in business relations [+];
CORRUPTION
Internal and external acts of fraud/corruption [-]
DPEF2019 CHALLENGES AND STR ATEGIES
Energy savings, resource availability [+];
CLIMATE CHANGE
Physical and transition hazards [-]
ENVIRONMENT
Management of emissions and pollution, protection and optimisation of resources in the value chain [+];
ENVIRONMENTAL IMPACTS
Pollution, loss of resources in availability and quality [-]
OTHER RISKS UNDER CONSIDERATION:
Decathlon devotes particular attention to the risks associated with the inappropriate disclosure, loss or modification of the personal data of its
customers and employees, by complying with the general data protection regulations (GDPR) in particular. Other additional risks may exist, of which
Decathlon is unaware on the date of this declaration or that are deemed insignificant on that date and which could have a negative effect on the
Company in the future.
14 15
CHALLENGES AND STRATEGIES PEOPLE AND MANAGEMENT PRODUCTS AND SERVICES RESPONSIBILITY IN PRODUCTION STORES AND TRANSPORT INDICATORS AND METHODOLOGY
OUR 2015-2019 SD AMBITIONS 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 and the progress made in each area. ACHIEVED 2018 ACHIEVED 2019
Decathlon completed its materiality matrix in 2018. As a result of these observations and the many changes within the company,
it was decided to start a more global project on Decathlon’s ambitions in terms of sustainable development, which would bring
together all of Decathlon’s human ambitions.
REDUCTION IN OUR CARBON INTENSITY BETWEEN 2016 AND 2026
> We create action plans for each activity based on our environmental impact
8.4kg 8.7kg
> Find the Decathlon’ s materiality matrix: www.developpement-durable.decathlon.com/documents -40% assessment and we are working together to reach the target approved
CO2 EQ./
PRODUCT
CO2 EQ./
PRODUCT
by the SBT initiative
In 2019, work was carried out in this area, in coordination with the teams responsible for Human Resources, while involving the SOLD SOLD
international network of sustainable development teams. This new 2020-2026 Transition Plan on Decathlon strategies in favour of
Sustainable Development will be communicated within the company during the first half of 2020 and therefore integrated into the REDUCTION IN CO2 EQ. EMISSIONS PER ITEM DELIVERED 311g 322g
2020 version of the Extra-Financial Performance Declaration.
-15% IN EUROPE BETWEEN 2015 AND 2020
> We are optimising the transport of our products
CO2 EQ./ CO2 EQ./
ARTICLE ARTICLE
OUR 2019 AMBITIONS TO EMPOWER OUR TEAMMATES
AND MAKE WORK MORE ENJOYABLE ACHIEVED 2018 ACHIEVED 2019 83 CERTIFIED 89 CERTIFIED
SITES SITES
OF NEW COMPANY-OWNED SITES ARE CERTIFIED
OF TEAMMATES LOOK FORWARD TO COMING TO WORK EACH MORNING TO THE MOST EXACTING ENVIRONMENTAL STANDARDS Stores: Stores:
65%
BECAUSE THEY ARE WORKING TOWARD PERSONAL AND COLLECTIVE GOALS
> We recruit people who are passionate about sport, vital, pragmatic and service-oriented 50% 54% 100% > We are improving the energy efficiency of our sites and reducing 118 kWh/m 2 111 kWh/m 2
the CO2 equivalent emissions stemming from their energy use
> Taking only “yes, absolutely” answers Warehouses: Warehouses:
OF TEAMMATES PLAY THEIR SPORT REGULARY 58 kWh/m 2 53 kWh/m 2
100% - 82%
1
AND CELEBRATE VICTORIES TOGETHER
OF THE ELECTRICITY WE USE WILL COME FROM RENEWABLE SOURCES BY 2026
> We encourage everyone to play a sport
65% > In accordance with our commitment as part of the RE 100 initiative 55.6% 58.9%
OF OUR TEAMMATES HAVE A VOICE IN THEIR OWN DEVELOPMENT
AND LEARNING > We support the development of each individual Stores: Stores:
100% I AM SUPPORTED IN MY KNOW-HOW 85% 85% INCREASING SORTED WASTE 39% 39%
I AM SUPPORTED IN MY PERSONAL DEVELOPMENT 81% 82%
> We optimised the sorting rate for waste generated by our stores and warehouses Warehouses: Warehouses:
I AM SUPPORTED IN MY PERFORMANCE 83% 86% 66% 63%
TEAMMATES THRIVE BY TAKING ON MORE RESPONSABILITY
AND DECISIONS CLOSE TO THEIR CONSEQUENCES OF SUPPLIERS AT RISK FOR WATER, SOIL OR AIR POLLUTION
ARE ASSIGNED AN A, B OR C SCORE ACCORDING TO OUR AUDIT CRITERIA
> We make it possible to put the principles of subsidiarity,
80% 69% 80%
7
> We improve the environmental performance of our suppliers’ industrial sites by
100% responsability and autonomy into practice
helping them continuously reduce their environmental impact based on their risks
I HAVE A QUANTIFIABLE MISSION WITH CLEAR KPIs 78% 79%
I MAKE DECISIONS ON SUBJECTS I AM INVOLVED
AND I MEASURE THE CONSEQUENCES 92% 94%
100% OF TEAMMATES FEEL SAFE IN THEIR WORKPLACE 93% 94% WE ARE REDUCING THE ENVIRONMENTAL IMPACT OF OUR
PRODUCTS BY USING RAW MATERIALS FROM SUSTAINABLE SOURCES ACHIEVED 2018 ACHIEVED 2019
OF TEAMMATES ARE SHAREHOLDERS IN THE COMPANY, IF THEY WISH TO BE2
100% > We share the value created at the company 52.5% 48.6%
OF TEAMMATES CREATE HUMAN, ENVIRONMENTAL
100% SUSTAINABLE COTTON FOR OUR DECATHLON TEXTILE PRODUCTS BY 2020
76% 95%
100% AND ECONOMIC VALUE TO ACHIEVE OUR COMPANY PURPOSE 92% 94%
100% SUSTAINABLE POLYESTER FOR OUR DECATHLON TEXTILE PRODUCTS BY 2022
17.2% 16.3%
OUR 2019 AMBITIONS FOR THE SUPPLY CHAIN:
PUT PEOPLE FIRST ACHIEVED 2018 ACHIEVED 2019
PACKAGING MATERIALS WILL COME FROM
95% MORE SUSTAINABLE SOURCES6 BY 2025 85.5% 88.2%
DPEF2019 CHALLENGES AND STR ATEGIES
OF OUR SUPPLIERS4 ARE GIVEN AN A, B OR C SCORE BASED ON OUR AUDIT CRITERIA
80% 86% 86%
3
> We regularly assess our suppliers to verify that working conditions comply
with our Code of Conduct
OUR 2019 AMBITIONS TO COMMUNICATE RESPONSIBLY,
OUR 2019 AMBITIONS TO BE A LEADER IN PRODUCT SAFETY PRAGMATICALLY AND HONESTLY ABOUT OUR SUSTAINABLE
AND LONG-TERM USER SATISFACTION ACHIEVED 2018 ACHIEVED 2019 DEVELOPMENT ACTIONS ACHIEVED 2018 ACHIEVED 2019
OF TEXTILE, FOOTWEAR AND HEAVY STITCHING PRODUCTS
SATISFACTION FOR USERS OF OUR SPORTS PRODUCTS5
WILL BE ASSIGNED AN ENVIRONMENTAL SCORE BY THE END OF 2019
67% > We ask them to share feedback about our Decathlon products
so that we can continuously improve them
65% 68% 60% > We ensure complete transparency in labelling the environmental performance 30.1% 61.1%
of our Decathlon products to support responsible consumption
___
1. Due to the evolution of DTMB survey between 2018 2019, the question’ terminology is not exactly the same. The results are not completely comparable to last year.
16 2. In the countries where the process does take place for Decathlon. - 3. Common objective for social and environnemental audits for 2019. 17
4. Rank 1 - 5. Percentage of users awarding our products a score of 4 to 5. 6. Made from paper pulp. - 7. Both rank 1 and rank 2.
CHALLENGES AND STRATEGIES PEOPLE AND MANAGEMENT PRODUCTS AND SERVICES RESPONSIBILITY IN PRODUCTION STORES AND TRANSPORT INDICATORS AND METHODOLOGY
OUR STAKEHOLDERS ISABELLE GUYADER,
IN CHARGE OF SUSTAINABLE DE VELOPMENT AT DECATHLON
“As a designer and distributor of sports products, we have a responsibility to act regarding the targets for sustainable
development defined by the United Nations. Over the last 10 years, we have made progress on Climate issues, by
For Decathlon, 2019 was marked by an acceleration of the collaborative work with our stakeholders. This work means that we implementing measurement tools, initiatives to reduce our CO2 emissions, the gradual transfer to renewable energy sources,
can confirm our commitments in terms of sustainable development, strengthen our methodologies and contribute to a collective the development of an eco-design process for our products, etc.
impact. > Find all our Stakeholders on page 134.
We want to move forward on matters related to biodiversity and protecting our oceans. We are convinced that working
collectively and sharing will enable us to move faster and set up sustainable solutions.”
MIKE PEIRCE,
CORPOR ATE PARTNERSHIPS DIRECTOR,
THE CLIMATE GROUP JANTINE WERDMÜLLER VON ELGG, MANAGING DIRECTOR STRONGER TOGETHER,
QUOTES “We are delighted to be working with Decathlon on the ANDHANNAH NEWCOMB, MANAGING DIRECTOR RESPONSIBLE RECRUITMENT TOOLKIT
FROM OUR
RE100 initiative – by committing to make the switch to
“Modern slavery is a risk to any business and its supply chain and we are pleased to have worked with Decathlon on
renewable energy, they are demonstrating the growing
proactive steps in mitigating the risks. In 2019, Decathlon introduced Stronger Together’s e-learning to raise awareness
STAKEHOLDERS
demand for clean power. We applaud their ambitious
amongst the large population of Decathlon employees. Decathlon is using the e-learning as an educational tool, as well as
commitment of switching to 100% renewable electricity
an engagement opportunity to have conversations and build capacity with their Purchasing, Production and Sustainability
in all their geographies by 2026 through impactful methods,
teams. In October 2019, we facilitated an interactive workshop in which 35 Decathlon Operational Process Managers came
and urge other companies to follow their lead.”
together to learn more about detecting, deterring and dealing with modern slavery in order to take next steps.
In 2020, we will continue to collaborate with Decathlon on addressing hidden labour exploitation risks, focusing on
responsible recruitment. Decathlon will join with other leading UK and global retailers as a Sponsor of the Responsible
Recruitment Toolkit, providing a package of support to their supply chain to help embed responsible recruitment practices.”
LINDITA XHAFERI-SALIHU, ALEXANDER FARSAN,
SECTORS ENGAGEMENT LE AD, GLOBAL LE AD FOR SCIENCE-BASED TARGETS AT W WF,
UN CLIMATE CHANGE, GLOBAL CLIMATE ACTION ONE OF THE SCIENCE BASED TARGE TS INITIATIVE PARTNERS
“Acting on climate has never been more urgent. Fashion “Congratulations to DECATHLON on having their emissions
Industry Charter is an extraordinary mechanism for fashion reduction targets validated by the Science Based Targets GÉRALDINE FORT,
companies, suppliers and retailers to collaborate on climate initiative. By setting targets that align their business with MANAGING DIRECTOR OF THE ORSE
solutions. global efforts to avoid the worst impacts of climate change, “This year, the CSR Observatory (ORSE) is celebrating its 20th anniversary and we are very proud to count Decathlon
Decathlon is an important partner of the charter and we Decathlon is positioning itself to thrive as the global among our members and recently, as a board member. Indeed, Decathlon is a company that is constantly looking for new
look forward to its active contribution in fulfilling charter’s economy transitions to a low-carbon future.” challenges, developing its methods and making improvements at the service of its employees, customers and partners in
mission to drive the industry to net zero emissions.” keeping with societal issues.”
RESPONSIBILITY IN PRODUCTION PRODUCTS SAFETY AND QUALITY
ENVIRONNEMENTAL MANAGEMENT INSTITUTIONAL RELATIONS
DUTY OF CARE GREEN IT
ECO-DESIGN
DPEF2019 CHALLENGES AND STR ATEGIES
FIND THE PRESS INFORMATIONS WHICH RAHEL DAMAMME
DETAIL OUR COMMITMENTS IN 2019: LEADER SD REPORTS
http://developpement-durable.decathlon.com/ STAKEHOLDER RELATIONS
Le projet Plastic Leak documents-et-rapports/documents/ Yoga enthusiast
18 19CHALLENGES AND STRATEGIES PEOPLE AND MANAGEMENT PRODUCTS AND SERVICES RESPONSIBILITY IN PRODUCTION STORES AND TRANSPORT INDICATORS AND METHODOLOGY
OUR 2019 ORGANISATION SANDRA POPIHN
SD LOGISTICS
AND TRANSPORT
The Decathlon sustainable development team is organised into a network of more than 80 team members, covering every RAFFAELE DUBY
ENVIRONMENT
RAHEL DAMAMME
topic and country. SD REPORTS
PRODUCTS AND DESIGN
THE AGENTS STAKEHOLDER RELATIONS
Country Sustainable Development Leaders: Country Sustainable Development Leaders: With their teams, they uphold
Decathlon’s sustainable development strategy in their country, along with the action plans, and are in direct contact with their JULIEN
stakeholders. EMILIE AUBRY
GONTIER
CO2 MANAGEMENT
Leaders of the Transformation Process: Given their responsibility for a key topic, they prepare for changes affecting society GREEN IT
and are in contact with stakeholders relating to their subject. With the team members, they co-construct the tools and methods
SUSTAINABLE
so they can become autonomous and guarantee the application of their process is globally consistent. DEVELOPMENT
Decathlon SD Leader: In collaboration with the Decathlon Leader and in keeping with the company’s strategy, they define the KATY DRAPER TRANSFORMATION
sustainable development goals in consultation with the SD team and team members. They head the team of transformation EXTRA-FINANCIAL
process leaders and the network of leaders in each country. PERFORMANCE PROCESS MATHILDE DEFRENNE
INTERNATIONAL
MANAGING THE SD STRATEGY LEADERS SD NETWORK FOR RETAIL
The strategy is managed by the SD leader, the circle of Sustainable Development contributors (made up of representatives
from various geographical areas and business activities), the external stakeholders, the internal auditors, the Decathlon Leader
and the board of directors. ISABELLE GUYADER MARIE CHAILLOU
DECATHLON SD LEADER COMMUNICATION
DECATHLON SD LEADER
PETAR GLUHAK FRANCE
CROATIA
RONAN LE MOGUEN
ANTHONY WEI SUSTAINABLE SOUNDOUS HASSOUNI
CHINA
ELIS RICAURTE DEVELOPMENT DUTY OF CARE
COLOMBIA RASHIDA ARSHAD IN PRODUCTION
PAKISTAN
HILAL YILMAZ THAIS SALOMAO
TURKEY BRAZIL
PIERRE FAHY
FRANCE HOSSAM
ELGAWANY JULIA HSU CIRCLE OF CONTRIBUTORS
EGYPT (INTERNAL AND EXTERNAL)
MARINA STASSINOPOULOS TAIWAN
SIRA
JUNTRASOOK GERMANY
THAILAND LEANDRO SA
PORTUGAL
JEREMY PIOLET
NADÈGE IFF VIETNAM DECATHLON
PHILIPPINES
IÑIGO GARCIA MANAGEMENT LEADER
ANNIE GEORGE SPAIN
VIANNEY
ROELAND VERVLOET
COUNTRY INDIA
BURUCOA
INDONESIA NETHERLANDS SUSTAINABLE
DEVELOPMENT BOARD OF
DIRECTORS
SERGEI TIUVETSKII
LEADERS RUSSIA
RANA RAHMAN
BANGLADESH
GIORGIO POSSI
MAKARA PICH ITALY INTERNAL
CAMBODIA AUDITORS
DPEF2019 CHALLENGES AND STR ATEGIES
AMJAD SBAYTI
MOROCCO
IZUMI
SHIBASAKI
EVERYBODY
EMMA WOOLLEY ALIX GOURSAT
JAPAN
UNITED-KINGDOM SINGAPOR
JOERI MOONS
LOUISE-EGLANTINE
GUILLAUME RADOSLAW
LETIZIA ABRAMO
SWISS
BELGIUM
HAS TO PLAY A ROLE !
MEXICO POLECHONSKI CIPRIAN MOISE DASA POTOCNIK ANASTASIA BOIKO ALL DECATHLONIANS
POLAND SLOVENIA UKRAINE
ROMANIA
20 21CHALLENGES AND STRATEGIES PEOPLE AND MANAGEMENT PRODUCTS AND SERVICES RESPONSIBILITY IN PRODUCTION STORES AND TRANSPORT INDICATORS AND METHODOLOGY
OUR COMMITMENT 2019 REPORT
ON GREENHOUSE
GAS EMISSIONS:
TO TACKLING THE In order to monitor its greenhouse
gas emissions3, Decathlon has been
examining all the GHG emissions
CLIMATE CHALLENGE
associated with its activities since 2013.
Starting with the extraction of the raw
materials needed for production and up
to the sale of the products in stores and
their end-of-life; the analysis includes OUR COMMITMENT:
In 2017, the attending States signed the Paris Agreement in response to the urgent need to reduce greenhouse gas emissions manufacturing, product transportation, TO REDUCE OUR GREENHOUSE GAS EMISSIONS
in order to keep global warming below a threshold beyond which the disastrous consequences for our environment would be customer and teammate travel, and
irreversible. In 2018, the IPCC1 college of experts defined the maximum warming value to be 1.5°C by the end of the century. onsite emissions. This reporting is now BY 40% PER PRODUCT SOLD BETWEEN 2016 AND 2026
1
conducted quarterly.
After some encouraging results in 2018, OBJECTIVES VALIDATED
Decathlon projected a 3.8% reduction OUR AIM IS TO BECOME
THE FIGURES OF Given the situation, in 2019, Decathlon sought to put together an BY THE EXTERNAL SBT
action plan involving all its internal players and suppliers, aimed in carbon intensity between 2016 and A CLIMATE POSITIVE
OUR COMMITMENT 2019. Despite the decisions made and INITIATIVE4
at tackling the climate challenges. This projection of initiatives BUSINESS 7 BY 2030
IN FAVOUR OF THE CLIMATE incorporates the company’s economic growth forecasts and initial actions taken, the results of the Decathlon has worked on developing
AS OF 31/12/2019 provides a realistic trajectory towards a low-carbon economy, GHG emissions report showed a 1.2% its CO2 trajectory using the method This objective will be achievable by
___ validated by the SBT initiative. rise in 2019 compared to 2016. These proposed by the SBT initiative. The modelling the actions associated with
1.2%
results must quickly influence the final objective is to align this trajectory our commitment to using electricity
Thanks to the carbon footprint assessments conducted since
decisions of the company, particularly with a common global effort in order to that is exclusively generated from more
2013, Decathlon is aware that greenhouse gas emissions can only
regarding product impact. Indeed, the keep global warming below 1.5°C, (the renewable sources by 2026.
be reduced close to the local sources of emissions: this is why
main reason for this poor performance threshold set by the Paris Agreement
the strategies aimed at training the teams, the effective use of On scope 3, which represents indirect
INCREASE IN CO 2 EMISSIONS is the low percentage of eco-designed (COP21) and revised in 2018 following
measurement tools and the appropriation of practical action plans emissions (supply, transport, end-of-life
products (4% in 2019) and the lack of any the conclusions of the IPCC). This
PER QUANTITY SOLD IN 2019 put together on site are more important than ever.
improvement in this percentage.
of products, etc.), the objective is to
trajectory is defined using a series of convince Decathlon’s main suppliers to
COMPARED TO 2016 This is why the decision was taken in commitments on costed objectives, define their own science-based target
2019 to manage the monthly percentage the results of the analysis of our action plan for reducing their CO2 emissions
8.7 KG CO2e IN 2019, 8.6 KG CO2e 2016 of eco-designed products sold, in order plans and the means deployed to achieve by 2024. As of 31/12/2019, 827
to motivate the internal teams (Signed
6.6%
these objectives and tackle the climate companies worldwide have made the
Sports & industrial processes, financial challenge. same commitment as Decathlon to the
teams). The Science-Based Target expert SBT initiative, and 340 have a validated
KEY POINTS FOR 2019 Currently, all the resources, action
plans and commitments suggest that
committee has validated these
objectives. For Decathlon’s scopes 1 & 2,
objective.
INCREASE IN GLOBAL EMISSIONS conditions are in place for improving the
For the first time, Decathlon also
i.e. carbon emissions directly associated responded to the CDP non-govern-
10,532,129 T CO2e IN 2018, > THE PLAN TO IMPROVE OUR CARBON FOOTPRINT, carbon performance in the medium term. with the company’s activities and mental organisation5 “climate change”
11,226,200 T CO2e IN 2019 WHICH INCLUDES ALL OF OUR ACTION PLANS BASED To build this new low-carbon economy indirectly associated with the company’s questionnaire, which aims to assess the
ON OUR ECONOMIC PROSPECTS, HAS BEEN VALIDATED and the business model that will sustain energy consumption, Decathlon is
12%
transparency of the initiatives taken by
BY THE SBT INITIATIVE. Decathlon is committed to reducing it, the companies must change more aiming to reduce its total CO2 emissions companies to reduce their greenhouse
its total CO2 emissions by 75% on the scopes 1 and 2, by 2026. quickly and be more efficient than ever by 75% by 2026. gas emissions. Decathlon received an
before.
In 2019, Decathlon reduced its GHG emissions on this perimeter “A-” grade6, which means that the action
by 12%, compared to 2016. plan is ambitious and transparent, but
FEWER GHG EMISSIONS that the results are not yet significant.
ON OUR SCOPES 1 AND 2 > ON OUR SCOPE 3, WE ARE ROLLING OUT AN AMBITIOUS
PLAN TO REDUCE OUR EMISSIONS AT OUR PARTNER AND
2019 VS 2016
STRATEGIC SUPPLIERS’ SITES, by helping them to define
their own science-based target trajectory for reducing BREAKDOWN OF OUR BREAKDOWN OF OUR
GHG EMISSIONS BY SCOPE GHG EMISSIONS BY ACTIVITY PRODUCT
CO2 emissions by 2024. USE
TONS OF CO2 EQ. IN %
7%
DPEF2019 CHALLENGES AND STR ATEGIES
OUR OVERALL OBJECTIVE > WE ARE SUPPORTING OUR GOALS WITH EXTERNAL
___ SITE CONSTRUCTION
INITIATIVES, which we use to share our best practices SCOPE 1 26,894 T. CO2 EQ.
40%
AND OPERATIONS
and take collective action. PRODUCT
MANUFACTURING 3%
> WE ARE MAINTAINING OUR SUPPORT FOR THE LOCAL SCOPE 2 (Market-Based Method2) 141, 026 T. CO2 EQ. 46% TEAMMATE
AND CUSTOMER
NETWORK, so that each player can appropriate their own GHG TRAVEL
LESS CARBON INTENSITY emission measurement and define the best action plans for SCOPE 3 11, 058,280 T. CO2 EQ. 16%
reducing the carbon footprint of their activity.
PER PRODUCT SOLD PRODUCT
SCOPE 1: direct emissions. SCOPE 2: indirect emissions from energetical
consumptions. SCOPE 3: other indirects emissions (Supply, transport, use,
RAW MATERIALS
EXTRACTION TRANSPORT 4%
BETWEEN 2016 AND 2026 19% END OF SERVICE
end-of-life...). LIFE FOR PRODUCTS 5%
___ ___
1. IPCC: Intergovernmental Panel on Climate Change. 2. The scope 2 result (Market-Based Method) is in the KPIs board in this report. - 3. Greenhouse gases = GHG
22 4. SBT: Science Based Target - 5. CDP: Carbon Disclosure Project: https://www.cdp.net/fr/ - 6. The scores range from D to A, A being the best score. 23
7. The climate positive concept is being defined with external companies and NGOs: http://www.netzero-initiative.com/CHALLENGES AND STRATEGIES PEOPLE AND MANAGEMENT PRODUCTS AND SERVICES RESPONSIBILITY IN PRODUCTION STORES AND TRANSPORT INDICATORS AND METHODOLOGY
3
FOCUS A NETWORK OF LOCAL Finally, the design teams for the Signed
Sports and industrial processes have an
LEADERS EQUIPPED
WHY SHOULD THE CHANGE eco-design module which supports them
WITH DEDICATED in calculating the life cycle analyses of
4
IN CARBON INTENSITY
TOOLS TO DRIVE the components and final products. The
NETWORKING WITH
BE MONITORED RATHER dedicated teams have also had access to
PERFORMANCE EXTERNAL PARTNERS
THAN THE GLOBAL VOLUME analysis tools and training since 2018, in
OF GHG EMISSIONS? In 2019, the international network was order to easily extract the environmental IN ORDER TO COMBINE
made up of 136 sustainable development impacts at different levels.
After several years’ experience in carbon leaders, including 35 country leaders10, OUR STRENGTHS
accounting for the entire footprint of All of these tools provide a comprehensive
64 Signed Sports leaders and 37 In order to situate Decathlon’s actions
Decathlon, the kg CO2e/product sold overview of Decathlon’s impacts: by
industrial process leaders. within the global effort needed to achieve
indicator turns out to be the one that country, by product family and by Signed
These local players are responsible for the objective of limiting climate change,
has the most meaning for the company, Sport. 75% of the Signed Sports products
defining the impact reduction strategy the company has joined forces with
whose goal is to make the pleasures and have an estimated environmental impact.
and the associated local action plans. several initiatives to act collectively and
benefits of sport accessible to as many Consequently, the impact of our have the biggest possible impact.
people as possible in the long-term. products, sites (stores and warehouses)
KEY FIGURES Joining the UNFCCC initiative11 :
This indicator focuses on the changes and around 280 suppliers is today DECATHLON has signed the Fashion
rather than a particular figure in order to AS OF 31/12/2019
measured locally. Industry Charter for Climate Action. Under
reflect the daily efforts made to reduce ___
The energy supply of our suppliers: The objective is to eco-design all new The impact of sites and transportation the aegis of the UN Climate Change,
the impact of the company’s activities. Decathlon is supporting its partner products by 2021, in order to reach this commitment brings together the
However, it is still important to continue
includes the following: the movements NEARLY
1,460
and strategic suppliers in managing 100% eco-designed products by 2026. of teammates and customers, energy signatories and organisations to act
monitoring the total emissions curve. the energy transition through a network collectively in the fight against global
Product transportation: The strategies consumed, product transportation, waste
The reference year is 2016, which was of CO2 advisers. The network was set to reduce CO2 emissions associated production, building construction, pur- warming.
when the main Decathlon commitments up to assist the suppliers of Decathlon with transportation include initiatives chasing consumables, and air conditioning SITES In practical terms, taking part in working
were made. This reference base means products in monitoring their energy on haulage transport (lorries and barge leaks. groups can help define the tools and
that the analysis is not solely focused consumption and in their action plans; STORES AND WAREHOUSES
transportation) and distribution (from
279
In recent years, training courses, select the most suitable methods for
on annual performance, given that the the work is based on action plans aimed warehouses), which have dropped by speeding up the reduction of the impacts
tutorials and the quarterly reporting
results of certain actions can only be at reducing greenhouse gas emissions, 4% and 7% respectively. The strategy of with our suppliers, given that several
of environmental data have made it
perceived in the medium term and require
a longer period of analysis (particularly
following a trajectory validated by the
SBT. The supplier training and teaching
reducing air transport has resulted in no possible to monitor results site by site. AND clients are asking them to make the
further increase in the utilisation of this same efforts.
for actions related to the design of our initiatives were deployed throughout transport mode. However, the proportion
Since 2018, the programme to reduce PRODUCTION SITES
products). 2019. local environmental impacts on Committing with the signatories of
of our transported products is on the ARE TRACKED IN the Fashion Pact : Launched in August
suppliers’ sites has gone hand-in-hand
2
The eco-design of the Signed Sports rise, which has dented the effectiveness
of this strategy with an 11% increase in
with monitoring their CO2 emissions, THE EMISSIONS 2019 during the G7 meeting in Biarritz,
WHAT ARE OUR products to reduce impact through using the software that we make CALCULATION TOOL the Fashion Pact aims to bring together
the different stages of the life cycle. the CO2e/product sold. players in the fashion and textile sectors
HIGH-PRIORITY available to them (see p. 83).
Decathlon is continuing its environmental Actions on waste and the end-of-life to define common objectives around
STRATEGIES? assessment work, with 75% of its of products are also being deployed the following three issues: climate,
Energy supply: by integrating the products assessed by the end of 2019. and managed at the local level. As a biodiversity and the oceans.
RE100 initiative8 , Decathlon has The historical data are re-evaluated, result, 39% of store waste and 63% of
Validation of our SBT trajectory has
committed to sourcing all of its based on the added databases, warehouse waste was sorted in 2019. meant we have also been able to join
electricity from renewable sources particularly thanks to work done in All in all, every initiative has been the call to action launched by the United
by 2026. In 2019 58.9% ofelectricity collaboration with ADEME9. The impact implemented and will gradually be Nations and participate in the #Our Only
consumed came from renewable of products is a key component of the rolled out to more countries. The carbon Future awareness campaign, which aims
sources, which means we reduced the overall carbon footprint. Reducing this performance of 2019, which represents to build awareness among businesses
CO2 emissions of the electricity used on impact will be linked to the percentage an increase of 1.2% in our carbon about their share of the responsibility to
our sites by 4% between 2016 and 2019 of eco-designed products available in intensity per product sold compared limit the rise in global temperatures to
(see p. 96). the range of Signed Sports products to 2016, is linked to the time taken to 1.5°C above pre-industrial levels.
developed by the Signed Sports teams implement strategic actions (e.g. a
In 2019, we are backing up this effort in two
on the one hand, and the efforts of our period of approximately 24 months is
ways: by reducing energy consumption
sales assistants in store to accelerate necessary between a product being
at our sites (5% kWh/m² decrease in our
user demand for these products. designed and being available for sale).
stores and 8% kWh/m² decrease in our
DPEF2019 CHALLENGES AND STR ATEGIES
warehouses), thanks to the relamping In-store training, supported by the recent We have observed a 12% decrease in
operations in particular (see p. 86); and by monitoring of sustainable turnover, are GHG emissions on our scopes 1 and 2
increasing the consumption of electricity practical initiatives designed to boost (between 2016 and 2019), which is an
from renewable sources, thanks to the these sales, with the transformation encouraging sign of the effectiveness of
massive commitment of new countries of the business model being geared our action plans on our direct emissions.
such as India and Germany. By the end of towards making second-life products
2019, 100% of the power consumption more easily accessible (see p. 61).
of Belgium, France, Spain, the United
Kingdom and India was from renewable
sources, with Italy at 97%, Germany at
85% and the Netherlands at 84%.
___ ___
8. http://there100.org/ 10. Countries concerned: see our organisation, page 21
24 9. ADEME: French energy agency website: https://www.ademe.fr/ 11. UNFCCC: United Nations Framework Convention on Climate Change 25CHALLENGES AND STRATEGIES PEOPLE AND MANAGEMENT PRODUCTS AND SERVICES RESPONSIBILITY IN PRODUCTION STORES AND TRANSPORT INDICATORS AND METHODOLOGY
PUTTING PEOPLE AT
PEOPLE AND THE HEART OF OUR GROWTH
MANAGEMENT
As part of its commitment to deploying a social and human
resources policy that is in keeping with its core values,
Decathlon believes that teammates who are happy in their jobs
contribute to its long-term performance. This is why quality of
life at work2 has become an essential and integral part of the
company’s concerns.
In order to encourage measures that improve working
conditions as well as the overall performance of the company,
Decathlon provides tools and creates a work environment in
PEOPLE which employees can express themselves and act freely.
AT DECATHLON Well-being at work is a powerful means of fostering a strong
commitment and a spirit of enterprise that drives social
IN FIGURES innovation. A direct result of the latter is the creation of value
AS OF 31/12/2019
___
within a business. In 2019, 54% of teammates stated that they
were happy in their job (total of “yes, strongly agree”). This
indicator, which is the cornerstone of Decathlon’s human
On the other hand, were projects aimed at getting people on the
54%
resources policy, is measured using an annual in-house survey.
job market, creating greater diversity in the teams, promoting
Teams can use this to assess themselves and set up action
intergenerational cooperation and having many positive
plans to promote happiness at work.
repercussions including the performance and fulfilment of
2019 was marked by the restatement of commitments on every employee at Decathlon.
various topics related to the Quality of Life at Work (“QLW”)
OF TEAMMATES in France. On the one hand, there were initiatives promoting
ARE HAPPY diversity, whether these were in the area of gender equality and PEOPLE AT DECATHLON
the prevention of sexism or on topics related to people with
IN FIGURES
IN THEIR JOBS1 disabilities.
AS OF 31/12/2019
___
74.3%
OF TEAMMATES IN
KEY POINTS FOR 2019
3.8%
OF TEAMMATES
THE TOTAL WORKFORCE 1. DECATHLON RAMPED UP ITS CAMPAIGN ARE DISABLED
AGAINST SEXISM AND CONTINUED TO RAISE AWARENESS
WERE ON PERMANENT AMONG TEAMMATES ABOUT THE MULTIPLE BENEFITS
(ITALY SCOPE)
CONTRACTS
65.5%
OF DIVERSITY WITHIN THE TEAMS.
WORLDWIDE 2. DECATHLON’S MISSION HANDICAP DIVISION
AT THE END OF 2019 CELEBRATED 20 YEARS OF DEDICATION TO ITS CAUSE
AND HIGHLIGHTED INITIATIVES IN FAVOUR
OF TEAMMATES ARE
DPEF2019 PEOPLE AND MANAGEMENT
OF RECRUITMENT AND JOB RETENTION.
UNDER 29 YEARS OLD
0.84%
3. DECATHLON CONTINUED THE PROJECT
CALLED “Y A PAS D’AGE” (THERE’S NO AGE LIMIT)
ENCOURAGING THE TRANSFER OF SKILLS
FROM OLDER EMPLOYEES.
ARE OVER 55 YEARS OLD
THROUGHOUT THE WORLD
___
1. Result of the “Decathlon Team Barometer” survey of Decathlon teammates at the end of 2019, to which 67,575 teammates responded. Percentage of people who answered “yes, strongly agree”.
26 2. Quality of Life at Work encompasses the following areas: disability; intergenerationality; equal opportunities in the workplace; occupational well-being; psychosocial risks; as well as getting people 27
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