#TomorrowStartsToday

NON-FINANCIAL REPORTING DECLARATION 2020

 CHALLENGES
AND STRATEGIES
EDITORIAL / P. 5

OUR PURPOSE:
DECATHLON IN FIGURES / P. 6
2020 HIGHLIGHTS / P. 8
OUR BUSINESS MODEL / P. 10

To be useful to people VISION 2021.1 / P. 14

OUR MAIN EXTRA-FINANCIAL RISKS / P. 16

and to their planet DEVELOPING CREATING

THE HUMAN SIDE SUSTAINABLE VALUE
WELL-BEING / P. 22 GOVERNANCE / P. 90

OUR MISSION: DIVERSITY AND INCLUSION / P. 26

HUMAN RIGHTS
MEASUREMENT OF VALUE / P. 96
BUSINESS ETHICS / P. 100
IN THE VALUE CHAIN / P. 30

To sustainably
OPEN ECOSYSTEM / P. 102
HEALTH AND SAFETY / P. 34 LOGGING ON AND DISCUSSING
SKILLS AND DEVELOPMENT / P. 36 ISSUES IN AN OPEN ECOSYSTEM / P. 108

make the pleasure

SHARING SHAREHOLDER VALUE / P. 38 TERRITORIAL DYNAMICS / P. 112
DELIGTHMENT WITH OUR PRODUCTS / P. 40 T HE DECATHLON FOUNDATION / P. 116

and benefits of sport PRESERVING

NATURE
INDICATORS
AND METHODOLOGY
accessible to the many 1_FIGHTING AGAINST CLIMATE CHANGE
AND PROTECTING BIODIVERSITY / P. 48
OUR PERFORMANCE INDICATORS:
COMPANY PROFILE / P. 121
1.1_S TRATEGIES AND STAKEHOLDERS / P. 50 DEVELOPING PEOPLE / P. 123
1.2_T RANSPORT SUPPLIER PRESERVING NATURE / P. 136
WAREHOUSE STORE ACTIONS/ P. 56
OUR VALUES:
CREATING SUSTAINABLE VALUE / P. 145
1.3_I NDUSTRIAL AND TERRITORIAL ECOLOGY
APPLIED BY THE SUPPLIERS / P. 60 METHODOLOGICAL NOTE:

Vitality
1.4_T RANSPORT AND LOGISTICS / P. 62 GENERAL ORGANISATION
OF REPORTS / P. 148
1.5_B IODIVERSITY / P. 64
NFRD CORRELATION TABLE
2_DEVELOPING A RESPONSIBLE AND MAIN EXTRA-FINANCIAL RISKS / P. 154

Responsibility OFFERING AND CONSUMPTION / P. 66

2.1_RESPONSIBLE OFFER AND PRODUCTS / P. 68
CONFIRMATION OF PARTICIPATION
AND REPORT ON THE FAIRNESS
OF INFORMATION / P. 156

Generosity
2.2_C OMMITTING TO
RESPONSIBLE CONSUMPTION / P. 74
3_REDUCING WASTE AND RECYCLING / P. 80

Authenticity
3.1_PLASTICS / P. 82
3.2_EXCESS INVENTORY / P. 83
3.3_RECYCLING / P. 84
3.4_WASTE / P. 86
 CHALLENGES WE ARE STATING OUR AMBITION
EDITORIAL
AND STRATEGIES TO CONTRIBUTE TO A CARBON
NEUTRAL WORLD IN 2050
This year, just as every economic agent, Decathlon faced the challenge of an unprecedented global health crisis. Despite a challenging
environment which resulted in the closure of most of our stores and the restricted use of our playing fields, we were able to
fulfil our role, thanks to the formidable resources of our teammates at every level of the business.
Far from allowing the situation to discourage us, it has been
a catalyst for our convictions. It has revealed the merits of
the human resource strategies put in place over the last few
years, such as the importance of acting at the local level,
and reducing the levels of decision-making by relying on the
independence and responsibility of each individual. The good
performance of our internal Decathlon Teammates Barometer
survey has demonstrated that our resilience is underpinned by
this committed and sincere human resource policy. Naturally,
the safety of everyone has taken priority and we have remained
vigilant throughout our value chain, in order to protect our
teammates, customers, partners and suppliers.
Every one of us has witnessed the fundamental importance of
physical activity for our well-being during these challenging
months. Decathlon's mission: “the pleasure and benefits of sport
sustainably accessible to all”, has proven its value. Building on
this mission, thanks to the efforts of our teammates, we have
jointly found solutions to delivering a product and service
offering that complies with the health requirements, using digital
channels in particular.
During this period, our efforts to take action in a more
sustainable world have not wavered. The pandemic and its
associated repercussions have put the business plan right
back at the forefront of our minds, with its goal of reinforcing
our uniqueness in the long term: How can we adjust collectively
to the uncertain world of today and tomorrow? How can we
participate in the necessary transition towards a world that is
more respectful of men and women, and more generally of the
Living World?
Our 2020-2026 Transition Plan, drawn up following the
results of our materiality study, provides some of the answers
for our teammates and customers, through certain stated
unifying strategies. Given revised commitments and following
some careful and lengthy consideration in keeping with the
Vision (see page 14), the Transition Plan has taken the existing
strategic guidelines to the next level: the Human development
of our teammates, the ongoing protection of human rights
DECATHLON IS COMMITTED TO THE UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS: throughout our value chain and the preservation of nature, our
primary playing field.
1. CDP: Carbon Disclosure Project, SBTi: Science Based Target Initiative, NZI: Net Zero Initiative.
4 NFRD 2020
As a result of these commitments, we have strengthened our
stance in every aspect of diversity, whether it concerns people
(see page 26) or our ecosystems (see page 30), with a roll-out
that is expected to increase in pace. We have added the notions
of Sustainable Values, including the integration of Sustainable
Turnover, to our business performance indicators. This turnover
encompasses the Second Life of our products, their repair and
our developments in the usage economy sector, including rentals
and subscriptions (see page 74).
We confirm our aim to contribute to a carbon neutral world
by 2050, steered by our involvement in recognised initiatives
such as the CDP, SBTi and the NZI1. The release of funds for the
carbon reduction plan (see page 50) will give us the means to
fulfil our goals and to ramp up our initiatives in these areas. The
commitment to carbon neutrality is a subject that affects every
one of our activities. This aim is broken down into individual
responsibilities so that every single effort that is made can
contribute to this objective.
We have opted to take a self-assured approach to the future,
choosing to look at the difficulties encountered this year as
opportunities; the approach is through the Vision project in
particular, which reveals the urgency to act today and not in
10 years' time. This business transformation will be undertaken
with new local partners who are experts in their fields, through
value-creating alliances. All of these transition strategies are
underpinned by their own brand new and robust system of
governance (see page 88), which chooses to contribute through
practical measures.
At the end of 2020, the short- and long-term repercussions of the
health crisis are still difficult to assess, given their complexity.
But we can have confidence in the strengths that have always
sustained our growth: our core human values, our adaptation
and transition strategies and our openness to others.
#TomorrowStartsToday
ANNE DÉSORMAIS
SD REPORT - MANAGING EDITOR
Swimming enthusiast
5
 DECATHLON 46.5%
women
55.5% RANK 1 PRODUCTION SITES 84%

IN FIGURES
WERE GIVEN A, B OR C RATINGS
53.5%

45
29.1% FOR THEIR HUMAN RESPONSIBILITY
men
AS AT 31/12/2020 IN PRODUCTION
2% less than in 2019
8.6%
3.8% 3.1% 80.4%

93,710
BREAKDOWN OF TEAMMATES BY AGE
< 20 30 40 > 50
partners
Logistics: 13.1%
suppliers RANK 1 AND RANK 2 PRODUCTION SITES
WERE GIVEN A, B OR C RATINGS
Support services: 5.7% OUT OF A TOTAL
TEAMMATES
BREAKDOWN OF TEAMMATES BY ACTIVITY
FOR THEIR ENVIRONMENTAL MANAGEMENT
OF 1,339 SUPPLIERS
Retail and services: 75.9% 0.4% more than in 2019
8.4% less than in 2019
Design and production: 5.3%

60 COUNTRIES 19%
OF TURNOVER
€11.4 BILLION
3 NEW COUNTRIES IN 2020
IN DIGITAL SALES IN TURNOVER (EXCL. VAT)
Ireland, Kazakhstan and Latvia
5.8% less than in 20193

1,697 69
WAREHOUSES
85 400
MILLION SPORTS USERS
STORES WORLDWIDE DECATHLON
AND LOGISTICS IMPACTED BY OUR PRODUCTS
84 STORE OPENINGS IN 2020 BRANDS IN STORES AND ON THE INTERNET
PLATFORMS

5.9% 69%
OF DELIGHTED

63.8% SPORTS USERS

92% of people
responded
“Yes, somewhat” and OF SALES in 2020
“Yes, absolutely”
55% of people FROM ECO-DESIGNED ENVIRONMENTAL LABELLING 5 SERVICE PLATFORMS
responded
PRODUCTS
2
OF DECATHLON PRODUCTS
“Yes, absolutely”
2.7% more than in 2019

55% OF TEAMMATES
ARE HAPPY IN THEIR JOBS
1.36%
54% in 2019 SUSTAINABLE TURNOVER
2. See description of sustainable turnover on page 97 and methodological note on page 121.
3. At constant exchange rates.

6 NFRD 2020 7
 2020 HIGHLIGHTS CLIMATE We are joining the

We are committing to

THE ACT INITIATIVE

which assesses our trajectory

GOVERNANCE to contribute to
and associated actions

THE GLOBAL GOAL OF

Specific training
for managers:
CARBON NEUTRALITY
Decathlon adopts its BY 2050
“WHAT SUSTAINABLE
BUSINESS FOR A
LOW-CARBON WORLD?”
2020-2026
and creation of a TRANSITION PLAN
TRANSITION COMMITTEE DEVELOPING
THE HUMAN SIDE Despite the impact of
the health crisis, the results
of our human resources
policies remained stable: provides all teammates
worldwide with

93% NEW ONLINE

COURSES ON
PRESERVING OF OUR TEAMMATES
SUSTAINABLE
FEEL SAFE
NATURE
New Business Models:
16,046 COMMITTED PEOPLE, in their workplace DEVELOPMENT
SHORT AND LONG-TERM at 402 events in 31 countries, for
RENTALS, SUBSCRIPTIONS, 25.5 tonnes of waste collected and,
for the first time, 758 kg CO2 -eq./year
SECOND-HAND GOODS saved thanks to Digital Clean-Up

80.4% OF OUR FACTORIES

In order to ramp up our low-carbon
SUSTAINABLE We are adding two values
strategies, we are gradually implementing
an internal price for carbon and are
were rated A, B or C for VALUES to our core values:
working with banking partners on
Environmental Responsibility
GENEROSITY AND SUSTAINABILITY
Decathlon joins the initiative of AUTHENTICITY LINKED LOANS
SIGNATURE OF A PPA
4

“COMPANIES in France which will provide

SUSTAINABLE TURNOVER*
COMMITTED TO NATURE” 15% of Decathlon's total
electricity consumption in 2022 ATTAINED
IN FAVOUR OF BIODIVERSITY SOLIDARITY:

36,000 2.25%
512
Deployment of

THE BIKE OF TOTAL SALES IN FRANCE

OF OUR SUPPLIER EASYBREATH MASKS
RECOVERY SCHEME
1.36% of worldwide sales
were donated to hospitals in
IN FAVOUR OF PRODUCTION SITES France during the Covid-19 crisis *The term Sustainable Turnover is an internal term (see
methodological note on page 146). Following the concluding
monitor their carbon footprint, work on Green Taxonomy, a working group will be set up in
THE CIRCULAR ECONOMY compared with 279 in 2019 2021 to study the alignment between this internal definition of
Sustainable Turnover and the provisions of the texts.
4. PPA: Power Purchase Agreements are contracts for purchasing energy from renewable sources.

8 NFRD 2020 9
 OUR BUSINESS MODEL OUR MISSION: TO SUSTAINABLY MAKE
THE PLEASURE AND BENEFITS OF SPORT
ACCESSIBLE TO THE MANY

OUR RESOURCES CREATING VALUE

OUR TEAMMATES
93,710 teammates: 46.5% women and 53.5% men.
55% of our teammates enjoy coming to work every day.
Breakdown by sector: 75.9% retail and Web services, PASSIONATE, 55.9% of our teammates are shareholders.
5.3% design/production, 5.7% support services, 13.1% logistics. RESPONSIBLE, Support for personal development and skill-building.
Decathlon Academy digital training platform SPORTS USERS 19.1% Payroll/Turnover.
and 14 Decathlon Exchange training centres.
47 projects by the Foundation, backed by teammates and beneficiaries.
A network of 50 local Safety Referents.

PRODUCT DESIGN
85 Decathlon brands to meet user needs. 37 patents have been filed and extended around the world.
TECHNICAL, EXCLUSIVE, In-house net promoter score of 37, influence coefficient: 3.6
In-house laboratories/prototyping workshops.
RECOGNISED, AT THE FAIREST PRICE, 100% of our cotton and 20% of our polyester
3,000 prototypes.
SPORTS INNOVATIONS come from more sustainable sources.
On-site testing and co-designing with users.
63.8% of products have an environmental label.
SUPPLY CHAIN
32.3% of our products are sourced from our industrial partners.
45 production countries and 42 production offices. COMMON VALUES SHARED 84% of our Rank 1 suppliers were given ABC Human Responsibility
1,339 suppliers: WITH OUR INDUSTRIAL PARTNERS, in Production scores and 80.4% of our Rank 1 and Rank 2 suppliers
977 Rank 1 and 362 Rank 2, including 45 partners. ENVIRONMENTAL AND HUMAN ASSESSMENTS were given ABC scores for local environmental responsibility.
16 industrial production processes. 62 suppliers that have an objective validated
818 Human Responsibility in Production audits by the SBT Initiative to reduce carbon emissions.
and 85 Environmental audits. 11.2 years is the average length of service
for the 100 top suppliers in terms of turnover.
TRANSPORT AND LOGISTICS
PRODUCT AVAILABILITY, 1,075 items shipped/m2 around the world.
69 warehouses and logistics platforms around the world.
OPTIMAL STORAGE TIME 52.1 m3 average per truck load rate,
5,845 million tonne-kilometres transported.
Product transport: i.e; 13,000 13,000 articles/truck.
4% air transport, 85.2% maritime transport, Environmental impact of product shipment in Europe: 242 g CO2 eq./article.
2.6% rail transport and 8.1% road transport. Involvement in soft mobility growth.

OMNICOMMERCE
RETAIL, 400 million: number of customers/sports users. 69% of delighted sports users.
1,697 stores located in 60 countries and digital platforms €11.4 billion in turnover (excl. VAT)
ON-LINE MARKET PLACE,
ensuring our products are accessible through all our distribution channels. originating from product sales and second-life products:
SERVICE PLATFORM,
Organising sporting events with the help of our communities. 5,8% less than in 2019, at constant exchange rates.
DECATHLON TRADEMARK
180 international partner brands. 9.2 Kg CO2 eq. per product sold (2% more than in 2016).
BRANDS
Developing a sales strategy TO other people, THROUGH other channels and IN other locations. 0.86 Kg CO2 eq./Euros (10 % less than in 2016).

MICHEL ABALLEA
MANAGER OF DECATHLON UNITED
Open Water Swimming enthusiast

10 NFRD 2020 11
 INTERVIEW
WE WANT TO OFFER EVERY AVAILABLE
OPTION NEEDED FOR SPORTS
During this unusual year, our sports
product distributor model was largely
called into question. How should our
business model be changed?
Our business model can no longer rely solely on the principles
of the physical store. More and more sportsmen and women
want additional services, and the job for teammates in the
stores is becoming increasingly complex. What's more, the
availability of the offering is also an issue: we can no longer
restrict ourselves to what is available in store, we want to offer
every available option needed for sports practice.
As ever, our primary mission is to make our offer sustainably
accessible: this means making all of our services and products
available in our stores, while also increasing the number of
points of contact, e.g. where the sports are being played. It is
this need that has given rise to the idea of selling our offer
through other channels and in other locations.
Is the strategy of growing sales
through other channels, in other locations,
to other people simply a response
to the stores being closed in 2020?
No, it is an objective that we have had for some time. However,
we have stepped up this process as a result of the Covid
restrictions: the necessary solidarity between agents, the
belief that no game is won alone, healthy competition and the
alliance strategy has made this ambition a reality.
The design of our innovative products, our commitment to
providing the best quality at the right price and our sustainable
development convictions are at the heart of our business model.
But the solution to making our offer available and as relevant
as possible is to increase our presence locally: the countries
in which we operate have very different cultures. We have to
manage each partnership with a strong local component
because the right expert for the right need cannot be deployed
everywhere at the same pace with the same coverage.
12 NFRD 2020
4 SOCIETAL TRENDS
THAT DRIVE OUR ACTIONS
ATTRACTION OF THE BENEFITS OF SPORT
HELPING PEOPLE DISCOVER AND EXPERIENCE THE BENEFITS OF SPORT IN A SUITABLE
How can we maintain our standards AND EASILY ACCESSIBLE FORMAT, ANYWHERE AND AT ANY AGE.
of quality and accountability at every level
of the organisation?
URBANISATION OF POPULATIONS
The tangible results of this openness strategy are the growing
number of opportunities and, above all the trust that has
SEIZING THE OPPORTUNITIES PROVIDED BY THESE ENVIRONMENTS
emerged through exchanges: we mutually give what the other BY HIGHLIGHTING OUR PRODUCTS AND SERVICES.
lacks. We do not win alone, we win with Others! So, when we
choose to invest in new businesses for bicycle repairs or to
improve our urban mobility offer with Alltricks, we choose to
take action to create a better world.
DAMAGE TO THE ENVIRONMENT
At the same time, we have the strength and experience to
PRESERVING OUR PLAYING FIELDS BY REDUCING THE ENVIRONMENTAL IMPACTS OF OUR ACTIVITIES.
assist them with their logistics issues, in order to manage
their CO2 emissions better. Every company is different:
DIGITAL TRANSFORMATION
the requirements must be fair and realistic, otherwise the
constraints will inhibit the intentions.
PROVIDING OUR TEAMS, SPORTS CUSTOMERS, SUPPLIERS
AND PARTNERS (COMMERCIAL, INDUSTRIAL AND INSTITUTIONAL) WITH A NEW, QUICKER
Have you set yourself goals AND MORE FLEXIBLE MODE OF EXCHANGING, WORKING AND CONNECTING.
for achieving these changes?
We conduct tests all year round and, as part of this exploration
process, we are learning as much from our successes as
we are from our mistakes. These partnerships highlight our
weaknesses and that's what we want: to make mistakes in
OUR COMPETITIVE ADVANTAGES
order to improve.
Each new partner has a story, with a leader who brings all
his know-how, expertise and vision of entrepreneurship. THE INTEGRATION OF THE VALUE CHAIN, THE VALUE OF OUR HUMAN VITALITY,
This is where the real value of a company can be found. GENEROSITY AND AUTHENTICITY, THE VALUE OF OUR RESPONSIBILITY THAT WE USE
It transcends the economic considerations and, in this
TO MAKE BOLD DECISIONS, OUR EASILY ACCESSIBLE PRODUCTS FOR A WIDE AUDIENCE.
sense, is completely extra-financial and still undervalued in
my opinion. Our investments are not worth more than those
elsewhere and we are pursuing the same goal: to provide ever
more sporting experiences.
THE GLOBAL MARKET FOR SPORTS
Decathlon manages its activities on the global market, with a commercial presence in 60 countries and production
FRANCK VIGO activities in 45 countries. The field of activity is specialised distribution with the following 3 sub-sectors: manufacturing
sporting goods, retailing sporting and leisure goods, and sports-related activities. The distribution is fulfilled by
LEADER OF EXPLORATION AND
pure-players (specialised chains of single-brand and multi-brand sporting goods) and non-specialised distributors
ACQUISITIONS DECATHLON UNITED
(sports departments of department stores, distributor chains and independent distributors). In terms of consumption,
sporting goods are used both for sports and for their extended uses (casual wear, streetwear and 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 €471 billion
(2018 figure). It is growing by 4 to 5% per year.
13
 VISION V21.1 THE 5 TARGETS OF THE
A CO-CONSTRUCTED DECATHLON 2021.1 VISION
COURSE OF ACTION Health, Transport, Local Living Conditions, Regeneration and Inclusiveness:

In 2020, Decathlon's Vision project was revised, without deviating

from the project initiated in 2019. The Co-Writing phase, whose initial purpose #HEALTH #TranSPORT
was for a large group of agents from all backgrounds to co-write the vision, DECATHLONIANS are your health partners, for a better DECATHLONIANS make clean and
had to be reorganised to take into account the Covid situation. quality of life. We promote a conscious lifestyle through sport. healthy tranSPORT possible.

The collaborative content platform, which has been operating since 2019,
supported the ongoing project going by promoting the major themes, in line with
new global concerns. This was a year of re-actions, to ensure the resilience of Decathlon,
keep our finger on the pulse and prepare for the future in the short, medium and long term.
#LOCALLIFE
DECATHLONIANS are 100% focused
on Local Life and connected to the whole world.

#TomorrowStartsToday
#REGENERATIVE #INCLUSIVE
METHODOLOGY DECATHLONIANS aspire to achieve responsible growth that is
of benefit to people as well as the planet, by acting within the
DECATHLONIANS are completely
inclusive and open to everyone, and
framework of a regenerative economy. we reflect the society that we are part of.
Questions asked on the collaborative platform:
“What will the world of tomorrow look like? What do you wish for your family and friends?
What role do you want Decathlon to play in this world to which you aspire?”
In 2019, the following four themes emerged from the exploration and co-creation phases: “Inventing the humanity of the
Vision 2021.1 is a humanistic Vision, in which the personal events, emotions and
future", “Technological and environmental changes", “The fundamentals and vital changes for tomorrow", “From 'I' to 'us'". experiences play an important role. The Co-EVOLVE phase, which began in 2020, is a
The impact of the Covid crisis completely reshuffled the cards for the process: the collection of information and the
appropriation and co-creation phase were adapted. The collected data was analysed before and after 1 March 2020. The
methodology for moving on from topics of discussion to practical initiatives, validated
identified priorities and the volume of text were no longer comparable. by the general management, and coordinated locally by a network of 220 Vision Relays.
The platform took on a new form in April 2020, during the global lockdown. The stance in favour of collective intelligence
was maintained, while the action phase was deployed over shorter timeframes, in keeping with a VUCA world, which
incorporates uncertainty. The first findings were unambiguous: the content, consisting of 41,000 contributions and ideas
VISION 21.1 IN FIGURES
from all over the world, was focused on certain converging themes and above all, the desired timeframe for achieving AS AT 31/12/2020
these ambitions was no longer the same. Indeed, Decathlon's Vision is expected to be fulfilled in 2021, rather than 2030.
It has become Vision 2021.1
23 people dedicated to the Vision project compiled this content, with increased attention, and they observed this

1,115 220
acceleration in the major trends.
WRITTEN STORIES VISION RELAYS
OF THE FUTURE AROUND THE WORLD

TESTIMONIAL

CHARLIE FELGATE,

93%
VISION LEADER DECATHLON UNITED
Passionate about Changing the World OF EMPLOYEES ARE AWARE
“2020 marked the start of the era for the permanent and strategic Vision. Updating our targets and
issues will now be done in real time. The Vision process did not stop: the Covid crisis and its catalytic
OF DECATHLON'S 21.1 VISION
effect speeded everything up. It also revealed that we can no longer afford to wait 10 years to act and
that we must now move on to developing practical initiatives at the local level.”

www.decathlonvision.com
14 NFRD 2020 15
 OUR MAIN METHODS
5

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.

EXTRA-FINANCIAL RISKS
For Decathlon, a risk is the possibility that an event will have consequences likely to affect the
human, environmental, material, financial and reputation capital. Decathlon implements measures
to identify, prevent, manage and control its risks in order to achieve its different objectives: creating
and preserving value, and managing deviations in performance. The extra-financial risks are
managed using internal management and control systems which play a key role in running and
monitoring the company’s activities: design, production, logistics and distribution.
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 situation and enforcing it. This organisation is in keeping with the principles of subsidiarity
(responsibility as close as possible to the consequence) in force at Decathlon.
The table presents and describes the main extra-financial risks identified within the company. Assessing these risks is an ongoing
task and can be supplemented according to changes in the internal and/or external situation. Decathlon conducts its analyses both
from the point of view of the risks [-] and the opportunities [+].
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.

TEAMMATES DESCRIPTION OF RISKS (-) DESCRIPTION OF OPPORTUNITIES (+) ETHICS DESCRIPTION OF RISKS (-) DESCRIPTION OF OPPORTUNITIES (+)

SERIOUS INFRINGEMENT OF HUMAN RIGHTS,

MEANING AND VALUE LOSS OF A SENSE OF VALUE (-) TEAMMATE COMMITMENT, COHESION (+)
BASIC HUMAN RIGHTS FUNDAMENTAL FREEDOMS AND THE -
HEALTH AND SAFETY OF PEOPLE (-)

LOSS OF SKILLS INCLUDING EXPERTISE,

EMPLOYMENT SKILLS INSUFFICIENT ATTRACTIVENESS,
SKILLS AVAILABILITY AND QUALITY, INTERNAL AND EXTERNAL ACTS INTEGRITY, LOYALTY,
DISEMPLOYABILITY, NON-RESPONSE
TALENT DEVELOPMENT (+)
CORRUPTION OF FRAUD/CORRUPTION (-) TRUST IN BUSINESS RELATIONS (+)
AND MANAGEMENT TO DEVELOPMENT NEEDS
FAILURE TO ANTICIPATE JOB EVOLUTIONS (-)

SHARING VALUE, PARTICIPATING

SHARING VALUE
ENVIRONMENT
PAY CUT (-) IN COMPANY DEVELOPMENT,
PROJECT INVOLVEMENT (+) DESCRIPTION OF RISKS (-) DESCRIPTION OF OPPORTUNITIES (+)

ENERGY SAVINGS,
HEALTH AND SAFETY
ACCIDENT, ILLNESS, TEAMMATE HEALTH AND SAFETY, CLIMATE CHANGE PHYSICAL AND TRANSITION RISKS (-)
RESOURCE AVAILABILITY (+)
OCCUPATIONAL STRESS (-) QUALITY OF WORK LIFE (+)

MANAGEMENT OF EMISSIONS
POLLUTION, LOSS OF RESOURCES AND POLLUTION, PROTECTION
ENVIRONMENTAL IMPACTS
CUSTOMERS DESCRIPTION OF RISKS (-) DESCRIPTION OF OPPORTUNITIES (+) IN AVAILABILITY AND QUALITY (-) AND OPTIMISATION OF RESOURCES
IN THE VALUE CHAIN (+)

CUSTOMER/SPORTS USER HEALTH

DANGER FOR HEALTH DURING USE (-) AND SAFETY, PRODUCT SAFETY
(HARMLESSNESS, STRENGTH, ETC.) (+)
HEALTH AND SAFETY COVID-19
Covid-19 is not identified as such in Decathlon's financial and extra-financial risk mapping tool.
ACCIDENTS (-) CUSTOMER SAFETY IN STORE (+) Indeed, the pandemic risk, which became a reality in 2020, is considered to have a global and cross-
departmental effect on the activities of our organisation. It is these impacts that are taken into
account for the risk mapping. It should be noted that the combination of the three lines of defence
CUSTOMER SATISFACTION, can be used to establish, evaluate and improve the associated control systems, in order to reduce
NEGATIVE IMAGE,
RECOMMENDATION, LOYALTY,
CUSTOMER SATISFACTION DISSATISFACTION,
SHOPPING CART AMOUNT,
the exposure to the risks.
LOSS OF TURNOVER (-)
PRODUCT INNOVATION (+)

5. See page 95 for the methodological information.

16 NFRD 2020 17
 COVID-19
STORES
SHORT AND LONG-TERM IN THE SHORT TERM:

REACTIONS TO THE 2020 GLOBAL  27% DROP IN STORE OPENING DAYS

TO CUSTOMERS, WORLDWIDE

HEALTH CRISIS  MANDATORY MASK-WEARING IN STORES

IN THE LONG-TERM:
 DEPLOYMENT OF A CLICK & COLLECT SERVICE

ENERGY/WASTE
IN THE SHORT TERM:
 LOWER ENERGY CONSUMPTION
HUMAN POLICY
 REDUCTION IN THE QUANTITY OF WASTE IN THE SHORT TERM:
 STAFF PAID AT 80% OF WAGES
IN THE LONG-TERM:
 INCREASED MOTIVATION  PART-TIME ACTIVITY TO ADJUST
TO RAMP UP OUR WASTE AND WORK TIME TO THE CONDITIONS
ENERGY MANAGEMENT STRATEGIES  COMMUNICATION OF SAFETY CONDITIONS
IN THE LONG-TERM:
 COUNSELLING CELL
TO MANAGE PSYCHO-SOCIAL RISKS

PROCUREMENT
IN THE SHORT TERM:
 ADEQUATE STOCK LEVELS
PRODUCTION
 ASSESSMENT OF DORMANT STOCK IN THE SHORT TERM:
 DISPOSAL OF PRIORITY STOCK  ON-SITE AUDITS STOPPED,
SELF-ASSESSMENT AUDITS MAINTAINED
IN THE LONG-TERM:
 RE-ASSESSMENT OF DISCARDED/DONATED STOCK  FINANCIAL SUPPORT FOR SOME SUPPLIERS
IN THE LONG-TERM:
 RETURN OF AUDITS FOR HUMAN RESPONSIBILITY
IN PRODUCTION AND THE ENVIRONMENT AT NORMAL INTERVALS

18 NFRD 2020 19
 DEVELOPING OUR COMMITMENTS FOR 2026
THE HUMAN SIDE ISSUES

Well-being
2026 COMMITMENTS

60% of teammates1 say they are happy to come to work

every morning, to support our project, their project,
and the overall company purpose
ACHIEVED 2019

54%
ACHIEVED 2020

55%

WELL-BEING THROUGH ENJOYMENT

50% women and 50% men 46% women 46.5% women
AND BENEFITS OF SPORT Diversity
54% men 53.5% men

and inclusion
50% of team leaders2 are women
39% N/A3

90% of level 14 suppliers are ranked

A, B or C in line with our audit grid
86% 84%
Human rights
100% of our teammates concerned
are trained in human rights
N/A N/A5

100% of teammates6 feel

safe in their work environment
94% 93%
Health
and safety
100% of teammates can express
themselves and are heard
93% 93%

Skills and 100% of teammates6 say they take

development responsibility for their progress
89% 88%

100% of eligible teammates are co-owners

Sharing value of Decathlon (if they so wish), thanks to
the employee shareholder scheme 48.6% 55.9%

Agile,
100% of countries are driven
networked by a digital maturity index
organisation N/A N/A7

Impressing
DECATHLON IS COMMITTED TO THE UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS: 76% of our users are delighted8
with our products 68% 69%
The Transition Plan was drawn up in 2020. Some indicators were created following the deployment of strategies and will therefore be available in 2021.

1. Who answered “Yes, absolutely.” - 2. Female teammates with a hierarchical role in charge of at least one person. - 3. It was not possible to report this indicator in 2020 for the worldwide scope. There is
detailed reporting for this indicator in 17 countries (see page 131). Actions have been implemented to enable this indicator to be reported in the NFRD 2021 for the worldwide scope. - 4. Level 1 supplier:
Supplier contractually linked with a DECATHLON company for manufacturing or assembling products finished / semi-finished (via manufacturing contract) or for the supply of raw materials or components
(via purchase agreement), receiving purchase orders and invoicing said company directly. - 5. A new training course on human rights is being finalised and deployed, and a reporting indicator will be available
from the NFRD 2021 onwards. - 6. Who answered “Yes, absolutely” or “Yes, somewhat.” - 7. The HR teams are working towards the progressive deployment of a Digital Maturity Index tool in all the countries
by 2026. The data is not yet available for this year. - 8. Users who gave a score of 5/5 in our customer ratings.
20 NFRD 2020 21
 Well-being

THE PLEASURE
OF WORKING TOGETHER
For Decathlon, giving teammates a workplace that is conducive to positive human values is essential. When employees enjoy
their work, they make an enduring contribution to the performance of the business. This is why the quality of life at work is a
core concern of the company.

Given the global health crisis, the need to take care of teammates
is even more crucial. Measures have been taken to maintain a
relaxed working environment and caring management, both for
those employees working in the field and those working from
home. A cell providing support and counselling has also been
set up in France and Italy.
In 2020, in order to fulfil a particular need among teammates,
Decathlon made a change to its core values. Generosity and
Authenticity have now been added to the values of Vitality
and Responsibility. They respectively convey the goal of being
caring and being truthful to oneself. Put together, they express
a desire to be more outwardly focused, because it is by acting
together that we are creative and, above all, we move forward.
To ensure that teammates are happy in the workplace, as well
as to assess their level of commitment and development,
Decathlon measures the data of all of its teammates around
the world on a yearly basis; this is by way of an internal survey
called the Decathlon Teammates Barometer. In 2020, despite
the health crisis, the results showed a one-point increase in
happiness in the workplace, compared to 2019.

PEOPLE AT DECATHLON IN FIGURES

On completion of this work, the two values of Vitality and
AS AT 31/12/2020
DECATHLON VALUES Responsibility were retained as core values, but it was
Since its creation, Decathlon has put people at the heart of its necessary to supplement them with the following: Generosity

55% 79.4%
projects, its purpose and its core values. In 2019, the Decathlon
employees requested a review of all of the core values and
added two new ones, namely ‘Vitality and Responsibility’. This
was how the identification effort came about.
The core values at Decathlon play a major role. They express
OF TEAMMATES WERE OF TEAMMATES, OUT OF THE TOTAL WORKFORCE,
the corporate culture and are a reflection of the interactions
HAPPY TO COME TO WORK WERE ON PERMANENT CONTRACTS between teammates. Every day, they are a source of inspiration
in the how actions and projects are carried out.
Why the need to change Decathlon's core values?
  To act in accordance with the company's origins, while also
helping it to evolve.
  For many teammates, the core value of generosity was
missing.
  To reinforce uniqueness and reassert the corporate culture:
HIGHLIGHTS IN 2020
making teammates proud.
  What is written is lived out in the company: by making it
official and circulating it, we are making it available to as
and Authenticity.
Why make these choices?
Generosity in order to act with concern for other people and to
be outwardly focused.
- “I am a team player, I help if needed.”
- “I share anything that can be of use to others.”
- “I consider every stakeholder as a 'friend'."
- “I take care of myself and other people.”
Authenticity in order to be true to oneself and other people.
- “I have the confidence to be myself.”
- “I speak in simple terms and act with sincerity and
kindness.”
- “I act in a way that respects nature and its resources.”
These new core values are now integrated into the training

1
After 18 months of teamwork, the core values of Generosity and Authenticity many people as possible. process through Decathlon Exchange, as well as the process
were added to the already existing Decathlon values of Vitality and Responsibility. Michel Leclercq, the founder of Decathlon, Fabien Derville, the for evaluating perceptions through the Decathlon Teammates
chairman of the board of directors, as well as past contributors Barometer.

2 94% of teammates claim that they can be themselves in their workplace. and witnesses were asked to participate in defining the new core
values. At the same time, 2,000 teammates who had completed
the ‘Values and Ambitions’ or ‘Values and Purpose’ courses9 in

3 show that the confidence and unity of teammates during the challenging period
The results of the Decathlon Teammates Barometer, which changed little compared to 2019, the previous 18 months also took part in the reflection process.

of the health crisis remains strong.

9. Courses provided by the Decathlon Exchange structure, see page 37

22 NFRD 2020 23

WORK ORGANISATION IN FRANCE
DURING A CRISIS PERIOD
In 2020, as a result of the Covid-19 crisis10, most of the stores
were successively closed in accordance with the national
lockdowns. The closures, which lasted several months, led
to the partial activity of our store teammates and most of the
service lines of business.
The situation was different in the logistics sector: several sites
never closed, while others closed just for a few days. Decathlon
was able to direct all the operational teams to e-commerce
during the lockdown period.
Given the new situation at the end of the crisis, the teammates
had to make changes.
In particular, the store teams reorganised schedules to prepare
for reopening in accordance with the new social distancing
rules, and to welcome customers and users under the best
possible conditions.
As for the logistics teammates, they continued to invest in digital
commerce, while also resuming store deliveries. Thanks to the
flexibility introduced in the logistics working time modulation
DECATHLON TEAMMATES BAROMETER
The internal Decathlon Teammates Barometer (DTB) survey assesses the implementation of key positive values each
year, by asking more than 39 questions. It is sent out to all teammates and in 2020, 84% of teammates responded,
or 65,873 teammates. Thanks to this regular review, it is possible to obtain a reliable comparison of data on human
values and take quick corrective action.
Over the year, the results obtained during the health crisis showed that the level of basic human values remained
largely unchanged and revealed the resilience of the Decathlon organisation, which can be put down to the
commitment, trust and solidarity of the teammates.
PREVENTING PSYCHOSOCIAL HAZARDS
Psychosocial hazards are defined as all the elements which
can weigh on an employee and which could undermine their
psychological integrity in the workplace. They are complex and
dependent on multiple factors.
To help prevent these hazards, a team of volunteers was formed
in France, then extended to an international network in 2019.
To start with, the ‘Better Being’ team sent a questionnaire to
the countries to evaluate their level of knowledge in this area,
as well as their needs. The results showed that the need to
communicate is greater in those countries where Decathlon's
presence is more recent or with a small number of teammates.
Based on this observation, the team was able to put together an
official project with the following five priorities:
  Formally recognise and communicate a framework of
autonomy with the key guidelines for reducing psychosocial
hazards.
  Set up a toolbox that includes training to raise awareness.
11. Examples: "I have the right equipment for working remotely", "My family organisation is very well suited to remote working", "I have set up my own personal working system".
24 NFRD 2020
system, it was possible to respond quickly to requests to adjust
the teams' schedules (reorganising set schedules and days
worked for volunteers, in compliance with the exceptional legal
measures).
For the services, remote work has been supported and
supervised by the human resources teams. As of September
2020, the ‘framework’ for remote working during the Covid-19
health crisis was drawn up and shared. This is a simple
framework that is fair and whose objective is to prioritise
remote working whenever possible, while maintaining team
cohesion and a community life.
So that the remote management system runs as smoothly
as possible, teammates and department leaders now have a
managerial remote working guide.
Finally, leaders and teammates now have access to a self-
assessment grid. This is used to assess where they are11 in
relation to remote working and to get support from their human
resources manager and their leader whenever necessary.
These new working conditions were easier to implement
because of the general level of trust among the teams that had
been established by the leaders, as well as the teammates’
ability to perform their duties independently.
  Build a global network with local relays (internal or external)
to support the project locally.
  Communicate simply and in real terms about psychosocial
hazards and offer inspiring testimonials.
  Map and measure the risks by setting up a survey in each
country.
In 2020, the principles of autonomy were formulated through
six golden rules, such as “I take care of myself” or “I take time
out to play sport”. A training programme was then created to
raise awareness of psychosocial hazards and made available
to the country human resources managers.
Finally, in response to the Covid-19 crisis, the country leaders,
human resources leaders and Better Being relays were
given a document called “Best practices to avoid feeling
isolated". Since then, a second document has been added for
a more comprehensive list of all best practices in the area of
psychosocial hazards.
10. CoronaVirus Disease.
COVID-19:
SUPPORT CELL
To support those teammates who need it, a
France support cell was set up in March 2020.
On the initiative of a human resources team, this
cell is made up of 17 volunteer counsellors who
are trained in coaching. The objective is to offer
teammates counselling and support, or to refer
them to their human resources managers or a
psychologist if necessary. Preventive calls were
also made to certain teammates in vulnerable
situations, to check on their mental health. Finally,
collective support workshops were offered and
provided through videoconferencing. This is
targeted support that is nevertheless open to all
teammates who want it, and which will continue
in 2021.
Emergence of problems
SITUATION REGARDING EXPATRIATES FACING COVID-19
Faced with this exceptional situation, the principle of subsidiar-
All the countries in which Decathlon operates have had to face
ity resulted in the teammates feeling distanced from their home
the same Covid-19 health crisis, despite different political and
country. The crisis, exceptional by its nature and magnitude, ex-
economic situations. Consequently, the reactions and methods
aggerated the distance between expatriates and their country
deployed to deal with the situation have varied from one
country to another. Whether it was the quarantine conditions
of origin, occasionally creating instability in both the formal and
informal networks. A survey revealed the need to build stronger
or the restrictions on movements, the experiences of expatriate
ties with the country leaders and give them more support. This
teammates during this period varied, depending on if they were
feeling was accentuated by the very different ways in which the
in Australia, India or the Philippines.
crisis itself was managed in each country.
Expatriate appraisal
Action plan for 2021
During the crisis, Decathlon maintained its principle of
In response to the expectations of expatriates, the France
subsidiarity, allowing each country to decide locally on what
mobility team has prepared an action plan for 2021. A
action plans they wanted to put in place. These responsibilities
psychological support line will be set up to prevent psychosocial
are held by the country leaders who had to adapt to the lack of
risks and give everyone the opportunity to express their needs
certainty and choose the plan of action for their teams.
if they so wish. The support line is aimed at both teammates
In order to review the past year and have the expatriates' and their spouses. Support groups will be formed to stimulate
appraisal of the events, the mobility department, located in discussion and sharing among teammates. Finally, expatriates
France, sent them a questionnaire. 163 out of 294 teammates who have not had an interview on a regular basis will be
responded. Even though 96% of those who replied felt safe, automatically contacted to review their situation.
certain warning signs were highlighted. For 57% of the
teammates, the lockdown was relatively trouble-free. However,
almost 25% of them felt it was a challenging or very challenging
experience.
25
 Diversity and inclusion DIVERSITY AND INCLUSION
In accordance with Decathlon's corporate vision, teammates

AWARENESS AND ACTION are ‘completely inclusive and open to everyone, and we reflect
the society that we want to be a part of’. To put this vision into
practice, one of the objectives is to attain gender parity within
TESTIMONIAL

SOPHIE CRIQUELION,
FOR A MORE INCLUSIVE SOCIETY
Decathlon's teams throughout the world by 2026.
PACESETTER DIVERSITY
To achieve this and promote inclusive recruitment, the
measures taken in 2020 were:
PROJECT

Evaluation: “The enthusiasm surrounding the 'Diversity

Decathlon's vision advocates an inclusive work environment that is open to everyone. To achieve the goal of gender parity In order to make job offers more inclusive, a certain amount and Inclusion' events is a great success. It
within the company by 2026, each country is implementing its own human resources strategy. of work was done to update and rephrase them. This project, is important that these issues become key
initiated by Belgium, Portugal and Canada, aims to give priorities within Decathlon. Because of each
Several initiatives to recruit, assess and train teammates were The health crisis has had a disproportionate effect on the everyone the opportunity to identify with the positions and get country's different historical and cultural
launched in 2020. Thanks to the ‘Diversity & Inclusion’ webinars, poorest populations. To support people in vulnerable situations, a better idea of how they could fulfil the roles. At the same time, pasts, the problems facing them are unique.
attended by 150 people from all over the world from within and Decathlon France set up a partnership with the Vendredi the interpersonal skills, development criteria and assessment
outside Decathlon, it was possible to share these initiatives and platform by allowing teammates in lockdown to become The place of women in India, the fight against
criteria have also been updated since the end of 2019.
draw inspiration from what works elsewhere. involved in an association. obesity in Belgium, the fight against racism
Decathlon France, which has been committed to integrating By reasserting the key role of sport in social integration, the Recruitment: in Brazil, etc. Sharing these differences
people with disabilities over a period of 20 years, signed its company is also pursuing its commitments to associations at Portugal and England have introduced a new method to have a and finding out about the best practices of
7th agreement with Mission Handicap in 2020. The company the national level such as the Apprentis d'Auteuil foundation recruitment process that is as fair as possible and to promote other companies leads to improvements.
committed to increasing its efforts in the area of recruitment, and the French second chance schools (E2C). parity. The process is carried out by a group of four people (50% The opening of these events to external
integration, awareness building, job retention and relations with women and 50% men), from writing the job advertisement to participants is also crucial. The goal is to
the protected environment. the interview stage. Prior to this, the recruiters are trained and share experience, inspire people and make
made aware of unconscious biases (e.g. through conditioning use of existing initiatives to change society!”
and beliefs) so that they are able to put things into perspective
and identify their influence on recruitment.
PEOPLE AT DECATHLON IN FIGURES
AS AT 31/12/2020 Training:
International network:
The Decathlon Academy's leadership training for women,
The ‘Diversity & Inclusion’ event was held in September and
put together in France six years ago, is now being exported

59.3%
December 2020, to promote discussion on best practices in
internationally. Its goal is to help women gain confidence,
the sports product distribution and design business sector

3.2%
WOMEN LEADERS draw up their career objectives in line with their ambitions and
at international level. Open to internal as well as external
develop their potential.
participants, these discussions were attended by almost 170
OF TEAMMATES WERE FRANCE 27.1%
people from Decathlon and various other companies from
OF TEAMMATES UNDER 29 YEARS OLD SPAIN 42.7% 45 different countries. This great success demonstrates the
growing interest in these key subjects.
IN FRANCE POLAND 51.4%

1.14%
HAD A DISABILITY
4% in Italy, CHINA 52.2%
0.9% in Hungary INDIA 14.9%
WERE OVER 55 YEARS OLD
0.84% in 2019

HIGHLIGHTS IN 2020
1 to promote inclusion and diversity within the teams.
In accordance with our corporate vision, we have developed initiatives around the world
FOCUS ON INDIA
2 practices; it is open to any person outside the company who wishes to participate and contribute to it.
The international network, which is dedicated to diversity and inclusion, was created to share good internal In India, the diversity team has been doing important work over a number of years to achieve gender parity. The various
measures that have been implemented include a recruitment day dedicated to women and placing taxis at their disposal so
that they can return home after work in complete safety.
3 within the teams in order to improve the conditions for the integration of people with disabilities.
Decathlon France renewed its 7th handicap agreement to continue building awareness and training
These efforts are paying off, since the percentage of women has risen from 13% two years ago to 30% today.
At the same time, the country conducted a study to analyse the relationship between diversity and productivity. It showed

4 We are pursuing our commitment to associations in order to promote social integration. that above the threshold of 30% of women, there are benefits in terms of efficiency.

26 NFRD 2020 27
 DISABILITY
DISABILITY AGREEMENT
For the last 20 years, Decathlon has been committed to the
integration of people with disabilities in France.
In January 2020, the company signed the 7th disability
agreement in collaboration with Mission Handicap and its
social partners. The agreement is aimed at the stores, services
and logistics teams, and has the following four objectives: the
recruitment plan; induction within the company and awareness
building; integration; job retention and the development of
relations with the protected environment.
The goals include: an employment rate of 6%; training for human
resources managers, leaders and elected members of the
social and economic committee (CSC) through the Decathlon
Academy; as well as certain technical and organisational
arrangements. The aim of Decathlon France is to guarantee the
application of this agreement before December 2022 thanks
to a network of referents (80 disability referents and 8 network
referents).
SUPPORT DURING THE COVID-19 CRISIS:
To preserve jobs and provide the best possible working conditions:
  70 job evaluations (warehouses, stores and all the services combined) were conducted.
  14 remote working stations were created: ergonomic seat, office layout, computer monitor
and app for participating in videoconferences.
  Counselling was provided, with a diagnostic analysis of the situation in relation to the work environment
and cognitive appraisal.
 All leaders managing people with disabilities were contacted to review the situation.
28 NFRD 2020
SOCIAL INTEGRATION
Driven by the aspiration to be a humanist and socially committed The objective of the project is to develop the commitment and
DUO DAY IN FRANCE company, Decathlon France has initiated actions aimed at societal impact of each site, but also to mobilise teammates
As a result of the second lockdown in France, it wasn't possible creating links with associations over the last four years. The around these partnerships. The objective of the Quality of Work
to hold the Duo Day, an event where each site is encouraged to objective is to develop local sustainable projects on the subject Life team is to achieve a partnership with an association for
welcome a person with a disability for one day. Consequently, of sport to promote integration and diversity on our playing each store.
raising disability awareness used a digital format this year. On fields. Confident in the view that sport promotes integration In 2020, the QWL referents chose their specialisation and
19 November, 100 people with disabilities as well as a number of and social cohesion, Decathlon has chosen to work alongside selected a cause to support: disability, senior workers, gender
organisations (IME12, Cap Emploi, ESAT13, etc.) were treated to a several associations at national level, such as E2C (the second parity, psychosocial risks or integration. This measure aims to
number of internal and external testimonials and a presentation chance schools), the Apprentis d'Auteuil Foundation, FACE promote greater involvement in each project. 23 QWL referents
of Mission Handicap. Ten Duo Days were maintained in a (acting against exclusion foundation), Defense Mobilité, 60,000 decided to specialise in Integration in 2020.
physical format or through videoconferencing, at the regional Rebonds, Viens Voir Mon Taff, Sport in the City, Proxité and Areli
Two aspects for promoting integration: solidarity and
warehouse in Bouc-Bel-Air (13), at the store in Saint-Omer (62) Emergence.
recruitment. On the solidarity side, two new programmes were
and at the warehouse in Cestas (33), for example.
developed in the year:
The Soliday'cathlons, which are solidarity team meetings
organised in partnership with associations, began at the end of
2019. From December to January, 11 meetings were organised
involving 170 Decathlon members, and reaching 113 people.
TESTIMONIAL This promising initiative had to be put on hold for the rest of the
year due to the Covid-19 crisis.
MIRJANA PAVLICEVIC
DIVERSITY LEADER, A partnership with Vendredi14, a community engagement
platform that emerged during the lockdown. Thanks to this
DECATHLON CROATIA
system, teammates in lockdown were able to get involved
in voluntary projects such as presenting their profession to
“With the 'Recruiting People with Disabilities' secondary school students, tutoring or even identifying points
project, we wanted to offer everyone the of contact for women experiencing domestic violence. In total,
opportunity to work in a healthy environment 43 Decathlon employees joined a programme in France.
with colleagues who practise sport on a At the same time, on the recruitment side, raising awareness
daily basis and participate in their own about increasingly inclusive recruitment has intensified and
development and that of the business. a new training course emerged as a result: recruiting without
In Croatia, the percentage of people with discrimination.
disabilities is 12.4%. We hired people who
are deaf, deaf and mute, blind, visually
impaired and people with Down syndrome.
Each partnered work experience removes any
prejudices, highlights the problems so that
they can be better understood, develops our
ability to adapt and empathise, and helps the
company to grow.”
RECRUITMENT IN FRANCE
The Covid-19 health crisis had big repercussions on recruitment,
although the decline varied according to the sector in order to
IT-RELATED SERVICES
adapt as closely as possible to the fluctuations in business Recruitment fell sharply during the first lockdown and broadly
activity. speaking, the decline continued throughout the year. This
decline can be explained by the need for a shift of focus towards
skills associated with key services and applications, as well as
SPORT AND PROCESSES e-commerce.
In these services, which had recruited a lot in previous years,
Overall, the probation period failure rate increased slightly.
recruitment was temporarily frozen (90 in 2020 v. 287 in 2019).
This can largely be explained by the uncertainty surrounding
the economy and certain new strategic priorities that have
IN-STORE ACTIVITY emerged.
Recruitment dropped (300 in 2020 v. 486 in 2019), with a
significant drop in April associated with the first national
lockdown.
WORK-STUDY COURSES AND TRAINEESHIPS
The only work-study contracts to be frozen were those in
sports and processes. However, there was an overall drop in
LOGISTICS recruitment, with the exception of the Decathlon Essentiel
Business was barely affected, with the figures remaining stores.
unchanged.
Traineeships also dropped sharply in April and November,
during the two lockdowns.
12. IME: Institut médico-éducatif (medico-educational institute). 14. https://www.vendredi.cc/
13. ESAT: Établissement aide au travail (employment support institute).
29
 Human rights in the value chain HUMAN RESPONSIBILITY
IN PRODUCTION
SHARING OUR AMBITION Decathlon entrusts the production of its sporting goods to a
worldwide panel of suppliers categorised according to industrial

FOR PEOPLE WITH OUR SUPPLIERS 75%

processes. The company's aim is to maintain long-term
relationships with them based on trust. The teams based at the
Decathlon production offices are in charge of this relationship
with suppliers on a daily basis. They verify compliance

84%
according to their commitments under the Decathlon code of
conduct.
Decathlon's responsibility is to ensure that all human and environmental issues are addressed at every level of the
manufacturing and production chain of our products, for its teammates, product users, service providers and suppliers.
PURCHASING POLICY
Our code of conduct, which was completely revised in 2017, updated audit grid, as well as through the regular presence on So that a maximum number of people can practice and enjoy
responds to the social and environmental issues highlighted by site of Decathlon's local production teams . The methodology the benefits of sport in the long-term, the Signed Sports product
international organisations (ILO, OECD, etc.) and in particular: for making the process more reliable and implementing offering is aimed a variety of sports.
RANK 2 PRODUCTION
Human Rights (child labour, forced labour, debt bondage, long-term corrective measures is under constant improvement. These products are designed by the Signed Sports teammates
freedom of association, discrimination, decent living wage, SITES RATED A, B or C
This whole organisation enabled Decathlon to maintain a and manufactured by Decathlon suppliers, using 15 industrial
etc.), health and safety (work environment, building safety, relationship of trust with its suppliers despite the global crisis, processes (see p. 72).
etc.), management of chemical substances, respect for and to ensure compliance with established health protocols
the environment, responsible materials15, corruption, and once the factories resumed their activity.
management and communication with employees. This THE ROLE OF BUYERS RANK 1 PRODUCTION
In 2020, 84% of our rank 1 suppliers were managing their
document has been signed by all our rank 1 component and
human risks to an acceptable level17 according to our criteria;
Like all teammates working with Decathlon product suppliers, SITES RATED A, B or C
product manufacturers. product and component buyers are trained in certain
we are looking to increase this figure to 90% by 2026.
The application of this code of conduct is verified by means fundamental matters as soon as they start working in this
of an internal and external audit system based on a regularly- sector, such as detecting unacceptable critical situations
among the requirements in the social requirements grid. The
buyers then integrate the results of the follow-up audits as Three types of investigation are carried out during audits:
well as the action plans into the panel's performance review. visual, documentary and interview. On the basis of this
During this review, buyers may revise the purchasing forecasts information, the auditors fill out a grid and obtain a score
INDICATORS upwards or downwards depending on the results of the audits ranging from A to E:
AS AT 31/12/2020 and action plans followed up by Decathlon's teams. They may
consider terminating the relationship if the supplier still does A: optimal and innovative risk management.
not meet expectations after a certain period of time, despite the

2,178
support provided. B: Decathlon's target, i.e. risk management that is sufficiently

1,339
PEOPLE IN PRODUCTION AUDITS AT DECATHLON
To assess production conditions through a process of audits,
RANK 1 AND RANK 2 SUPPLIERS PRODUCTION TEAMMATES SUPPORTING Decathlon instructs OPM SD (operational process manager in
SUPPLIERS ON A DAILY BASIS sustainable development) and HRP (human responsibility in
production) auditors who are trained in-house. In 2020, there
were 38 SD OPMs spread over 20 countries and 42 auditors
based in countries of production. Decathlon also uses external
auditors. In 2020, 62% of audits were conducted by internal
auditors.
On establishing a new partnership with a supplier, the supplier
undertakes to comply with Decathlon's code of conduct and
HIGHLIGHTS IN 2020 minimum requirements. The purpose of the audits is to verify
that the 12 chapters of fundamental human rights for workers
robust to avoid immediate and long-term risks.
C: risk in connection with a process if such process is applied
in the long term.
D: immediate but not unavoidable health risk.
E: unacceptable level. This implies there is a direct risk of death
or direct pollution of the local environment.
In the event of C, D or E scores, Decathlon asks for an action
plan to be implemented; if this is not done, Decathlon reserves
the right to terminate commercial activity conducted with the
supplier.
Decathlon works with three types of supplier:

1
We focussed awareness of responsibility and autonomy for both our teammates and our suppliers, as well as health and safety conditions are being applied  Partners - 45 suppliers who share a common vision and
correctly. values, with whom a relationship of trust is established. They
in order to pursue our development strategies with maximum efficiency and applying the most demanding criteria.
produce more than 32.3% of the company's global output.

2 with 84% of our suppliers rated A, B or C at the end of 2020, 2% less than in 2019, for rank 1.
We maintained the performance of our panel during this year blighted by the health crisis,  Strategic key account suppliers with whom Decathlon has a
relationship based on sustainable performance.
 The rest of the supplier panel, with whom Decathlon does not

3 We continued to develop access to training, in order to maintain the development of our teammates' skills. have a close relationship. These suppliers represent less than
20% of the global output.

4 We rolled out the Tackle Forced Labour programme.

The deadlines required for implementing remedial actions
vary according to the type of supplier. The frequency of
audits also varies according to the country and its human and
environmental risks: the higher the risk, the higher the frequency
of audits.

15. See Appendix Code of Conduct: www.sustainability.decathlon.com. Video: https://youtu.be/NUcsxXs6k78

16. See 2015 RDD (pages 106-112) for our evaluation methods.
17. Minimum requirement: level C in our rating system.

30 NFRD 2020 31
 ACTIONS IN 2020
In 2020, the production teams carried out a major update to
the HRP and environmental grids for the constant increase of
supplier autonomy and to continue to combat forced labour.
A vast supplier self-assessment campaign on HRP was also
conducted using a new mobile tool (AssessGo): 809 self-as-
sessments were carried out. This result was speeded up by
the health crisis. The aim is to foster responsibility in suppliers
in the long term and to support them in their development
towards autonomy.
Sustainable Development Autonomy is part of this vision
of supplier autonomy. The Autonomy project was created
in 2019 and is aiming for 100% of our partner suppliers to
be autonomous by 2025. This ambitious programme took
the sustainable development team almost a year to develop.
Its goals are to guide our suppliers towards ever-improving
sustainable performance, to foster their agility and efficiency
through decision-making and self-assessment, and to improve
the industry in matters of sustainable development.
Once all the technical requirements have been satisfied (a
process that takes several months), the supplier will obtain
Sustainable Development Autonomy status
In 2020, six partners joined the programme and 14 confirmed
that they will be participating in the coming months.
MANAGEMENT
OF THE COVID-19 CRISIS
During this year of global health crisis, Decathlon
made sure that it maintained its connection
with suppliers. Despite the circumstances, the
teams managed to continue the monitoring
exercise thanks to supplier self-assessment,
questionnaires and a reporting system. When
the plants were operating, the teams ensured
that health restrictions were implemented in
accordance with government requirements,
including through webinars and a dedicated
guidebook. Decathlon also undertook to honour
all the orders that had been placed and shipped
by its suppliers during this period.
THE PREVENTION OF FORCED LABOUR
According to the International Labour Organisation, more than
25 million people worldwide were suffering under circumstances
of forced labour in 201919. Despite there being an audit process
applied throughout the value chain, each country has its own
regulatory constraints which do not necessarily cover all of
Decathlon's requirements in terms of human rights. Driven
in particular by the Modern Slavery Act* in 2015, and then by
the duty of vigilance in 2017, Decathlon has strengthened its
commitment to vigilance in three areas related to modern
slavery: forced labour, responsible recruitment by our suppliers
and debt bondage.
*Global Slavery Index - Legislation.gov.uk
In 2019, the investigation carried out with the VÉRITÉ
organisation in Thailand had confirmed our suppliers’ need for
skills on how to integrate these issues in their relationships with
recruitment agencies and in the management of dormitories.
It was decided to launch tests in India where there are the same
needs, and then replicate them in Thailand and other countries
potentially at risk.
- An assessment grid for recruitment agencies was tested with
two suppliers.
- A good practice guide on freedom of movement in dormitories
was distributed to suppliers.
- The Combating Forced Labour training programme was rolled
out in the international production offices. It will strengthen the
skills of auditors in detecting this kind of practice.

PRODUCTION SKILLS
In production, priority in 2020 was placed on bolstering the
training of teammates via the Decathlon Academy. With a
development plan tailored to each business line and regular
monitoring, each teammate is responsible for improving their
skills.
In production at Decathlon, the bastions of sustainable
development are:
 Production leaders: they visit the factory every week to control
quality and are also trained in sustainable development skills.
83% of them had been trained at the end of 2020.
 Production managers: they are the managers of the
production leaders. They oversee the smooth running of
production in all areas: quality, sustainable development and
operational excellence.
 Operational process managers in sustainable development
(OPM-SD): they are the referents for sustainable development
in production. In their capacity as experts, they must be
autonomous in all matters and capable of disseminating
information on them. They are in charge of competency and
Decathlon’s requirement standards, and they are the key
players for integration and compliance regarding sustainable
development issues.
 Auditors on assignment: they are production leaders or
production managers who wish to contribute to sustainable
development in production issues through the certification of
their audit skills and the time spent on this assignment.
All must have acquired and received certification of the three
core skills within the first three months of their training.
At the end of this training period, they will be able to:
  detect unacceptable situations in respect of people and the
environment;
  organise and capitalise on an HRP (Human Responsibility in
Production) or environmental audit;
  detect a risk related to the use or presence of chemical
substances.
These skills are vital for the application of the whole strategy
of our suppliers’ compliance with human and environmental
issues. They are mandatory for teammates who visit plants.
Teammates must subsequently learn additional skills. These are
just as important, as they expand the teammates’ knowledge
of the environment, fire risks, the principle of continuous
improvement and the detection of forced labour.
To reach the maximum level of training and become a referent
on the subject, certification is required from the skill leaders18.
Their role is to develop the network of referents, ensure the
training tools are up to date and available, and ensure an
optimal requirement level. In 2020, the role of skill leader was
strengthened to expand the range of skills offered and lead the
network. While the teammates still have a role in their training,
skill leaders provide supervision of the process and ensure that
the level of skills is maintained.
Based in France, the industrial buyers are part of Decathlon's
industrial organisation. Their skills are also certified by the skill
leaders. Their role is to make strategic purchases and they liaise
with Decathlon's in-country production teams and suppliers.
Lastly, in 2020, several series of webinars were organised.
They were accessible to all (some were attended by more
than 500 people), and enabled teammates to improve their
skills on climate change, forced labour, autonomy and human
responsibility in production.
TESTIMONIAL
KRISHNA KUMAAR DHAMODARAN
PRODUCTION TEAM LEADER, REFERENT ON COMBATING FORCED LABOUR
“25 million people worldwide are the victims of modern slavery and all actors may face this situation.
As a company, we sincerely believe that it is the responsibility of every Decathlonian to protect the
interests and welfare of the workers who help us manufacture our products.
Since 2016, we have made progress in improving our skills in this area and in boosting our resources,
but we must keep up our efforts in order to achieve a responsible supply chain. To achieve this, we
must also strengthen our teams and industrial partners, continue to roll out our tools for identifying
potential risks, keep increasing our expertise for effective and sustainable mitigation, and lastly, build
on our connections with potential external partners to go further and faster.”
SUMMARY OF 2020
1 Two sets of guidelines were issued for industrial partners: 2 A webinar was created to perfect the skills of teammates:
 Dormitory guidelines: minimum standards to ensure the Structured around the 11 indicators of forced labour, it aims to
health, safety and freedom of movement of our workers residing foster awareness in OPM SDs of the consequences and help
in a dormitory. These standards are in line with statutory and them to be vigilant in the field.
human rights standards.
3 A tool was set up for use by the network of auditors:
 Ethical recruitment guidelines: minimum standards to
Tested in four countries over the year, this new tool allows
ensure that all our workers, especially migrants, have been
auditors to detect forced labour on site. Having achieved
recruited by procedures that comply with ethics criteria, and
satisfactory results in relation to the target, this tool is expected
are protected from exploitation, discrimination and recruitment
to be rolled out on a massive scale in 2021.
fees.
Read about the Code of Conduct, dormitory guidelines and ethical recruitment guidelines at:
https://sustainability.decathlon.com/legal-documents

18. Skill leader: leader of skills. 19. ILO Report, Alliance partnership, November 2019: https://www.ilo.org/wcmsp5/groups/public/---ed_norm/---ipec/documents/publication/wcms_716931.pdf

32 NFRD 2020 33
 Health and safety At Decathlon, each country is responsible for coordinating the
health and safety of teammates, customers, service providers
THE PRIORITY IN TIMES OF CRISIS
and sports users, in accordance with the principle of subsidiarity More than ever, support for teammates was the top priority of

PROTECTING OUR EMPLOYEES

and the local regulations. However, being autonomous does not
mean being alone.
It is for this reason that safety is conveyed by the leader (local,
the health and safety team throughout the year. The Covid-19
health crisis illustrated how highly ranked in the list of business
priorities are physical health and difficult working conditions.
Decathlon has taken measures both in terms of health and

AND STAKEHOLDERS
store or country) and safety referent pairing. The objective
safety (new protocols), and the prevention of psychosocial risks
for 2020 was that each country should work with a referent
(support cell) (see page 24). At the end of the first lockdown,
to support, assist and challenge it. The health crisis slowed
each teammate was invited to review their state of well-being
down the process designed to achieve this goal. Currently, 58
with their leader.
countries have a referent, i.e. more than 92%.
Ensuring the health and safety of teammates, customers and service providers is a priority at Decathlon. Through safety measures CONTACT MAINTAINED
and processes, the attention paid to keeping the work environment safe and fulfilling for everyone is of utmost importance. THE IMPACT OF COVID-19 BETWEEN THE SAFETY REFERENTS
The global crisis has had the effect of stimulating Decathlon's
Given the health crisis, Decathlon had to redouble its efforts to In 2020, the four annual health and safety meetings were
strengths; as a result, the company has progressed despite this
meet its own demands. However, Covid-19 has demonstrated transformed into about 20 digital seminars. This maintained
context. These strengths include the major role played by local
just how robust its health and safety protocols have been in the contact between the teams so that the Covid-19 crisis
management working in collaboration with the global network.
protecting teammates. could be managed more effectively. At the end of the year, two
Consequently, the countries were inspired to share and
Globally, within Decathlon itself, the health and safety measures videoconferences announced the priorities for 2021. As a result
reproduce best practices, whilst adapting to local constraints.
taken have helped to reduce the spread of the virus. of these regular exchanges, the level of satisfaction regarding
The crisis also led to increased confidence in the importance of network operations increased four/five-fold.
The global crisis has also served as a reminder of how important
the leader/referent pairing. The role of the referent is to ensure
it is to attend to the physical health of teammates and the
that the level of local awareness is sufficient. To reach this
difficulties encountered in their work. Despite already being 195 QWL LEADERS IN FRANCE IN 2020
correct level, the relationship must be relevant, challenging and
a key consideration for Decathlon, measures were stepped Since 2020, the QWL leaders are divided by subject; they are dedicated to a
caring.
up both in terms of health and safety and the prevention of specific topic according to the site requirements and human potentialities.
psychosocial risks. Covid-19 has also shown that Decathlon's health and safety
protocols are robust and reliable in effectively protecting
teammates over the long term. The results at the end of 2020
HANDICAP 97
prove that the company has succeeded at global level in
maintaining the highest standards in preventing the spread of INSERTION 38
contamination within its scope of activity.
Finally, from May onwards, when the first lockdown was lifted, SENIORS 35
HEALTH AND SAFETY AT DECATHLON, IN FIGURES store business was much higher than the annual average for
AS AT 31/12/2020 the same period. A positive point which shows that users need PROFESSIONAL EQUALITY 19
Decathlon products and that they trust the company.
PSYCHO-SOCIAL RISKS 6

93% 195 50 295 20 40 60 80

OF TEAMMATES FELT SAFE
IN THEIR WORKPLACE
QUALITY OF WORK LIFE RELAYS
in France
OCCUPATIONAL ACCIDENTS
SAFETY UNITED REFERENTS
IN FRANCE IN 2020
around the world
compared with 480 in 2019

FOCUS ON ITALY
Having been hit particularly hard right from the first The good communications between Italy and Decathlon
lockdown, Italy gathered together a team of experts to United were also invaluable in being able to make progress

HIGHLIGHTS IN 2020 draw up action plans in accordance with government

announcements. This analysis was used to guide the teams
in a challenging context. Given that Italy was one of the first
European countries to be confronted with Covid-19, it also
through the protocols that needed to be implemented when had to quickly translate the procedures put in place so that

1 during the Covid-19 health crisis.

Robust health and safety protocols, deployed in all the countries, kept teammates as safe as possible the sites were open as well as when they had to close. the other countries could make use of them.
Despite a fast-changing context, with constantly evolving Finally, from the start of the first lockdown, following the
government measures to be observed, the teams death of a teammate from the Covid-19 virus, external

2 The role of the safety referent and country leader pairing was renewed. demonstrated excellent responsiveness. They managed to
adapt when, from one week to the next, the rules governing
psychological assistance was deployed. It was available to
teammates who needed it throughout the rest of the year.
access to the sites by teammates and customers, or
3 helped to maintain a constant link between safety managers.
The operation of the Decathlon safety referent network around the world customer information, had to be changed.

34 NFRD 2020 35
 Skills and development DECATHLON ACADEMY
The year 2020 was marked by a significant drop in face-to-face In order to improve the user experience and satisfaction rating,

CREATING training. In reaction to this situation, the teams created digital

versions of many of the training courses. In order to give this
process some structure, the teams developed an educational
many developments are currently in progress or pending
development.
The features of the Decathlon Academy platform:

FULFILLMENT TRAJECTORIES
Training employees throughout their professional lives is a key part of maintaining the skill levels needed to gradually
transform business strategies.
The purpose of training at Decathlon is to give each teammate
the opportunity to perform their duties, whilst being as fulfilled
as possible in their work. To achieve this, the company provides
all the tools needed for teammates to maintain and develop
the know-how and interpersonal skills to perform their duties.
Created at the end of 2019, the Decathlon Academy platform
provides digital and face-to-face courses in a single location as
well as in dedicated physical exchange locations.
Faced with the Covid-19 crisis, the teams have demonstrated
their ability to adapt quickly and maintain training standards.
TRAINING AT DECATHLON, IN FIGURES
AS AT 31/12/2020
Despite the complex situation, the goal was to do everything
possible so that teammates could continue to develop their
skills. To achieve this, many face-to-face courses were adapted
to a digital format and, when classroom training was permitted
once again, a strict health and safety protocol was put together.
2020 also marked the start of the Decathlon Academy platform
being deployed around the world. The objective was to offer
everyone a career development plan adapted to their needs.
course called ‘Transforming my face-to-face course into a
remote course’ as well as some best practice guides. These   A skills development plan that can be personalised by each
transformations required to create digital versions are to teammate
complement the face-to-face training offer without replacing it.   A network of referents that is organised and available by skill
When it became possible to resume face-to-face training, the set
priority was to adapt the health and safety measures, which were   Face-to-face and digital courses by skill set
decided by the human resources department, to the training. To   Information on responsibilities by job title for every sector
this end, the team created an official framework of new rules to
  A platform that is accessible on computer, smartphone and
be observed during indoor training courses. Given that some
tablet
of the courses are mandatory (EPI*, SST*, safety integration,
Capitanat20), these were the first face-to-face courses to start   A mapping of the skills level of teammates
up again when the stores reopened. Later on, other courses A digitised reference document of skill sets has also been put
were also restarted with reduced numbers. This decision had together, covering all of the company's sectors and professions.
major repercussions for the Decathlon Academy team because It is available in French and English so that it can be used by all
most (80%) of the training was provided face-to-face by local of Decathlon's entities abroad.
referents.
Worldwide use of the platform in 2020:
At the same time, 2020 was an important year for the Decathlon
Academy team with the deployment of the platform that was   492 course creations consisting of face-to-face and digital
launched at the end of 2019. Available in 65 countries, local training, as well as other educational materials
teams are now working to translate and adapt the content for   506,144 digital sessions
their country. Currently, the platform has 2,000 users per day   179,583 users
and it obtained an average rating of 6.6/10 for the question:
“Would you recommend this platform to your colleagues?”

14 51 16 DECATHLON EXCHANGE
DECATHLON EXCHANGE CENTRES COUNTRIES ADOPTED THE DECATHLON AREAS OF EXPERTISE In 2020, the priorities were:
around the world ACADEMY DIGITAL PLATFORM ARE AVAILABLE ON THE
DECATHLON ACADEMY PLATFORM  The opening of new Decathlon Exchange embassies to
spread the corporate purpose, values and culture. Six new
countries were added, thereby expanding the existing network:

88% 100
Croatia, Slovenia and Serbia (one embassy in Croatia for the
three countries), Italy, Morocco, Turkey, Bangladesh and
Colombia. In addition, the teams were expanded in China and
OF TEAMMATES DECLARE THEY TAKE DECATHLON ACADEMY PHYSICAL SITES ACROSS THE WORLD India, with 4 new embassies in total, for closer relations with
the teammates.
RESPONSIBILITY FOR THEIR OWN ADVANCEMENT TO LEARN AND SHARE EXPERIENCES
 Digitisation, with a full redesign of the Decathlon Exchange
website and the creation of new training modules. So that
training could continue despite Covid-19, courses on the
basics, which were initially face-to-face courses, went digital.
And, as soon as the restrictions were lifted in September, both
the face-to-face and digital activities resumed.
After the lockdown, the teams also set up a ‘Working with
HIGHLIGHTS IN 2020 Since 2005, the objective of the Decathlon Exchange teams, Uncertainty’ workshop.
which are present in 14 countries, is to give teammates the Finally, a podcast on the personal appraisal was made available

1
Access to training for each teammate, everywhere in the world, was maintained thanks to a digital format support they need to dare to take on Responsibility so that to everyone on YouTube.
and the implementation of robust health and safety protocols for face-to-face courses. everyone assumes a proactive role and is accountable for
their project. The goal of the training sessions is to pass on the

2 to ensure the consistency of skill levels among teammates, for the same job.
International deployment of the Decathlon Academy platform continued across all sectors values, core purpose and basic human values of Decathlon.
They encourage every teammate to experience fulfilment at
work, within the context of the company's global transformation,
while seeking to promote empowering management.

20. *EPI: Équipier de première intervention (first aid worker); *SST: Sauveteur secouriste du travail (workplace safety warden); *Capitanat: Training to introduce the future safety captain (see p 35)
to the procedures and tools that they must master on their site.

36 NFRD 2020 37
 Sharing shareholder value SHAREHOLDING
Shareholding is an opportunity for teammates to invest in FOCUS: THE REPERCUSSIONS
FAIR REMUNERATION their business over the long term and to take part in a shared
adventure. It gives them an opportunity to understand the
economic and financial aspects of the company, to feel more
OF THE COVID-19 CRISIS
As a result of the lockdown, the share value had to be

FOR THOSE WHO CONTRIBUTE

involved, responsible, and to build up assets. With teammates re-valued and, consequently, the DECAVAL fund was
who contribute to economic performance, shareholding is an temporarily frozen. During this period, the Decathlon
asset for the company that makes it more attractive. teammates were unable to withdraw funds. To alleviate
this problem and give beneficiaries of the DECAVAL

TO OUR PERFORMANCE
Decathlon teammates are given this information by the 500
shareholding relays in all the countries concerned. The relays’ fund the option to carry out their plans and/or honour
mission is to ensure that everyone gets the same information their commitments, Decathlon decided to provide free
through a detailed explanation of how the shareholding scheme bridging loans at a 0% interest rate.
works. A new reason for early release in France
In 2020, the shareholding scheme was made available to a new Following the lockdown, the French state decided
The needs in terms of skills and human capital are constantly evolving, and Decathlon is committed to taking a stance and country, namely Israel, bringing the total number of countries
empowering people. to add a new reason for the early release of funds:
that can access the scheme to 42. This means that 52,301 domestic violence. This should allow beneficiaries
teammates could benefit from the shareholding scheme this of the fund who are victims of domestic violence to
To achieve this, strategies focused on recruitment, remuneration
year. access their funds in order to pay for costs associated
methods, the continuous development of skills and employee
shareholding have been put in place. with separation. Please note: The reasons for releasing
funds early are used to release funds before the end of
The main objective is to compensate teammates fairly according
the legal lock-in period of 5 years.
to their contribution to the development of the company's
performance and to their creation of value. Teammates are
involved in the economic performance of the company through
a compensation package and share ownership. By sharing the
creation of value, Decathlon's overall compensation package
can be competitive on the labour market in France and in the
other countries where it operates.
HOW IS EUR 100 FROM A TEAMMATE INVESTED IN THE DECATHLON EMPLOYEE SAVINGS INVESTMENT FUND CALLED DECAVAL?

IMPLEMENTATION OF THE DECATHLON VISION €30 RESPONDING TO REQUESTS TO RELEASE FUNDS

EUR 70 are invested by Decathlon to implement the EUR 30 are used by Decathlon to respond to requests
Decathlon Vision and long-term strategies such as: by employees to release funds:
REMUNERATION AT DECATHLON, IN FIGURES
- "I promote a better quality of life", - "I have to insulate my house",
AS AT 31/12/2020
- "I make clean and healthy transport possible", - "I have to change my boiler",
- "I am 100% focused on local community", - "I have to change the windows in my house",

62%
"I aspire to responsible growth", - "I am buying a house",

55.9%
- "I act as part of a regenerative economy", - "I am having my 3rd child",

€2.178 billion
- "I participate in an inclusive society". - etc.
€70
OF TEAMMATES BELIEVE THAT
OF EMPLOYEES ARE SHAREHOLDERS
THEIR REMUNERATION IS FAIR
52,301 shareholders in 2020 PAYROLL IN THE WORLD
in relation to their responsibilities
15% more than in 2019
and performance

TESTIMONIAL

LOUISE CHEKROUN, ISRAEL COUNTRY LEADER

"The teammates were eagerly awaiting the shareholding scheme. They are delighted to be able to take
HIGHLIGHTS IN 2020 advantage of this Decathlon benefit which did not previously exist in Israel. It is an important project which
took two and a half years for the teams to complete, and we managed to finalise it despite Covid-19. The

1 With the opening up of the shareholding scheme to Israel, the latter was available to 43 countries in 2020.
2 The remuneration of country leaders now includes a bonus based on extra-financial performance.
launch event was unusual in that it was done by video, on 12 October 2020, and viewed by the 250 employees
concerned.
Our stores were closed for three and a half months out of the year, resulting in a significant loss of sales.
However, sales remain ahead of the set objectives. As the share price was not devalued given the positive
results, it made even more sense to open up the shareholder scheme.Finally, we offered everyone who was
interested in investing the opportunity to multiply their investment tenfold (capped at 25 shares).”

38 NFRD 2020 39
 Deligthment with our products THE QUALITY DEPARTMENT PROCESS:
DRIVING QUALITY AT ALL
ENSURING THE SAFETY OF PRODUCTS LEVELS OF THE VALUE CHAIN
Global Quality Performance is driven by the quality department,  Technical approval: ensuring that user needs are met in line

AND SERVICES, DEVELOPING which leads the action plans integrated into the entire Decathlon
ecosystem, and deployed by a network of referents throughout
the world. This performance is based on listening to and
with safety and regulatory obligations, translated into technical
design requirements, validated and controlled step by step

CUSTOMER SATISFACTION
Decathlon designs and orders the manufacture of its own
Decathlon Brand products. The requirements regarding safety,
as well as customer and user satisfaction, are at the heart of
the Quality teams' concerns, throughout the value chain: from
design, during manufacture and up to the point of sale and
product use. The team's mission is to highlight the non-quality
risks in order to find the appropriate prevention and remediation
solutions quickly, in collaboration with a network of dedicated
agents.
This management system is based on an integrated network
of team members, led by Quality Referents, located throughout
the world.
The quality of the products is still controlled during their sale:
Decathlon responds to all questions from sports users on
toxicological aspects and the product design teams monitor
customer online reviews to correct and continuously improve
the quality of their products. The consideration of this quality
requirement is now also being studied in the context of the
second life of products, particularly repaired products.
understanding the needs of customers and users in terms of
safety and satisfaction. The position of the quality network is to
shed light on the risks and to co-construct solutions with all the
company's stakeholders. It involves a high level of consistency
and continuous improvement.
This performance is driven by key responsibilities:
 Performance management: ensuring consistency of quality
and continuous improvement
 Skills management: ensuring that each teammate is able to
act and react according to their level of responsibility
 Risk management: déterminer avec précision sur chaque
périmètre les éléments de vigilance
 Supplier management: checking the correct transmission
of key points of achievement in the industrialisation and
production chain
 Management of non-conformity: detecting deviations
as early as possible, blocking and isolating non-conforming
products and being able to resolve situations quickly to ensure
user safety
This set of responsibilities is reflected in the overall
performance indicator that is user satisfaction.
All these actions, which involve a complete network of
teammates, require a range of skills that are monitored and
maintained through a “skills matrix”, so that each resource is
used optimally, at the right time and in the right place.

THE QUALITY AND SAFETY OF DECATHLON PRODUCTS IN FIGURES INDICATORS

AS AT 31/12/2020 AS AT 31/12/2020

69% 1,072 84.6% OVERALL USER RATING

1.5 MILLION
OF USERS ARE DELIGHTED WITH PRODUCTS ARE RETURNED, OF SUPPLIERS ARE INVOLVED

MORE THAN FOR DECATHLON PRODUCTS:

THE USE OF OUR DECATHLON PRODUCTS per million products, due to failure IN CHEMICAL SUBSTANCE MANAGEMENT, having
1 point more than in 2019 or non-satisfaction signed the Decathlon Restricted Substances List

86.9% 2.4 DAYS TO INITIATE ACTION,

CUSTOMER REVIEWS COLLECTED
4.48/5
PRODUCTS FROM OUR DECATHLON BRANDS, and a response sent in 58 days to answer
TESTED FOR TOXICOLOGICAL COMPLIANCE a question or skin reaction issue

HIGHLIGHTS IN 2020

1 reinforced safety and security for our users, ensured product quality through a strong and united network,
The quality management system was reaffirmed in 2020 through 3 major strategic axes:

PRODUCTS
reduced costs and environmental impact due to non-quality.

2
Quality Risk matrices were deployed in order to precisely analyse the quality risks for each perimeter, 1 RESELL 2 REPAIR 3 DONATE 4 RECYCLE 5 DISCARD
in an independent manner. Thus, each country leader, in conjunction with their referent,
defines their own means of detection and remediation, for optimised responsiveness.

3 by the company, in order to guarantee the trustworthiness of all the products sold or repaired by Decathlon.
The Quality process was integrated into all new forms of selling products and product durability deployed
First and foremost, Decathlon encourages the resale, repair and donation of a repaired product;
if donating is not an option, it is recycled or, failing all else, discarded.
4 to maintain our chemical risk standards in all our production plants.
We developed remote training for our suppliers during the health crisis,

40 NFRD 2020 41
 A VIBRANT AND ORGANISED NETWORK FOR CONSTANT RISK MANAGEMENT
AND A CONSISTENT LEVEL OF QUALITY
The Quality team is composed of a support team and a network
integrated within the various Decathlon design, manufacturing
and sales teams around the world. Each country appoints
a Quality relay to take full responsibility locally and make
decisions as quickly and efficiently as possible.
The support team assists all the Quality referents in detecting
their risk within their area of responsibility and co-writes a
management system with each of them to cover this risk.
The roles that ensure product quality and user satisfaction
at Decathlon:
The network consists of over 400 agents, at different levels
of involvement. The referents make the necessary processes,
tools and skills available to ensure that the Quality system is
followed.
In order to maintain this level of quality, the production teams,
for example, have a role in training suppliers so that they are
increasingly autonomous in this area. There are two main
objectives:
 Knowing how to detect non-conformity in order to remove
products that do not meet the requirements as early as
possible from the production line and being able to provide
the appropriate solution, thanks to the correct use of tools and
settings.
 Working together to be able to control the critical points of
our products.
In 2018, a new audit grid was implemented, allowing Decathlon
teams to check the control processes in place at supplier
sites. In 2019, following the observation of a reduction in the
frequency of audits (linked to the increase in production check
points), new quality referents were trained and certified, in order
to strongly remotivate suppliers.
This skills management was undertaken in 2020 with the
integration of e-learning into Decathlon Academy, enabling all
stakeholders, and in particular product and process engineers,
to increase their knowledge of quality processes.
LIMITING DECATHLON'S ENVIRONMENTAL IMPACT
BY THINKING ABOUT QUALITY UPSTREAM AND DOWNSTREAM
FINDING A SOLUTION FOR EACH DISCARDED
PRODUCT BEFORE THROWING IT AWAY
At the time of each quality corrective action, products are
discarded because of their entire non-conformity. Sometimes
these non-conformities are related to a colour or a size, but not
to anything that questions user safety or product durability. In
2020, the Quality team therefore looked for new ways to list
products with a corrective action, in order to limit the number
42 NFRD 2020
DURABLE, REPAIRABLE, QUALITY PRODUCTS
The training sessions are reinforced with network meetings.
Referents can regularly exchange good practice and help each
other to maintain their performance and develop their skills.
In 2020, the quality of products remained stable even if the
number of tests decreased, in connection with the health
situation.
RISK MATRICES:
ANALYSIS FOR BETTER SUPPORT
Three years ago, the Quality team launched a project
aimed at providing all the company's entities with a
risk matrix on the Quality component. Through a list of
questions, these matrices allow each leader to assess the
risk for their scope, as well as the associated coverage,
with a resource dedicated to quality management.
The intrinsic risk at country level is measured by the
number of stores, the traceability of safe products
and the management of chemical risk compliance,
among others. Quality performance also informs the
local leader on the costs of non-quality and Customer
Satisfaction on their priorities.
In 2020, 97% of countries assessed their risk locally.
This makes it possible to have a global mapping of the
company's risks and to support the countries with the
greatest impact or those that ask for help.
This risk analysis method will be rolled out to the Signed
Sports and Process teams, as well as our production
teams, in 2021 and 2022.
CONTROL PLAN
AND SUPPLIER DEFECTIVE RATES
THE RAW MATERIALS ARE USED
of destroyed products as much as possible. According to the
sorting criteria, the products follow a circuit of progressive
elimination of solutions. They are therefore repaired, donated,
recycled, or destroyed if no solution can be found by the Quality
manager.
The breakdown for the sports products involved in this
approach in 2020 was as follows: 17% donations, 23% repairs
and 59% other categories (See methodology note 47, p. 135).
21. Plastic welding process.
22. CMR: Carcinogenic, Mutagenic, Toxic for Reproduction.
23. SUP: Stand-Up Paddle.
CASE STUDY: THE STAND UP PADDLE
As it was perceived by the general public as an unsustainable,
polluting and fragile product, the Stand-Up Paddle was identified
by the iTIWIT teams as a product that could be improved,
from the design to repair phase. A lengthy comparison study TÉMOIGNAGE
on materials, based on life-cycle analysis established that it
was not possible to substitute PVC with any other material, in OLIVIA STAAL,
the light of current research: a less polluting alternative would ITIWIT QUALITY MANAGER
make the product more fragile.
As the major harmful element of PVC is mainly linked to its “The key to continuous improvement and repair
solutions is really the work between the Signed
destruction (burning chemical materials, too few recycling
Sports, Process and Workshop teams. It is by
solutions), it was the lifespan and reparability that needed to
be extended to make it more sustainable, in addition to the integrating all the stages in the product's life, by
postponing the end of life as far as possible, that
continuous improvement of the design.
The Welding process21 and iTIWIT therefore worked together we will sustainably reduce our impact.”
to find less impactful design solutions, including the
substitution of CMR glue22. In 2020, three SUP23 products were
manufactured with clean glue and 100% of the range will be
manufactured using this process in 2022.
In order to ensure the durability of the product, the two
200,000
challenges were firstly, to maintain continuous improvement
and secondly, to increase the number of repair solutions, while
at the same time streamlining the process (increasing the
number of solutions and parts also increases the impact of the
MORE THAN
repair process).
ITIWIT STAND-UP PADDLES
In 2018, customers were asked to test the “Do It Yourself”
were sold worldwide in 2020
repair kit, which revealed its shortcomings: the sometimes
insufficiently reliable repair meant it did not last. Repairs
are now carried out in the Regional Workshops, which have
doubled their number of repair solutions, increasing the
4,500
number of repairable SUPs from 19% to 40% in 2020. Thanks
to continuous improvement by the design, repair and quality
teams, the repair services cover 70% of breakages. MORE THAN
Today, the crucial point is the link with the Workshops, which
qualitatively report all possible types of breakage, in order to REPAIRS WERE CARRIED OUT
continue to increase the repairability of the product. i.e. 3,000 T. CO2 eq. were saved
MY CONTROL
INCOMING CONTROL ONLINE CONTROL FINAL CONTROL
PLAN
ALL TESTING BEFORE
ALL TESTING DURING
THE PROCESS
ALL TESTING ON
THE FINISHED GOODS
DEFECT LIST
LABORATORY TESTING: INCOMING, ONLINE, FINAL, TOXICOLOGY
43

RPM
RPM (returns per million) is an indicator for the quality of our
products. A deteriorating RPM (increase in the quantity of
returned products) may, for example, be the sign of a design
or production problem, or it may indicate user dissatisfaction
with the use of the product. For the analysis to be relevant, we
look at the evolution of this indicator over time rather than its
raw value.
RPM = (quantities returned / quantities sold) * 1,000,000
CHEMICAL RISK MANAGEMENT:
ACCOMPANYING SUPPLIERS TOWARDS CONTROLLED KNOWLEDGE
As in all production-related processes, chemical risk is
managed across the board, with the objective of ensuring
supplier autonomy by raising their level of competence on the
subject.
The project leader defines the test methods and the frequency
of checks. The quality managers for Decathlon brands and
industrial processes set up and coordinate the suppliers on
all the substances to be controlled, the frequency of these
control plans and the corrective actions to be implemented.
PARTICIPATING IN EXTERNAL INITIATIVES TO SHARE EXPERTISE COLLECTIVELY
AFIRM's Restricted Chemical Substance List (RSL) includes
international information on regulations governing the use of
chemicals in finished products for the textile and footwear
industry. Decathlon's chemical risk management teams have
been using this list since 2018. It is sent to suppliers as a
reference tool to check and protect against chemical, health
and environmental risks. This list is updated every year and
covers all the materials used in Decathlon products.
Today, 84.6% of suppliers working with Decathlon undertake to
comply with this list of substances and thresholds.
Decathlon is also inspired by all the work by the ZDHC initiative24,
in everything concerning the management of chemical risks
and the treatment of waste water, mainly in the textile process.
Decathlon launched a pilot test in the factories in 2020,
scanning products25 at 43 supplier sites in Vietnam and India to
automatically identify risks associated with the use of products.
24. ZDHC: An initiative that brings together a global ecosystem of organisations to build common guidelines
44 NFRD 2020
QUALITY RETURN RATE FOR DECATHLON PRODUCTS
PER MILLION PRODUCTS AS AT 31/12/2020
2016 2017 2018 2019
2020
1,269 1,158 1,159 1,213 1,072
Relays are assigned to field train suppliers so they have a
better understanding of risks at all levels: on their supply chain,
regarding product compliance and on handling substances or
combining them with each other.
The Quality team also ensures the quality of the relationship
with sports users on these subjects to answer their questions
as quickly as possible. In 2020, action was initiated in 2.4 days,
and a response was provided in 58 days.
Decathlon has been a member of the AFIRM collective since
2018, to exchange with other retailers on chemical risk. This
involvement aims to:
 harmonise laboratory tests (sampling guides, improved
statistics)
 improve the reliability of processes
 increase the competence of suppliers on a larger scale
 increase our impact with the authorities in order to share a
demanding and relevant regulatory rate, better integrated into
industrial processes
Concerning the work of the AFIRM collective, Decathlon
organised a symposium in November 2019 in Bangalore (India),
bringing together the various member brands in this initiative
and laboratories, which enabled progress to be made on all the
subjects of the working group.
for the use of less hazardous chemicals: https://www.roadmaptozero.com - 25. BHive Solution.
INTERVIEW
MELANY AUGER, CHEMICAL RISK MANAGER IN PRODUCTION
What is your mission and role?
My mission is to ensure that the chemicals used in the
manufacture of Decathlon products are safe for workers,
sports people and the environment. On a daily basis,
I ensure that the chemicals used in the factories are
handled and stored in a way that is safe for workers and
the environment. I also analyse the test reports carried out
following the manufacture of our products to check that no
hazardous substances are detected, in order to ensure user
safety and the conformity of our products. The crucial point
is to maintain the highest level of training for suppliers,
so that everyone is responsible and aware of the level of
risk involved in using chemicals, and so the suppliers are
autonomous in detecting anomalies and ensuring that
everyone is safe from chemical risk.
How is a non-conformity detected
and its remediation managed?
Regarding the design teams, the product engineers are of
course sensitised and trained, and the purchasing teams
are increasingly involved in the process of corrective action
and the follow-up of an anomaly if this is detected on our
products or in the factory.
PRIORITY RISK SUBSTANCES
Several of Decathlon's Signed Sport and Process teams are
heavily involved in research to substitute existing chemicals
and offer a more respectful alternative, without reducing
product performance.
2020 saw some notable advances:
 The Signed Sport OXELO26 substituted its old glues, validating
formol-free glues27 and PAH-free inner tubes
IMPACT OF COVID-19 ON PRODUCT QUALITY
 Thanks to risk management, stocks of sensitive products, such as those containing PVC, could be quickly traced
and moved to other more suitable storage areas.
 The reliability of the training on compliant/non-compliant texts shows that the quality of products remains stable,
even though the number of tests decreased.
26. Decathlon Signed Sport for skateboards and rollerblades. - 27. Formaldehyde-free glue.
28. Industrial process for woven textiles. - 29. Industrial process of plastic welding.
30. Industrial process for heavy stitching.
Our main relays are the local auditors, who carry out human
and environmental audits in the field. They are the ones
who detect the non-conformity, inform the supplier and
the chemical safety referents. In 2020, the number of field
audits decreased due to the health crisis. Local chemical
risk referents train our suppliers in the management of
chemical risks in industrial environments, the “Chemical
Risks in Production” training course was followed remotely
by many suppliers (5 in India and a hundred in China) and by
the production teams in order to strengthen their skills and
encourage self-assessment.
How is your role evolving?
Chemical risk management in production is a key element
of the product chain, but it relies on a network in reality,
involving all the players in the supply chain. With emerging
issues such as nanoparticles and endocrine disruptors,
chemical risk will take on a major role in the coming years.
This is especially as we are moving towards a circular
economy model: what will be the importance of chemical
transformations linked to product recycling? This is
something we are actively working on.
 Recycled plastic was integrated gradually, while maintaining
technical performance, notably in the BeOne scooter
 The Woven process28 provided 20% of its models as PFC-Free
(target of 70% by 2021)
 The Welding process29 substituted its process with a
CMR-free glue
 The main components in the Heavy stitching30 process were
PFC-free in 2020 (100% of references in 2021)
45
 PRESERVING 'Preserving nature' represents

NATURE
a major pillar of the group's commitments
and covers three wide scopes of action:

THE PLEASURES OF SPORT

IN A PRESERVED ENVIRONMENT
1_FIGHTING AGAINST
CLIMATE CHANGE AND
PROTECTING BIODIVERSITY

2_DEVELOPING A
RESPONSIBLE OFFERING
AND CONSUMPTION

3_REDUCING WASTE
DECATHLON IS COMMITTED TO THE UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS:
AND RECYCLING

46 NFRD 2020 47
 OUR COMMITMENTS FOR 2026
1. FIGHTING AGAINST CLIMATE CHANGE AND PROTECTING BIODIVERSITY
ISSUES 2026 COMMITMENTS ACHIEVED 2019 ACHIEVED 2020

9 kg 9.2 kg
40% reduction in our carbon intensity CO2 eq. per CO2 eq. per
Climate change between 2016 and 2026 product sold product sold
0.2% less than in 2016 2% more than in 2019
1% more than in 2016

75% reduction across scopes 1 and 2

-14% -20%
In our stores
and warehouses
100% renewable electricity by 2026
58.9% 58.7%

90% of our purchasing volumes are produced from 279 512

suppliers autonomously managing their CO2e emissions suppliers suppliers

90% of our purchasing volumes are produced

from suppliers who have defined their CO2e objectives
N/A 10%

1_FIGHTING AGAINST
in line with the SBTi criteria

At our

CLIMATE CHANGE AND

90% of our purchasing volumes are produced
suppliers from suppliers who only use renewable electricity
5.8% 14%

PROTECTING BIODIVERSITY 90% of our purchasing volumes are produced

from suppliers who have an energy efficiency strategy
9.9% 25%

37
0 coal consumption at our Rank 1 suppliers Rank 1 suppliers
N/A using coal

Transport <1% of our products are transported by air

2.69% 4.03%

DECATHLON IS COMMITTED TO THE UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS: 100% of our new French Decathlon-owned stores
carry the Signature Biodiversité accreditation
Biodiversity N/A 2 stores
10% of our French property portfolio
incorporates the Nature First initiative

The Transition Plan was drawn up in 2020. Some indicators were created following the deployment of strategies and will therefore be available in 2021.

48 NFRD 2020 49
 1.1_Strategies and stakeholders BREAKDOWN OF OUR GHG EMISSIONS BY SCOPE
TONNES OF CO 2 EQ.- AS AT 31/12/2020
For greater clarity, the difference in proportions in terms of tonnes CO 2 eq. between scopes 1,

COMMITTED TO
2 and 3 is such that we have volontarily distorted the scale of measurement in the graph so it
is easier to make comparisons.
11,443,989 T. CO2 EQ.

GLOBAL OBJECTIVES 10,678,367 T. CO2 EQ.

10,856,643 T. CO2 EQ.

The Paris Agreement was signed in 2017 by States coming together to respond to an urgent need to reduce greenhouse gas 9,656,618 T. CO2 EQ.
emissions that have a direct impact on global warming. In 2018, the IPCC's panel of experts set this maximum increase at 9,337,086 T. CO2 EQ.
1.5°C by 2100.

At the end of 2020, on the fifth anniversary of the Paris to measure, define strategies and trajectories and be assessed
Agreement, the UN announced the formation of an international by external initiatives such as SBTi, NZI and ACT, in order to SCOPE 3: other indirect emissions (supply, transport, use, end-of-life, etc).
coalition to achieve the goal of global carbon neutrality by guarantee goals that are commensurate with the climatic
2050. Decathlon is committed to this objective, with the desire situation.

INDICATORS
AS AT 31/12/2020

2% 10% 15%
181,557 T. CO2 EQ.
166,309 T. CO2 EQ.
160,247 T. CO2 EQ. 152,651 T. CO2 EQ.
139,944 T. CO2 EQ.
INCREASE IN CO 2 EMISSIONS REDUCTION IN CO 2 EMISSIONS REDUCTION IN SCOPE 2 - MARKET-BASED METHOD: indirect emissions from energy consumption
PER QUANTITY SOLD IN 2020 BY TURNOVER IN 2020 OVERALL EMISSIONS
Compared to 2016, Compared to 2016,
Compared to 2019,
i.e. 9.2 kg CO2 eq./product in 2020 i.e. 0.86 kg CO2 eq./Euros31 in 2020
3% increase compared to 2016
9 kg CO2 eq./product in 2019 0.94 kg CO2 eq./Euro in 2019

25,428 T. CO2 EQ. 26,858 T. CO2 EQ. 27,026 T. CO2 EQ. 25,065 T. CO2 EQ. 26,453 T. CO2 EQ.

SCOPE 1: direct emissions

2016 2017 2018 2019 2020

HIGHLIGHTS IN 2020 BREAKDOWN OF OUR GHG EMISSIONS BY ACTIVITY

AS AT 31/12/2020

1 We continued to deploy our strategies to reduce our carbon impact at all levels of the company. PRODUCT MANUFACTURING 49% SITE CONSTRUCTION
2 and define our contribution to carbon neutrality.
We relied on external initiatives: NZI, SBTi, ACT to assess our trajectories
AND OPERATIONS
3%
3 and ensure our resilience.
We launched a climate risk assessment project to define our climate adaptation strategies
RAW MATERIALS EXTRACTION 20% PRODUCT USE 8%
4 per product sold by 40% by 2026, and we set up strategies to self-finance these actions.
We assessed the cost of our carbon impact, the cost of measures to reduce our carbon intensity
END OF SERVICE LIFE TEAMMATE AND
FOR PRODUCTS 6% CUSTOMER TRAVEL
PRODUCT TRANSPORT 3% 11%
31. Turnover excluding tax.

50 NFRD 2020 51

OUR STRATEGIES
MONITORING OUR INDICATOR
FOR CARBON INTENSITY PER PRODUCT SOLD
We experienced a 2% increase in kg CO2 eq./product compared
with 2016. The main reason for this was the rise in the emission
intensity from our product impact. This increase was mitigated
by the simultaneous reduction in other impacts.
Explanations:
PARTICIPATION IN ACT
ACT is an external initiative founded by ADEME (French
environment and energy management agency) and the CDP
(Carbon Disclosure Project), to assess the feasibility and means
of achieving the company's carbon reduction objectives.
Beyond the trajectory and ambition, ACT measures the concrete
strategies and action plans deployed within the company. FOCUS
The score is made up of a value corresponding to a
Why track the evolution of carbon intensity per
performance score (between 1 and 20), a letter that returns an
turnover, alongside carbon intensity per product
overall evaluation reflected in 6 additional criteria, including the
integration of the carbon issue into the business model (scaled sold and the overall volume of GHG emissions?
from A to E), and finally a trend score to indicate in which The calculation of intensity by product, which
direction the company’s score is expected to evolve (- / = / +). followed the monitoring of overall GHG emissions,
made the most sense for the company. Tracking
this evolution gives us a good understanding of
the impact of strategies on actions related to
product design, for example. This evolution is
a reflection of the company's daily efforts and
concrete actions.
OUR STRATEGIES In 2020, Decathlon obtained a score of 15B=. This result Monitoring carbon intensity by turnover is linked
TO REDUCE OUR EMISSIONS underlines the ambitious emission reduction targets that to the necessary change in Decathlon's business
model: we can no longer rely solely on the sale
cover the entire value chain, the significant involvement of
management in this commitment, and the range of actions to of products to claim to be participating in a
PRODUCT ECO-DESIGN: engage our suppliers and customers in our approach. sustainable way to reducing global impact and
creating sustainable value. It is therefore our
RESULTS, SEE PAGE 72 This result also highlights the need to accelerate the deployment financial performance that can be measured.
of action plans to achieve the objectives set. In particular,
NEW BUSINESS MODELS: large-scale eco-design strategies and second-life actions that
SEE PAGE 76 make it possible to increase the lifespan of products (repair,
second-hand products and rental).

 Products: The health crisis led to a change in the type of RENEWABLE ENERGY: In parallel, Decathlon was assessed by the CDP and awarded a
product sold: more sports equipment and fewer textile items. DECATHLON, SEE PAGE 56 score of B. The level of ambition and integration of the carbon
The level of eco-designed products regarding equipment is issue in the strategies were also highlighted. The identified
AT SUPPLIER SITES, SEE PAGE 60 areas for improvement are to identify the opportunities of
lower than for textiles. Therefore, the figure for kg CO2 /product
increased, in spite of the rise in eco-designed textile products. climate change for Decathlon's business and to broaden the
PRODUCT TRANSPORTATION: scope of the emissions audited by third parties.
 Product transport: The weight of products transported by air
decreased, leading to a reduction of CO2 emission intensity per SEE PAGE 62
product regarding transport.
 Teammate transport: There was a significant drop in the ECOMOBILITY: SEE PAGE 74
impact of team members' journeys, directly linked to the health
crisis. PARTICIPATION IN THE NET ZERO INITIATIVE
 Customer transport: Customers generally travel to stores Decathlon's ambition is to contribute to global carbon neutrality
by car. These trips were replaced by home deliveries, which by 2050. To achieve this, its contribution between now and
resulted in fewer CO2 emissions. 2030 is to reduce the company's direct and indirect emissions,
 Renewable energy: The percentage of renewable electricity sequester carbon up to the level of residual emissions linked to
consumption and better energy efficiency remained almost the its activities and go further by contributing to the reduction of
same. emissions of other players.
To achieve its ambitions, Decathlon has joined the Net Zero
Initiative, which aims to set up a common framework to define
each organisation’s fair contribution in order to collectively
EVALUATION BY THE SBT INITIATIVE Read more soon about achieve global net zero, using three major levers:
Decathlon's reporting which
The SBT* initiative validated two of Decathlon's goals for 2019  Reducing the company's own emissions
follows the TCFD
that are compatible with keeping global warming below 1.5°C:  Reducing the emissions of other stakeholders
recommendations
1. To reduce our CO2 emissions on scopes 1 and 2 (energy in terms of climate risk  Developing carbon sinks
consumption and air conditioning) by 75% in 2026, compared assessment and
with 2016. We reduced them by 20% in 2020. Decathlon’s aim is to work together with all its stakeholders
opportunities related to
to ensure the company is on the right track and contributing
2. To engage our key suppliers in defining their own trajectory climate change:
to the global challenge inherent in achieving carbon neutrality.
for reducing CO2 emissions by 2024, on scientific bases. https://sustainability.
decathlon.com Decathlon is currently identifying the relevant projects for which
62 suppliers have now committed to this.
the company is able to sequester carbon.
*SBT website: https://sciencebasedtargets.org/

52 NFRD 2020 53
 MEASURING OUR RISKS
TO WORK ON ADAPTATION SCENARIOS

2 impacts life in stores, the supply chain and at suppliers.

In 2020, work began on modelling climate risks and
opportunities. The objective is to be able to anticipate the
climate data that have an impact on Decathlon's activities and
to avoid the direct consequences, while reducing their direct
impact depending on the issues at stake.
At the end of this work, 4 pilot projects were identified to
monetise the cost to the company of climate inaction, i.e. the
direct financial risk incurred by the company if concrete actions
The rise in global temperature: This rise in temperature
How can Decathlon compensate for the direct consequences of
this increase, which will lead to greater use of air conditioning?
Today, 12% of warehouses and 56% of partner suppliers are
exposed to an extremely high risk of heat waves according to
the RCP 8.5 scenario.

3 polyester: Identifying the risk of rising polyester costs will

towards a reduction in carbon impact are not taken. For each
pilot project, a remediation scenario was devised, together with
an action plan.
Spain is leading this project and is steering it at the United level.
The risk associated with the volatility of the price of
also enable opportunities for greater availability of recycled
polyester to be identified.

4 use of fossil fuels is directly linked to major carbon and

The 4 pilot projects selected, according to the significance of The opportunity provided by renewable energies: The
their impact on Decathlon's activities:
financial impact. Autonomy linked to renewable energies is

1
Water scarcity in the supply chain: A reduction in the therefore a solution to be strongly favoured in order to be part
availability of water for product manufacture will lead to of a low-carbon business operation.
direct increases in production costs and supply difficulties for NEW TOOLS TO CALCULATE
suppliers. Today, 34% of our suppliers run the extremely high
risk of water scarcity according to the RCP 8.5 scenario. THE IMPACT OF OUR ACTIVITY
As a French company, Decathlon is legally obliged to calculate With Metrio, Decathlon has measured the environmental
and communicate its carbon footprint by subsidiary32. The tool impact of 64 countries, covering 90% of the impact of store and
used until now for data collection was showing its limitations, warehouse activity33.
so the dedicated teams wanted to change it for Metrio. This EcoTransIT, is a special tool developed to specifically identify
solution is better adapted to Decathlon's needs, as it enables the CO2 impact of transporting our products. It provides more
analysis of the impacts of each country and to develop local accurate costing details, with more real data and less average
environmental policies. This makes it possible to use it not only or extrapolated data. It also allows for greater precision by
as a calculation tool but also as a management and analysis limiting manual intervention.
TESTIMONIAL tool for the strategies implemented.
Yukan: In line with these technical investments, the Product
In 2021, the aim is to continue developing the tool so that it can Eco-Design team has also been equipped with a new and more
SERGIO GONZÁLEZ, help the sustainable development leaders in the countries to efficient tool for calculating the CO2 footprint of products and
UNITED LEADER IN CLIMATE CHANGE ADAPTATION, SPAIN hypothesise trajectories and develop their action plans. components, so that each engineer can become autonomous
At the launch in July 2020, 36 training sessions were held and make the best decisions.
As a result of the analytical work carried out at the United level, concrete scenarios based on actual and to explain how to collect data in Metrio, followed by several
extrapolated data have been established in Spain. These risks were ranked according to priorities of occurrence question and answer sessions.
and the quality of the quantitative data.
We have distinguished between risks related to the distribution infrastructure and pure climate risks, on which
we can act:
1 - Adapting to direct climatic consequences: We have reviewed the interior and exterior insulation in 6 stores
located throughout the territory, as well as changing the roof to paint it white and thus reflect as much sunlight
as possible. The return on investment in terms of energy savings on these stores is expected in 4 years.
2 - Relying on reliable data: We are working with the IT teams dedicated to sustainable development to insert A NETWORK TO MONITOR
predictions into the calculation databases in order to help decision-making. For the store teams, the objective AND CONTROL PERFORMANCE
may be, for example, to predict the best time to employ a person for the mountain sports aisle, based on all
the climatic data. These data make it possible to accurately predict heat waves. They are assessed from the The objective of the tool at network level is to help with deci- The CO2 Referent Network in production: Responsible for
thickness of the ice cover and the different sea currents, for example. sion-making and autonomy so that each person can take on monitoring CO2 measurement at supplier sites (512 production
the best responsibilities at their individual level. sites measured their CO2 impact in 2020), and 15 people in
3 - In the overall value chain, from procurement to distribution, data is used for the stores to make decisions in
production, responsible for calculating potential reductions and
three areas: Each CO2 referent is responsible for evaluating CO2 emissions
monitoring action plans on site (see page 60).
a. H
 elp in reassessing their product range, in order to source according to real needs related to weather and the appropriate actions to reduce them. The CO2 monitoring
conditions (e.g. water/snow sports); network is composed of several groups of actors, at different The Network of Environmental Data Referents in Signed
b. Making adjustments according to warehouse stocks; levels of the company: Sports and Processes: They are autonomous in calculating
c. Triggering price discounts at the right time. the CO2 impact of the Decathlon products they design. In 2020,
The Sustainable Development Referents in the countries:
15 people had expertise on which impact data to use according
4 - Customer services: Offering to share weather predictions with customers means they can gain a longer-term 50 people responsible for CO2 measurement and reduction
to the industrial process. They are supported by 18 Eco-design
vision of their leisure activities and needs. actions.
Subject Referents and 24 Evaluation Referents.

32. Carbon footprint by legal entity - French law.

33. Based on actual data and, otherwise, estimated data, see methodological note, page 150.

54 NFRD 2020 55
 1.2_Transport supplier warehouse store actions UNITED RENEWABLE ENERGY
At Decathlon, energy consumption is an integral part of every
3 NEW COUNTRIES HAVE COMMITTED
REDUCING OUR EMISSION activity, from the production and supply chain to in-store
activities.
Today, 80% of global electricity production comes from
TO ELECTRICITY CONSUMPTION FROM

THROUGHOUT THE VALUE CHAIN

high-carbon power plants (coal, fuel oil, etc.), which have a RENEWABLE SOURCES:
considerable impact on the planet and are the main cause of
global warming. VIETNAM, POLAND AND SWITZERLAND
Given this situation, Decathlon has made commitments and is 20 new countries have committed to consume
taking action to consume energy in a more sustainable way. 100% of electricity from sustainable resources by 2022
After 2016 and 2019, 2020 was the hottest year on record in
the world. According to the UN, energy is the main cause of
climate change, accounting for 60% of global greenhouse gas
emissions*. The warming of the earth's surface, whose effects
are becoming a little more evident each year, is prompting us to
swing into action to reduce our carbon footprint.
Thanks to the carbon footprint assessments conducted since
2013, Decathlon is aware that greenhouse gas emissions can
only be reduced close to local sources of emissions. This is TESTIMONIAL
why team training strategies, the effective use of measurement
systems and the appropriation of practical action plans in the EMMA WOOLLEY, UNITED RENEWABLE ENERGIES PROJECT MANAGER,
field have never been so important. AND HIKING AND CYCLING ENTHUSIAST
*https://www.un.org/sustainabledevelopment/fr/energy/

“Our goal at Decathlon is to get all our power from more sustainable sources. Currently, most of our renewable
electricity is purchased with certificates of Guarantee of Origin. We want to move towards alternative solutions and
produce renewable energy ourselves through more on-site solar solutions, where possible, as well as Power Purchase
Agreements34. No matter how we switch to renewable energy, we are always looking to have a positive local impact on
the renewable energy markets where we operate.
INDICATORS
AS AT 31/12/2020 Given the challenges we faced in 2020, we weren't able to move forward as quickly as we would have liked. Many of our
teammates around the world have had to deal with reduced working hours owing to the pandemic. Although the project
experienced some delays as a result, our resolve has not diminished. Despite this difficult and eventful year, we made
further progress in three other countries in which we are present (Vietnam, Poland and Switzerland), by switching to

20% 58.7%
renewable energies and having a positive influence on the energy markets locally. We have also laid the groundwork for
more countries to transition in 2021. Finally, we looked at options for consolidating our consumption across multiple
territories and studied the most sustainable solutions for purchasing renewable energy (type of contract, means of
production, production location, etc.).”
FEWER GHG EMISSIONS ON OF ELECTRICITY FROM
OUR SCOPES 1 AND 2 IN 2020 RENEWABLE SOURCES IN 2020
compared to 2016 0.3% more than in 2019

POLAND
In 2020, Decathlon Poland started its TESTIMONIAL
transition towards more sustainable RADEK POLECHONSKI,
energy consumption, going from 0% to
SUSTAINABLE DEVELOPMENT LEADER FOR DECATHLON
60% renewable energy.
HIGHLIGHTS IN 2020 The goal is to reach 100% by 2021.
POLAND, AND FOOTBALL AND SKIING ENTHUSIAST

The energy comes from the purchase “After several months of work, we succeeded in supplying Decathlon Poland

1
We are supporting endeavours to measure environmental impacts and put together action plans for the country of certificates of guarantee of Polish with local renewable energy sources.
Sustainable Development teams using a new tool. origin, thereby increasing the demand Today, on our sites, 60% of the electricity comes from wind power and we've
for renewable energy in the country and installed solar panels in one of our stores.
2 Leaders is continuing its efforts to integrate these strategies more effectively at the level of each country. Three new
The health crisis is curbing the use of renewable energy internationally. The network of Sustainable Development stimulating growth in the market. We are also participating in the RE-Source Poland hub so that we can
contribute, along with the government and other companies, to making energy
countries are consuming electricity from renewable sources: Vietnam, Poland and Switzerland. consumption in Poland more sustainable.”

34. PPA: Power Purchase Agreements are contracts for purchasing energy from renewable sources.

56 NFRD 2020 57

STRATEGY IN FRANCE
In France, Decathlon's primary goal is to be more energy
efficient and to generate 50% of all the energy consumed by the
company from renewable sources by 2026.
This will involve:
 Reducing energy consumption using the following three
drivers: generalising LED lighting, centralised technical
management (scheduled operating times of all the equipment
and temperature setpoints for heating and air conditioning
systems), and monitoring everyday best practices, available to
teammates in a dedicated guide.
 Buying renewable energy via supplier contracts with a
certificate of guarantee of origin. In France, since August 2017,
100% of the energy consumed by the company has come with
this type of certificate.
 Producing more renewable energy at Decathlon's sites by
fitting solar panels on the roofs of stores and warehouses, or
on car park shelters.
Please note: Most renewable energies (wind and solar) are
intermittent sources of energy that cannot be stored. This
means that production has to be constantly matched with
consumption, and controllable means of energy production
(e.g. nuclear, hydraulic, etc.) are required to compensate for
shortfalls.
CHANGE IN ENERGY CONSUMPTION PER YEAR FOR STORES AND WAREHOUSES
PER YEAR WORLDWIDE, IN KWh/M 2, AS OF 31/12/2020
127.2 118
STORES
74 58.1
WAREHOUSES
2017 2018
58 NFRD 2020
SIGNING OF
A POWER PURCHASE
AGREEMENT
In 2020, Decathlon France selected its partner
for the creation of a new renewable energy
production asset. This Power Purchase
Agreement, or electricity procurement contract,
will entail the development of a solar farm in
the South of France. From 2023, this will cover
15% of Decathlon's consumption in France.
This large-scale project is only possible thanks
to Decathlon's long-term commitment to this
future solar farm.
Once the project is completed, the energy used
by Decathlon France will come from a mix of
green electricity generated on the company's
sites, the Power Purchase Agreement and the
purchase of certificates of Guarantee of Origin.
111 98.6
53 51.9
2019 2020
ENERGY INITIATIVES AROUND THE WORLD
PROMOTING SUSTAINABLE DEVELOPMENT
Taiwan
TESTIMONIAL
Since 2018 in Taiwan, 5% of the teammates’ bonuses have been
directly linked to the sustainable initiatives implemented during
the year. To calculate this sustainable performance, the teams
JULIA HSU,
created the Seed Game in order to "plant the seeds" of change. SUSTAINABLE DEVELOPMENT
The objective is to get every employee to play an active role LEADER IN TAIWAN,
in the sustainable development of the company and to take AND DANCE ENTHUSIAST
practical measures to reduce CO2 emissions.
“2020 is the third year of developing the Seed
In 2020, the teams could take action on the following four
Game. This year, we've made some changes to
action levels:
the content. In addition to raising awareness
 education and awareness of teammates, users and partners. among all teammates, we have also been
 production with eco-design and communication on these able to encourage more carbon reduction
products. initiatives! The biggest change over the past
three years has been the participation rate.
 construction and operational matters with, for example,
Awareness about global warming among
renewable energy, the fight against waste or sustainable
teammates is growing all the time and there
purchasing.
is an increasing readiness to take part in
 transportation of teammates, users, or even products. the global initiative, by measuring their own
impact and having their own action plan.”
The goal was to achieve a score of 105,000 ‘seeds sown’. This
target was exceeded with the 1,951 participating teammates
finally reaching a score of 118,863. The 5% sustainable
development bonus will therefore be paid to the teams.
In a few figures, for Taiwan:
29.65% 46% 7.43% 77
OF TEAMMATES USE ECO-MOBILITY LESS WASTE, OF ECO-DESIGNED VALIDATED
TO COME TO WORK compared to 2019 PRODUCTS SOLD ECO-DESIGNED PRODUCTS
PHILIPPINES
TESTIMONIAL
NADÈGE IFF,
SUSTAINABLE DEVELOPMENT LEADER IN THE PHILIPPINES,
AND FITNESS WALKING AND DIVING ENTHUSIAST
“In the Philippines, the public transport system reopened very gradually at the end of the lockdown. Given that this
was the main mode of transport used by our teammates, they found it very hard to get to work; so we had to find an
alternative. In June 2020, at their request, we offered them an unlimited interest-free loan (over a maximum period
of 10 months) to help them invest in the bike of their choice, in addition to the usual 20% discount that everyone gets
on the products of the Decathlon brand. Considering the financial restrictions on our project in the Philippines, this
was the best option we could offer. In total, 32 of the 199 employees of Decathlon Philippines took advantage of the
offer. What's more, in order to compensate for the lack of a bonus this year, each teammate received a €200 voucher
at the end of 2020, which could also be used to contribute to this purchase. Thanks to the offer, 25% of Decathlon
Philippines employees came to work by bicycle in 2020. We hope to do even better next year!”
59
 1.3_Industrial and territorial ecology applied by the suppliers
TRAINING OUR SUPPLIERS
TO POLLUTE LESS
In order to reduce the risk of pollution for local populations and
to maintain sports practice on our production sites, Decathlon
is committed to the ongoing reduction of environmental
impacts due to the production of Signed Sports products. To
achieve this goal, the issues arising from the use of resources,
the industrial contamination of water, soil and air, and CO2
emissions must be addressed jointly with our suppliers.
INDICATORS
AS AT 31/12/2020
512
PRODUCTION SITES
255
RANK 1 AND 2 SUPPLIERS
MEASURE AND MONITOR
INVOLVED IN 2020
THEIR CO2 EMISSIONS
For environmental audits in production, Decathlon focuses on
verifying three main factors:
 On-site industrial water treatment: discharged industrial
water must comply with Decathlon's requirements. In the event
of discrepancy between local standards and our specifications,
we apply the stricter rule.
 Management of hazardous waste (chemical, electrical or
due to production): hazardous waste must not be diluted by
rain or be allowed to contaminate the water table, which is used
notably to extract drinking water.
 Air pollution via fine particles, harmful gases or CO2:
hazardous emissions must be treated and not released into the
air.
Why conduct audits on environmental standards?
To protect the health and safety of populations living near
production sites and plants, and to preserve the local
environment (from waterways to air quality). The aim is to
mitigate the impact of Decathlon’s production sites on the
environment.
60 NFRD 2020
This is why Decathlon carries out environmental audits at
255 supplier sites, primarily targeting those that consume a
lot of water with an industrial process involving, for example,
dyeing, leather tanning, textile printing, surface treatments and
metal painting. In parallel, 512 suppliers have been trained in
measuring their carbon emissions so as to be able to control
them.
80.4%
OF RANK 1 AND 2 PRODUCTION SITES
WERE RATED A, B or C FOR THEIR
ENVIRONMENTAL MANAGEMENT
What kinds of supplier are subject to environmental audits?
To identify the relevant suppliers, Decathlon has chosen an
indicator based on the quantity of wastewater generated per day
per supplier. The teams consider that the more water a supplier
uses, the more likely it is that chemicals will be mixed with it,
thus posing a risk of direct contamination and endangering
the health of local populations. It was therefore decided that all
suppliers generating more than 50 cubic metres of wastewater
per day would be audited. Today, 255 suppliers around the
world are involved, with China, Bangladesh, Vietnam and India
at the top of the list.
Nevertheless, this indicator will evolve from 2021 onwards to
include two objectives:
 A wider range of suppliers subjected to an environmental
audit;
 Improved risk control.
These mainly concern the suppliers of components (textiles,
leather, metals, etc.).
In each of its countries of production, Decathlon deploys OPM
SD (Operational Production Manager Sustainable Development)
referents in charge of leading sustainable development projects
within the plants. Some of them are dedicated to environmental
management and have been trained to conduct environmental
audits. In 2020, there were 14 such consultants. Some of these
audits are conducted by them in-house, while others are carried
RESULTS IN 2020
out externally by a firm of experts applying identical standards.
The external firm is also responsible for the air and water quality
tests carried out during each audit and their analysis.
80.4% of suppliers were rated A, B or C for their
environmental management, according to the
Decathlon assessment grid.
For each country, the local teams use a complete assessment 6% of suppliers obtained an A score
grid for sustainable development (Sustainable Development 22.4% of suppliers obtained a B score
Playing Field). This grid is based on 5 levels: A, B, C, D and E.
Decathlon requires its suppliers to obtain at least a C score. 51.1% of suppliers obtained a C score
They therefore meet Decathlon's expectations.
In the event of a D score, the supplier will have between 6
The rest of the suppliers must take action to
months and one year to implement actions and improve itself.
improve their situation.
With an E score, the supplier will have 3 months to remedy the
problem. The scores are then published within the company
to provide a global view of Decathlon, then on a country-by-
country basis, and lastly according to the process.
THE CONSEQUENCES
OF THE GLOBAL HEALTH CRISIS
As a result of Covid-19, it has not been possible for some
suppliers to be audited this year as the teams decided to
prioritise human risks. The crisis also led to production being
halted (for varying periods of time according to the country
SCIENCE BASED TARGETS*
concerned). The use of less polluting energy sources by our production sites
For a certain time, which varied according to the country,
is essential to drastically reduce the carbon footprint of our
it was impossible for the teams to visit the plants. Where a
Decathlon products. To achieve this, Decathlon aims to reduce
the level of CO2 by 40% per product.
scheduled audit was cancelled, self-assessments were carried
out to maintain contact and keep up the required standards. To successfully complete this transition, the company has
For this purpose, a one-hour training session via a webinar was made a commitment to Science Based Targets initiatives on
provided for the production teams and suppliers, explaining its scope 1 and 2. For its scope 3, the objective is to get 90%
Decathlon's expectations. In total, 160 people were trained. of suppliers (measured in terms of purchase volumes) to set
The aim of this process was to improve their skills, the ultimate their reduction targets using the SBT methodology before the
goal being their greater autonomy. The system has since been end of 2024.
maintained, and a self-assessment is required to be completed *https://sciencebasedtargets.org (see p. 52).
if any audit is cancelled.
In 2021, the priority will be to reinforce the team skills on
RENEWABLE ENERGY IN PRODUCTION
the specific issues relating to water: the quantities used in
production and their treatment, the increasing scarcity of The studies conducted in 2019 in Turkey, China, Bangladesh,
this natural resource and the impact of production plants on India, Vietnam and Portugal helped to gain knowledge about
biodiversity. renewable energy markets and define the cost of a transition to
more sustainable energy in various countries. In 2020, 15.8% of
Since 2017, Decathlon has been measuring the carbon
priority 1* suppliers consumed renewable energies compared
emissions of its suppliers associated with their production, with to 5.8% last year.
the aim of reducing them. In 2020, 49% of Decathlon's total CO2
emissions came from the manufacture of its products. Given In order to continue training Decathlon's teams and suppliers
that most of the energy currently comes from non-renewable on the issues surrounding CO2 despite the health crisis, four
webinars were organised. They were attended by more than
resources (coal, gas and oil), Decathlon decided to help its
suppliers with this transition. Since 2019, the carbon footprint of 400 people.
suppliers has been measured each month using the Resource *Priority 1 suppliers represent 90% of purchase volumes.
Advisor tool. It is now used at 512 production sites. At the end
of 2020, 88% of Decathlon's purchase volumes were produced
by suppliers that measure their carbon emissions (the target is
90%).
61
 1.4_Transport and logistics DECATHLON'S TRAJECTORY
The logistics teams are striving to reduce the carbon emissions

DECARBONISING generated by the transport of products from manufacturing

plants to stores: reducing the distances travelled, optimising
the loads and using means of transport that have a low carbon

THE TRANSPORT OF GOODS
According to the Ministry of Ecological Transition, the volume Between the closed-down factories, shortages of raw materials
of commercial transport production fell by 27.9% in the second and container stock shortages, 2020 will have been a chaotic
quarter of 2020. Even if the third quarter saw a recovery, this year for the shipment of goods and logistics. In order to quickly
historic drop was not without consequences. In total, the impact get Decathlon products to the regional warehouses and stores,
on European transport will have lasted nine months. the teams had to be flexible. Despite the challenging situation,
we had to stick to the commitments made and pursue the
carbon-free plan we had initiated.
INDICATORS
AS AT 31/12/2020
IMPACT OF
footprint are all priorities for our teammates. Thanks to their
optimisation initiatives (lorry filling, short sea, etc.), the level of
C02 per item decreased from 245 g in 2019 to 242 g in 2020.
Decathlon seeks to use carbon-free transport solutions as
much as possible while continuing to control its costs and
AIR TRANSPORT
delivery times. In order to achieve this in Europe as well as
overseas, the aim is to prioritise rail or sea transport. In cases DIVIDED BY 4 IN 2020
where road transport is the most suitable solution, rapeseed oil,
gas or electric power are used whenever possible.
At the same time, the teams are endeavouring to reduce the
need for air transport, particularly regarding the percentage
of air transport shipments that are ‘not due to go on sale’ (i.e. The problems encountered:
not due to leave the warehouse within three weeks of their Until November 2020, a global shortage of containers made
arrival by plane, and therefore not responding to a commercial it more complex for the teams to maintain the rate of goods
emergency). The teammates of Decathlon's brands and leaving the factory.
industrial processes can also view their use of air transport and
During the first lockdown, all air transport was stopped. When
the proportion of this air travel that is useful or not, so that they
business resumed, air transport did increase in order to improve
can make the best possible decisions.
efficiency and in response to the urgency of the situation,
especially for the transportation of fabric masks. To keep this
2020 REVIEW to a minimum, the teams decided to use it only for high-priority
products, given that 20% of the products account for 80% of
In general, the Covid-19 crisis had a very significant impact
Decathlon's turnover.
on international transport, which came to a complete halt for
several weeks. Despite the supply problems, the warehouses
continued to operate in order to maintain global operations,
especially for online orders.
In 2020, 4.03% of Decathlon products were transported by
air compared to 3.2% the previous year (the 2026 target is to
reach 1%). Overall however, the company managed to reduce its
carbon footprint associated with air transport by 20%35.
In order to transform Decathlon's transport system as a whole,
so that it fulfils its commitments, air transport is now managed

20%
throughout the supply chain, rather than by the logistics teams

242 grams
working in isolation. Thanks to the tools used to calculate the
carbon footprint, everyone is accountable and can make the
decisions that are the most suitable for their remit.
OF KILOMETRES TRAVELLED IN EUROPE BY
OF CO 2 GENERATED PER ITEM IN 2020
TRANSPORT MODES WITH LOWER CARBON EMISSIONS
compared to 245 g CO2 eq.in 2019
from warehouses for long-distance imports to distribution
platforms in Europe, compared with 10% in 2019
TRANSPORT IN EUROPE LOGISTICS
At Decathlon, European transport represents 71% of the global While the first lockdown made it difficult to keep up with
impact regarding product transport. In 2020, major negotiations delivery deadlines, the second did not cause any delays. During
were undertaken with carriers to promote gas (LNG-CNG and this crisis year, the logistics teams stepped up to the plate,
HIGHLIGHTS IN 2020 biofuels) and rapeseed powered road transport, “short sea”
shipping (along the coasts without crossing the ocean) and
demonstrating their capacity to adapt and be flexible.

rail transport. Thanks to these efforts, 20% of Decathlon’s To deal with the pandemic:

1 We divided the CO impact of Decathlon's transport by 3/4 at international level.

2
transport in 2020 involved a lower level of carbon emissions.
The goal is to reach 35% by 2021.
 The leaders made themselves more available to the teams.
 More joint meetings were organised in order to reduce the

2 transportation of our products.

The percentage of our carbon-reduced kilometres increased from 10% in 2019 to 20% in 2020 for the In total, the effect of the health crisis on transport in Europe will number of people present and maintain communication.
have lasted nine months.
 Break times were reorganised to minimise interactions

3 We are promoting road transport using gas and rapeseed oil fuels, as well as "short sea" and rail shipping.
between teams.

35. See methodological note, page 139.

62 NFRD 2020 63
 1.5_Biodiversity

COMMITTED TO FIGHTING
THE EROSION OF LIFE
Biodiversity is the diversity of life on Earth. It brings together TESTIMONIAL
the different ecosystems (aquatic, terrestrial and marine
environments), genetic traits and species. It is a source of CHRISTOPHE CHENEVIÈRE
supply, regulation and culture for our planet. Despite its WORKS MANAGER,
importance, biodiversity is diminishing year on year, because AND JOGGING ENTHUSIAST
of land use, over-exploitation, climate change, pollution and
invasive species*, which pose a threat to every living being. “These proactive objectives help to integrate the
Faced with this threat and in order to ensure the sustainability of issues into every property-related sector and
sports practice and its business, Decathlon has been working introduce new requirements into our business
for several years on reducing its territorial impact. This year, a development model. For Decathlon, this means
new step was taken when a biodiversity leader was recruited not damaging nature, reducing the impact of our
to work out Decathlon’s impact on the entire value chain and points of sale on ecosystems, as well as asserting
identify what measures should be taken. our commitment to having a positive approach to
biodiversity.”
*source: the IPBES report May 2019 -https://www.afbiodiversite.
fr/sites/default/files/resume-IPBES_fr.pdf page

UNDERSTANDING AND CHARACTERISING This means that the sum of the ratings achieved for each target
must respond to the environmental challenges so that nature
THE IMPACTS ON BIODIVERSITY can stay natural by continuing to regulate, infiltrate and serve
as a habitat over the long-term. On the first experimental site in
Saint-Malo, the initial assessment prior to the start of work was
 Decathlon joined the ‘Company Committed to Nature’ 42/100. Three years later, it is now 79/100.
initiative in February 2020. In 2021, the company will have to
submit its action plan to protect biodiversity and in 2023, it will 2020 property report
be audited on its results. - Work was carried out on the store that already existed in
 Most of Decathlon's impacts on biodiversity come from the Lorient (France). The car park was completely redesigned and
manufacture of products. To analyse these impacts in more transformed in order to renature the land. Now, the rainwater
detail, the teams used the GBS (Global Biodiversity Score) tool which falls on the car park is infiltrated so that most of it is
from CDC Biodiversité*. The following two different impacts returned to the water table or to form wetlands at the surface.
were identified: - 14 files are being deployed according to the stringent process
- Dynamic impacts that are largely the result of climate change. initiated at our experimental site in Saint-Malo (France): the
objective is for all the work on all the sites involved to be carried
- Static impacts resulting largely from land use.
out before the end of 2022.
In 2021, the next step will be to find a new tool to deepen and
The impact of the pandemic on actions - Hénin Beaumont is in the process of being certified in the first
refine this analysis in order to prioritise the actions to be taken
in favour of biodiversity
BIODIVERSITY AND PROPERTY half of 2021.
to preserve biodiversity.
The objectives set for this year were fulfilled but the reduced The store managers in France have made a strong commitment,
*https://www.cdc-biodiversite.fr/
activity restricted the scope of the initiatives that could have by seeking to take action to preserve biodiversity on their sites.
been conducted to build awareness among the teams. Several projects were initiated in this area in 2020, which marks COMMITMENTS TO
The global pandemic helped to make the general public more a year of transition
aware of the crucial importance of the impact of humans on Methodology
THE ACT4 NATURE INITIATIVE
biodiversity and the urgent need to take action. 2020 should Before starting any building construction and for certain  Environmental certification of our land development for
also have been the ‘year of biodiversity’ owing to some major refurbishments to car parks (given that they were sometimes 100% of new programmes in France bearing the Signature
international events, but which had to be postponed until 2021: built before these issues had been brought to light), Decathlon Biodiversité label.
- The World Conservation Congress36, which takes place every carries out an assessment based on 74 biodiversity criteria.  Renaturation of 10% of Decathlon's French property portfolio
4 years and will be held in Marseille (France). These include ecological continuities, water resources, plant by 2022 using the Nature First approach.
- COP 1537 to be held in China. density, light pollution, the climate and even quality of life. All the
projects are part of an environmental performance approach
governed by the ‘Signature Biodiversité’38 process, while also
benefiting from its specialist expertise. Decathlon's commitment
is to design facilities to promote positive biodiversity.

36. https://www.iucncongress2020.org/en 38. https://signature-biodiversite.com/

37. https://www.climate-chance.org/agenda/2020-un-biodiversity-conference/

64 NFRD 2020 65
 OUR COMMITMENTS FOR 2026
2.1 RESPONSIBLE PRODUCTS AND RANGES
ISSUES 2026 COMMITMENTS ACHIEVED 2019 ACHIEVED 2020

100% of our cotton is from more sustainable sources at

the end of 2020 (recycled, BCI, organic cotton)
95% 100%
100% of polyester from more sustainable sources
by the end of 2022 (recycled, solution-dyed)
Responsible 16% 20%
manufacturing 95% of our materials used for packaging
of materials and from more sustainable and certified sources
88.2% 98.8%
processes
95% of paper pulp used for packaging
certified FSC or PEFC39
14% 58%
Other materials: We identify the main human and environmental risks of materials
used in our supply chain in order to structure our commitments

100% of our products are the result 3.6% of turnover 5.9% of turnover
Eco-design of an eco-design strategy from eco-designed from eco-designed
products products

Industrial and local 90% of our suppliers' sites are ranked

ecology at our suppliers A, B or C in line with our audit grid
80% 80.4%

2.2 COMMITTING TO RESPONSIBLE CONSUMPTION

2_DEVELOPING A ISSUES

Eco-mobility
2026 COMMITMENTS ACHIEVED 2019 ACHIEVED 2020

We share the best eco-mobility practices in different countries and cities…

RESPONSIBLE OFFERING
of teammates in order to minimise the environmental impact of our teammates’ travel.

Réutilisation de nos produits

AND CONSUMPTION
30% of products in our ranges
are classed as reparable
4% 4%
Repair
100% of our reparable products are repaired
by our workshops or by our customers
81.2% 78.9%
100% of our countries have
Second life a second-hand sports product range 7 countries 14 countries

We are developing rental and subscription models to meet

Rental/Subscription the expectations of new consumption patterns

Communication - Awareness-raising
Communication 100% of Decathlon products will have
DECATHLON IS COMMITTED TO THE UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS: about our products environmental labelling by 2026
61.1% 63.8%
Awareness-raising
On average, there is one event per year and per site
actions

39. FSC or PEFC certified pulp.

66 NFRD 2020 67
 2.1_Responsible offer and products ENVIRONMENTAL ASSESSMENT
The environmental labelling programme aims to assign
2020 REVIEW
GIVING OUR CUSTOMERS products with a rating from A to E according to their impact
on the environment. The goal is to inform users about the
environmental impact of Decathlon's products within the same
 Environmental assessment was presented to the French
Ministry of Ecological Transition: As a pioneer on this issue,

THE CHOICE TO CONSUME

category when they make their purchases. The project was Decathlon contributed to the passing of the bill on the circular
initiated 10 years ago, but 2018 was the first year in which the economy. Since then, other retail brands have used the scales
company deployed environmental labelling in its French stores developed by Decathlon.
and online in a dozen or so countries.  An internal network of trainers for product evaluation was

WITH LESS IMPACT
According to the UN, if the world population reaches 9.6 billion human beings by 2050, it would take nearly three planets to
provide the resources necessary to maintain current lifestyles.
Faced with this alarming observation, and given that the
products we sell have an impact on the environment, Decathlon
is taking action at different levels.
Because Decathlon's goal is to make the joys and benefits of
sport accessible to as many people as possible, the company
has ramped up its commitment to eco-designing its products,
in order to promote the environmental transition and activities
that are more respectful of the environment.
INDICATORS
AS AT 31/12/2020
The company is also leading the way in calculating the
environmental impact of its products and displaying
environmental information so that users can make informed
and deliberate choices.
Finally, in fulfilling the goal of taking a more circular approach,
Decathlon is developing new business models that include
second-hand and rental solutions. The company is also
investing in the repair of products to extend their lifespan.
This year, the goal was to build on this momentum and improve
the environmental assessment. Changes were necessary to
make it easier for the design teams to get on board and have
an impact on future products. To achieve this, it was necessary
to define a common framework with the expected degree of
accuracy.
Environmental assessment analyses the entire life cycle,
from the design phase to the end of the product's life. For the
calculation to produce the most accurate result, the tool used
must be efficient, the calculation rules reliable and the database
must be representative of the actual situation. Once calculated,
the indicators are used to shed light on the carbon trajectory
that Decathlon's Sport and Process design teams are aiming
for. By having this data, the designers and buyers can choose
the most appropriate materials, processes and suppliers.
This is why it is important for all Decathlon's products to be
environmentally assessed.
developed. About 30 people are now providing training on the
subject. The aim is to train all the engineers, who are at the
heart of the product design process.
 Expertise was improved at Decathlon on environmental
data, which is used to work out the environmental impact of an
element. For example, data shows that all the steps involved in
making 1 kg of conventional cotton yarn generate 16 kg of CO2.
This ranges from identifying and using the databases that most
accurately reflect actual production processes to developing
the data that did not exist previously (e.g. development of data
on the production of polymer foam, developed with a panel of
suppliers.
 Work was carried out with institutions to demonstrate the
need for the global governance of the environmental databases
used to calculate the results for the products marketed in
Europe.
The aim is for environmental labelling to appear on all clothing,
footwear and other textiles by 2022. While the target that
the teams were aiming for in the year was 70%, the actual
percentage of products in the labelling programme in 2020 was
63.8%. There are various reasons for the delay:
 The change of management tool during the year.
 The ratings from A to E are complex to assign to certain

34 ,000 25.6
types of products and require the teams to create alternatives

63.8%
(e.g. for backpacks, the notion of capacity in litres is a variable
that distorts the rating).
SHORT-TERM RENTAL  The last products to be evaluated are the most complex.
OF DECATHLON PRODUCTS TONNES OF WASTE WERE
CONTRACTS WERE CONCLUDED
DISPLAYED ENVIRONMENTAL COLLECTED AROUND THE WORLD
BY DECATHLON ITALY
LABELLING thanks to the various
which achieved the best events organised by
online and more results at the United level.
progressively in store More than 63,000 short-term
Decathlon on eco-responsible
sports practice
FOCUS: DEFINITION OF AN ECO-DESIGNED PRODUCT
contracts worldwide
TO BE QUALIFIED AS ECO-DESIGNED,
A PRODUCT MUST MEET THE FOLLOWING DESIGN CRITERIA
For a product whose design has been revised:
- 10% reduction in the environmental impact of the product for at least 2 indicators (including the CO2 eq climate
change.) compared to the impact of the previous product (before ecodesign) and without any significant deterioration

HIGHLIGHTS IN 2020
of the other indicators.
The indicators on which Decathlon has chosen to focus: climate change, air quality, scarcity of resources, eutrophication
of water.

1 However, due to the complexity of the composition for some products, certain technical elements do not yet have
The environmental assessments of our products continued to increase and attained 63.8%. For a new product, certain criteria are used to qualify the eco-designed product:
Recycled polyester: more than 70% of the weight of the product is made from recycled polyester.
established alternatives, which means that the labelling programme cannot be deployed as quickly as planned. Recycled cotton: the main fabric should be made of at least 30% recycled cotton.

2 to experiment on renting products, bicycles and other sports equipment, over short and longer periods.
To meet growing demand and contribute to the development of new consumption patterns, Decathlon continued Organically grown cotton: the main fabric is made of more than 90% organically grown cotton.
Bi-ton process: more than 50% of the product's weight uses the bi-ton process.
Bulk dyeing process: more than 50% of the product uses solution-dyeing.

3 exchange and second life activities, attaining 0,24% of its turnover in France and 0,09% in the world from these sales.
Adopting a circular economy approach, Decathlon deployed its second-hand offering through the Trocathlon, part
Durability: 1/3 increase in the calculated service life compared to the reference product (in reference unit of the
Functional Unit).

68 NFRD 2020 69

CHOICE OF MATERIALS
Decathlon is looking to address the main issues
associated with the selection of its raw materials,
from the country of origin to their incorporation in the
products. To achieve this, the company draws up lists
of criteria that must be followed so that the teams can
commit to choosing more eco-friendly suppliers and to
supply more eco-friendly materials. The criteria chosen
by Decathlon include the reduction of pesticides and
CO2 emissions, the use of renewable resources and
even animal welfare guidelines.
PACKAGING
For packaging, the required preservation of resources is
reflected in a sharp increase in the use of certified paper pulp
from FSC/PEFC sustainably managed forests. The focus in
2020 was to eliminate single-use plastic from packaging,
leading to a sharp reduction in the proportion of non-sustaina-
ble materials (plastic) purchases. The objectives are to provide
a 100% eco-designed offering by 2024 and eliminate single-use
plastic by 2026.
As a result of the pandemic, the number of hangers collected in
the stores and warehouses naturally decreased in 2020 due to
the COVID requirements on minimising the handling operations
at checkout as much as possible, combined with the increase
in e-commerce. The recycling rate of hangers reached 38.6%,
and their reuse attained 22% worldwide.
POLYESTER
In 2020, Decathlon's need for synthetic yarns decreased by
13% compared with 2019. This decrease is the result of factory
production being shut down and the general slowdown in
consumption. Despite the reduction in demand, when business
resumed, the quantity of polyester yarn coming from more
sustainable resources increased by 22%. In 2020, a total 20%
of the polyester used came from sustainable resources. The
goal is to reach 100% by 2022. To achieve this and to identify
appropriate means according to the circumstances, a new plan
will be defined in 2021 involving the entire industrial process
for textiles.
70 NFRD 2020
COTTON
In 2020, 100% of the cotton used by Decathlon came from more
sustainable sources: 78% BCI cotton40, 16% organically grown
cotton and 6% recycled cotton. The objective was attained, but
the teams are nevertheless continuing their work to improve
the traceability of the cotton used and give a second life to
cotton-based products.
FEATHERS
Decathlon works with suppliers who observe decent breeding
conditions: no animal abuse, no force-feeding of geese and
ducks, no live plucking. Some products are RDS certified, such
as the Forclaz Trek 100 down and feather sleeveless jacket.
The Decathlon teams are seeking to increase the proportion of
suppliers of feathers for RDS certified clothing.
WOOL
A code of best practice was put in place in 2018 with breeding
farms in South Africa, then extended to Uruguay and Argentina.
We make sure that breeders do not practise mulesing, that
their animals are raised in wide-open spaces and that the
living and shearing conditions are good, while animal welfare
requirements are being followed.
CASE STUDY: FORCLAZ
Forclaz has been committed to preserving nature for
several years, striving to design products that combine
performance and sustainable development. For this
reason, the trekking brand is moving towards merino
wool. This wool is known for its capacity to naturally
absorb moisture produced by the body, as well as for the
added advantage of limiting odours, therefore requiring
fewer washes than synthetic materials. Another
example can be seen in its area of production, as
Forclaz has shifted to breeders from South Africa rather
than from New Zealand because of their commitment
to animal welfare.
40. BCI Better Cotton Initiative : https://bettercotton.org/
PLASTIC IN WATER PROJECT
Our oceans are vital for humans, as they produce 50% of the
world's oxygen and store 50 times more carbon dioxide than
the atmosphere. Also, by covering more than 70% of the planet's
surface, oceans transport heat from the equator to the poles,
thus regulating the climate and weather patterns.
However, the state of the oceans is deteriorating because of
the pollution generated by humans, particularly as a result of
plastic. It is estimated that by 2050, there will be more pieces of
plastic than fish in the seas and oceans.
The Plastic in Water project, which was resumed in 2020 after
an initial research phase, seeks to tackle this major issue. The
aim is to reduce the potential for the plastic from Decathlon's
products being discharged in nature.
The first step is to carry out an inventory. To achieve this,
Decathlon is relying on the innovative methods of a partner41
for estimating the overall volume of plastic discharged in nature
by Decathlon using data from all the Decathlon products and
mathematical models. This exploration phase will end in early
2021. Then, targeted actions can be implemented to reduce this
impact.
Decathlon has also joined:
The Fashion Pact42, a global coalition of fashion and textile
companies committed to following three environmental
objectives: fighting against climate change, restoring
biodiversity and protecting the oceans.
The Microfibre Consortium43, which develops solutions for the
textile industry aimed at reducing the release of microfibres.
ECODESIGN INDIA FOR INDIA
The biggest proportion of Decathlon's carbon footprint
comes from its products. To reduce this, the company
has set itself the target of attaining 100% eco-designed
products by 2026.
To join in this approach, India started work in 2019 to
transform its already-existing products into eco-designed
products. Thanks to its production sites and logistics
services, it was soon possible to observe the results. In
2020, eco-designed products represented 12% of the range
of products manufactured in India, for the Indian market.
41. Partner: Quantis - 42. The Fashion Pact: https://thefashionpact.org/?lang=fr
43. The Microfibre Consortium: https://www.microfibreconsortium.com - 44. https://www.defense.gouv.fr/sante/notre-expertise/recherche-biomedicale/recherche-biomedicale
PROTECTIVE MASK FOR SPORTS PRACTICE
With the widespread use of surgical masks during the first
global lockdown, a group of teammates wanted to create a
reusable face mask. In one month, the mask was designed
and validated by the General Armament Directorate in France
and ready to be distributed in the company. Tests have shown
that it retains all of its filtration properties for up to 100 washes,
making it a real sustainable alternative to disposable masks. To
meet the growing demand from customers, it was eventually
also offered for sale even if that wasn't part of the initial plan.
As early as June, the team wanted to anticipate the need for
a face mask for sports use, and launched the design process
when the gyms were closed. To speed up the process, Union
Sport et Cycle lent its support to Decathlon.
The design of the sports face mask was a challenge: the
mask had to provide protection while remaining breathable.
Therefore, the correct level of permeability for the fabric had
to be identified. Thanks to the research and development
department of the French Armed Forces Biomedical Research
Institute44, the team was able to test the breathability and safety
of the face mask.
Then, it became necessary to incorporate the concept of
filtration, compatible with protection against the virus and the
level of breathing required for sports. To achieve this, a different
series of tests was conducted:
 Tests at Lille University Hospital
 User tests with the Racing 92 professional rugby club
 Tests at the Decathlon Sports Lab, the research and
development department of Decathlon
 User tests with indoor sports: badminton, squash and futsal
Following conclusive results, specifications for the minimum
requirements were drafted in collaboration with the various
partners.
After several months of work, the sports face mask will be
approved in early 2021.
To pursue the transition, the Indian production team advises
the Signed Sports teams on products that could benefit
from an improvement in eco-design, for each selection.
At the same time, the measuring and selection process
includes feasibility studies to estimate the potential CO2
gain, as well as the cost per product. Consequently, each
Decathlon brand was able to make informed decisions for
the year to come.
The goal is to make this United-wide transformation simpler
and more accessible.
In addition, a communications campaign on eco-designed
products was launched in India to give them maximum
exposure.
71
 2.1_Responsible offer and products
TRAINING OUR ENGINEERS
TO CREATE ECO-DESIGNED
AND SUSTAINABLE PRODUCTS
THE RAW MATERIALS
AND INDUSTRIAL PROCESSES
The raw materials and industrial processes that we use
generate different types of water, air and soil pollution, and
climate change in particular. Humanity is living on credit and
uses up all the natural resources produced per year by the
planet in just seven months. What's more, with each passing
year, this cut-off date is occurring earlier in the year.
The twelfth UN Sustainable Development Goal on responsible
consumption and production urges us to meet the
environmental challenges caused by the increase in global
consumption of raw materials and the rising population. To
make sports sustainably accessible to as many people as
possible, Decathlon relies on eco-design.
In 2020, the priority of the eco-design team was to continue
training the teams of product engineers. Decathlon is
committed to the Global Fashion Agenda45, working alongside
other companies to train all its engineers and designers in the
principles of eco-design.
PRODUCTS DESIGNED
TO BE REPAIRABLE
Increasingly, Decathlon's branded products are being
designed to be repairable. In 2020, they represented 4% of the
item references. The workshops repaired 78.9% of repairable
products in 2020, targeting a percentage of 100% by 2026.
SUSTAINABILITY PROJECT
83% of Decathlon's total carbon footprint in 2020 was
attributable to its products, including 49% during production.
Given this situation, the sustainable development team
developed the Sustainability project in order to incorporate
this principle from the product design phase onwards. After an
initial research phase in 2019, the project was rolled out in 2020.
In extending the lifespan of a product, a distinction must be
made between sustainability when new (durability, reliability,
performance over time and timelessness) and repairability.
Although they are complementary, when taken together they
correspond to sustainability with interaction (i.e. interactions
with the product, whether they are carried out by a workshop
72 NFRD 2020
The progress towards attaining the objective was hampered
in 2020 due to the global pandemic, which prevented the
scheduled classroom lessons, as well as the fact that the
Decathlon Academy platform that wasn't used enough by
teammates to provide reliable statistics.
In order to provide training to teammates despite the restrictions,
the teams adapted to the situation by creating three remote
1½-hour training formats, each one of which was attended by
100 people, dealing with the following three topics:
 What is eco-design? MINIMAL WASTE PROJECT
 What are the eco-design tools?
In order to combat global warming, Decathlon has made a EXAMPLES OF ECO-DESIGNED PRODUCTS IN 2020
  Environmental communication: what information commitment to reduce its CO2 emissions by 40% by 2026. This
is required on product datasheets? will require a collective effort at every level of the business.
The achievement of the year was the promotion of eco-design.
The results of the carbon footprint assessment show that 69%
JACKET IN RECYCLED
Each offering and design team leader is now familiar with the
of the company's CO2 emissions come from the manufacture POLYESTER
subject and is leading their team to steer the carbon footprint/
of its products, with only 25% attributable to the textile rated B, and has an impact on
turnover and percentage of eco-designed products in the
components. greenhouse gas emissions of
right direction. As a result, the teams can integrate eco-design
criteria from the design phase of a new product. This is a key At the same time, any calculation should incorporate the fact 6.994 kg CO2 eq.
factor in being able to reach the target of 10% of sales from that, on average, 20% of the fabric is thrown away. The Minimal
eco-designed products in 2026 (6% in 2020). Waste Design project tackles these issues by optimising material
consumption during the design phase. The goal is to make use DOMYOS STEP 100
of pattern cutting techniques and completely redesign the
product to imagine and offer new optimised shapes. Made in France from recycled
materials, 16.774 kg CO2 eq.
In 2020, four projects were completed, two projects were
or the user). These interactions occur at different times during implemented and two others are due to be launched in the first
the life of the product and require different processes. As for quarter of 2021. The goal in each case was to modify the fabric
consumption in order to reduce the carbon footprint. Thanks
the Sustainability project, its aim is to extend the lifespan of the
to these four projects, 49,200 m2 of fabric, worth an estimated
new product.
€129,000, will be saved. ARPENAZ 20° SLEEPING BAG
10.731 kg CO2 eq.
Stages of the Sustainability project:
In 2020, all the actions to optimise pattern cutting reduced
The team identified the different projects dealing with the fabric offcuts by 52,700 m2, with an average saving of 4% in the
concept of sustainability in the company and agreed on the materials used.
following common definition: sustainability is a concept that is
embedded in the product, preserving its functional features and After a year of experimentation that produced encouraging
characteristics in order to extend its lifespan. Then, the team results, the project will be continued with a bigger team. KIPSTA BACKPACK
selected some sustainability projects in the different sports and
Use of the bi-ton process
processes (clothing - bags - socks - gloves - footwear46) so that inside the backpack
they might work together to resolve a single issue. Laboratory
tests were then conducted on the products involved to estimate
a number of years of use. These were then used to draw up
design rules to extend the lifespan of products and create a STRAP TRAINING DST 100
methodology.
Polyamide was replaced
In 2021, the team is aiming to develop and adapt the method with polypropylene, the metallic
to every type of Decathlon product and subject it to an insert was removed and the
independent validation process so that it can be shared with material was optimised
other companies.
45. Global Fashion Agenda : https://www.globalfashionagenda.com/
46. Design process corresponding to: Clothing - Bags - Socks - Gloves - Footwear .
73
 2.2_Committing to responsible consumption
DEVELOPING
TEAMMATE ECOMOBILITY
ECOMOBILITY OF TEAM MEMBERS
The eco-friendly mobility experience for teammates and
customers starts as soon as they enter the store. Decathlon has
adopted a strategic position in favour of sustainable mobility as
a designer and producer of soft modes of transport, such as
bicycles and scooters. As such, Decathlon is developing access
to sustainable modes of transport and encouraging the regular
use of these solutions.
Internationally, each country is taking practical measures to
promote eco-mobility among its teams.
In France, a sustainable mobility package is available to all
teammates for up to €300 per year, for a minimum of 400 km of
commuting using soft mobility modes.
74 NFRD 2020
In Chile, 50% of teammates commute by bicycle every day and
use shared mobility solutions.
In the Philippines, given the global pandemic and the increase
in the number of employees seeking to travel by bicycle, the
teammates were offered a loan to purchase a bicycle.
TEAMMATE AND CUSTOMER TRAVEL
REPRESENTS 11 % OF DECATHLON'S
TOTAL CARBON FOOTPRINT
ECOMOBILITY SPAIN - CASE STUDY
In Spain, mobility is Decathlon's second biggest source
of CO2 emissions, after the products, with a percentage of
16.3%. When only the stores and warehouses are taken into
account, this figure reaches 81%.
To reduce this footprint, the teams of Decathlon Spain
implemented a series of measures in 2020:
1. European mobility week
Launch of an online campaign to promote active and
sustainable mobility with videos, surveys and articles, as
well as online events. The social media campaign reached
13 million people, with 65,000 people clicking on the posts
and almost 17,000 people interacting on the subject.
3. Bicycle parking
2. Mobility app
Development of bicycle parking spaces in July 2020. The
Launch of the Mobility app to: goal is to give everyone in Spain the opportunity to come to
 Organise challenges between Decathlon stores, with other a Decathlon store with a solution to park their bike. At the
companies and with customers aimed at discovering more end of 2020, 37 stores had bike parking spaces. There will
sustainable modes of travel, using amusing recreational be 95 stores by the beginning of 2021.
methods.
4. Mobility plan
 Facilitate the management of bicycle fleets available to
Development and launch of the mobility plan with 5
in-store employees.
objectives and 35 measures to promote soft mobility for
 Set up home-to-store commuting itineraries. both teammates and users.
 Learn about road safety rules.
5. 2020 mobility survey
 Calculate a person’s carbon footprint using reliable data.
Completion of the annual mobility survey to which a total
1,131 out of 10,000 teammates have downloaded the app of 3,000 people contributed. As a result of the numerous
and 563 are actively using it. suggestions for improvements that were gathered, suitable
measures were put in place and ranked in order of priority.
TESTIMONIAL
LUIS COSTA
DECATHLON UNITED HEAD OF SUSTAINABLE MOBILITY,
AND MTB AND HIKING ENTHUSIAST
“We believe that promoting environmentally friendly mobility encourages physical activity and promotes a
healthier lifestyle. We want to reduce the environmental impact of Decathlon Spain, but also contribute to
making our cities cleaner, healthier and more sustainable.
In addition to being highly accessible and more economical, active transport modes like walking and cycling
have proven to be the best options for getting around during the Covid-19 crisis. They ensure compliance
with the social distancing rules during this period while also permitting the daily physical exercise that is so
essential for staying in good health.”
75
 2.2_Committing to responsible consumption Current situation and areas needing improvement in 2021
Given the overall acceleration of second-hand sales, Decathlon
was able to assess what is needed to continue its growth and
 Working on digitalising the experience, including making the
payment experience easier
 Opening up the Buyback concept to more investment and

DEVELOPING PERFORMANCE transformation worldwide: sports products in order to satisfy more sportsmen and women
(now available for cycling and skiing).
 Supporting and training the teams in store on how to guide
customers and help them understand the offering

IN THE SECOND-HAND MARKET

CURRENTLY, 14 COUNTRIES ARE DEVELOPING
 Providing resources to the store teams so they can express
the pledge at the local level, according to their geographical THE SECOND-HAND MARKET FOR DECATHLON,
area and the needs of the sportsmen and women locally INCLUDING 7 WITH A MOBILE APP

The repercussions of the pandemic on these activities:

SECOND-HAND In 2020, the second-hand activity in France achieved sales
The second-hand market is experiencing spectacular growth. growth of over 80%. This figure should be viewed in connection
Decathlon is particularly committed to this subject because with the impact of the pandemic, given the global shortage
it wants to make its products sustainably accessible, through of bicycles in particular. Like Decathlon's global business, the TESTIMONIAL
more responsible and wiser consumption while contributing to second-hand business suffered from the store closures during
the development of the brand's economic value. the first lockdown, but was able to step up the recovery quickly FLORENT RABOUIN
The second-hand market at Decathlon is embodied by: following the reopening of the stores, lending its support to the
AFTER-SALES LEADER FRANCE,
 The Trocathlon, which was created in 1986. This is a overall economic performance.
ARCHERY ENTHUSIAST
second-hand sale between private individuals and is the In the year, only the Trocathlon events suffered a complete
emblem of how Decathlon has sold second-hand products in shutdown due to the pandemic. Nevertheless, the teams
the past. The event has gradually expanded with the creation managed to adapt by offering other event formats (permanent “In order to promote sustainable development,
of a permanent website. In France, this is: https://occasions. and in-store events), while implementing the social distancing and potentially due to legal requirements, repairs
decathlon.fr/ rules to welcome sportsmen and women. will become a critical issue for companies in
 Buyback, which involves buying back sports equipment from the years to come. Decathlon is very much
In 2020, the Cycle Buyback service confirmed the positive
customers, checking its condition and carrying out any repairs, aware of its importance and of the real societal
signs shown in 2020: it increased by 350%, boosted by strong
after which the product is resold on the Decathlon network and trend it represents, which is why it is becoming
demand due to the pandemic. Over 40,000 bicycles were
given a second life. increasingly involved in repairs. This approach,
bought back, repaired and sold in France.
 Second-life in store, which involves reselling the sports WORKSHOP ACTIVITY which is in keeping with the company’s core
Second-Life in store confirmed the excellent sales of the values and vision, is part of a global strategy that is
products returned to stores, test products and store discounted previous year, showing growth of over 140% in 2020. More than Decathlon is investing in the repair of products to extend their moving towards a more circular economy through
products, after they have been cleaned and individually checked 26,000 products were saved as a result. Launched as part of lifespan. initiatives like the Trocathlon or Buyback services.
to ensure they are safe. a test in April 2020, the Second-Life in the warehouse works
 Second Life in the warehouse, which involves the reselling In France, 346 in-store workshops and 10 regional workshops Over the coming year, the teams will develop to
according to the same principle, with the resale of second-hand meet the challenges of offering repair work.”
of sports products which have been returned to the warehouse provided more than 1.8 million service repairs in 2020.
products from e-commerce returns.
following an online sale. 1,200 technicians in the store and regional workshops worked
In France, out of a total of 70,000 second-hand products, 20%
to repair nearly 80,000 products, which were either returned to
came from the Trocathlon, 50% from customer buybacks and
IN FRANCE IN 2020, 78.9% OF PRODUCTS their owners or went to a second-life or second-hand channel. Technical Support in 2020:
30% from refurbished articles following product returns.
Decathlon was also a major player in the "helping hand"
CONSIDERED REPAIRABLE WERE ACTUALLY REPAIRED. The objective of this service: new specialist expertise- offered
campaign that was launched by the government to promote to customers to facilitate access to breakdown and repair
CUSTOMER SATISFACTION RATING cycling by offering a €50 cheque for every bike purchase. In this services. Users can contact a team of experts via an online
FOR WORKSHOPS WORLWIDE: 4.49/5 way, several hundred thousand bicycles were given a new lease support platform: support.decathlon.com. This platform
of life and utility thanks to our workshop teams. provides a quick response with qualified advice, saving the
There was real excitement surrounding bicycle repairs, which customer a trip to the store, so the product's lifetime can be
can be explained by: extended by finding the appropriate repair solution.
TESTIMONIAL  The eagerness of users to opt for a mode of transport that 17,258 customers were helped in France and 53,494
combined physical activity, social distancing and environmental internationally, involving over 11 countries.
ANTHONY LE MENS responsibility during the pandemic. 27,000 customers worldwide used this service in 2020: via the
SECOND LIFE RETAIL LEADER IN FRANCE, BADMINTON ENTHUSIAST  The state subsidies, which released €50 million so that dispatch of spare parts or receiving direct online support for
everyone could have their bike repaired, paying back up to €50 nearly 10,000 customers.
“The purpose of the Second Life service revolves around the following three points:
in costs.
- Environment: enabling re-use by reselling pre-used products and reducing waste. Example: Domyos
 The classification of workshops as critical businesses so they
- Savings: giving customers access to more affordable products and helping stores reduce any financial What's more, retail France has developed a team of experts
could remain open during the lockdown.
loss due to the disposal of products while creating new opportunities for growth. (Domyos Technical Support) in regional workshops, to repair
- Making employees and customers proud of not having to dispose of products that are still usable. In this period of strong demand, the teams nevertheless had or resolve breakdowns on fitness equipment. In total, 21
to face a shortage of spare parts following the shutdown in technicians in 10 regional workshops were able to repair
Despite the situation, this year was marked by the ramping up of Decathlon's new business model. The teams production during the first lockdown. This lack of equipment
quickly learned and mastered the components of this activity. Some stores have really bought into the Second machines remotely (sending parts when necessary), being
made the repairs and work of the teams more complicated. helped by the customer so they didn’t have to bring their item
Life service, making it a key focus of their plans, like the Decathlon store in Olonne-sur-Mer (France). Thanks
to its motivated teams, the store sprang into action, achieving the best results in France with 0.66% of their back to the store.
turnover from Second Life sales. They also had some good results with the Buyback programme. In 2021,
Decathlon Second Life is seeking to industrialise this activity so that all the French stores can propose the DECATHLON IS INVESTING IN THE REPAIR OF PRODUCTS TO EXTEND THEIR LIFESPAN.
second-hand offer with a genuine merchandising strategy and advertising.”
4,377 TECHNICIANS ACROSS THE WORLD CARRIED OUT OVER 1.8 MILLION SERVICE REPAIRS IN 2020,
IN 1,114 REGIONAL AND IN-STORE WORKSHOPS.

76 NFRD 2020 77
  Experimental testing was continued on the long-term rental The stores have the following elements at their disposal:
RENTAL SERVICES IN FRANCE AND INTERNATIONALLY (12, 24 or 36 months) of adult bikes (mountain bikes, road bikes IN-STORE COMMUNICATIONS  A wall display at the entrance or exit of the store to explain
At Decathlon, 2020 was an experimental year, structuring
supply and organising the rental services. The objective was to
and city bikes), with the partner My Pangee.
ON SUSTAINABLE DEVELOPMENT about eco-design, covering every step of the product design
 Tests were developed on the rental of children's bikes by process.
respond to a deep trend in society: the transition from ownership subscription (currently being tested in several stores, and to In 2020, the store's sustainable development communication  An island for the central aisle or a showroom to highlight two
to usage, or a product-server system. The teams are putting be generalised from 2021). With this project, all the French team is continuing to build awareness among users by to three products and explain the work carried out by the design
together a global transformation project aimed at contributing Decathlon stores will offer the choice between buying a bike highlighting the eco-design aspects of the products. teams on this range.
to the development of the company’s business model. or renting it for a price of between €2 and €22/month with a Two communication media were made available to the stores:  An adaptable aisle-end display to promote eco-design.
Three major decisions were taken in France in 2020: service to cover breakages. From 3 months of use onwards, the
 The updated sustainable development booklet presenting the  Solutions for the shelves using shelf talkers, including POS
customer can return the bike to be resold second-hand.
  Recognising the rental service as a priority practical actions carried out by the company. advertising on one product in particular .
of digital transformation Renting sports equipment
 Signs referring to "eco-events", the second life of products,
 The one-off rental of sports equipment was trialled, ranging the fact that all French stores are fully powered by renewable Conclusive results during this first test
  Organising the foundations and defining
the means to develop projects from a few hours to 15 days, by Quechua47 and Forclaz48 energy, and eco-design. The test was launched in France in the summer of 2020,
through the partner Lizee. Out of the 50 people questioned, the and carried by 83 stores, i.e. a third of the French stores. It
 Developing the children's bicycle rental service offer attraction rating was 4.54/5. Eco-design represented a total of 6,500 communication media deployed,
 The decision was made at the end of the year to offer the A specific customer path dealing with the eco-design approach with a special promotion during the Christmas period. In
was put together by the teams and offered to stores in all the 2020, a total 9,175 orders were placed, reflecting a genuine
MORE THAN 2.2 MILLION RENTAL DAYS one-off renting of regional sports products in all the stores in
Lyon (France) as part of a trial: ski, paddleboarding, canoeing, relevant countries. In order to provide a consistent message, demand from the teams. In order to streamline the process,
all the solutions on offer have been designed responsibly the system has been updated and the in-store teams now work
FOR DECATHLON PRODUCTS IN 2020, cycling, etc.
(unbleached recycled cardboard, only one colour used without independently to fulfil their needs throughout the year.
These various tests were used by Decathlon to gain a better
WORLDWIDE understanding of the new challenges associated with renting,
a white background, etc.). This system, deployed in large quantities in France, has been
adapted locally per country. Great Britain, Italy and Germany
to assess future feasibility and trial the technical partners.
Bike rental: used the media, which were translated automatically.
 The Decathlon Rent test was launched in Paris and Lyon,
renting adult bikes by subscription without a minimum tie-in 23 DECATHLON BRANDS PROVIDE PRODUCTS
period. The purpose of this test is to inform Decathlon on the
FOR SHORT-TERM OR LONG-TERM RENTAL
attraction of the offer for users and the technical feasibility in
the global network (impact of stock management, logistics
and invoicing), given that this economic model is new for the Number of short-term rental contracts at Decathlon United in
company. In 2020, the service obtained an overall satisfaction 2020: WORLD CLEAN UP DAY
score of 4.35/5. 1 - Italy: 34,000
Given the ongoing principle of acting responsibly at the local
2 - Poland: 2,003 level, each store and organisation in the world organises its own
3 DECATHLON COUNTRIES PROVIDE 3 - Portugal: 1,427 World CleanUp Day event.
Number of short and long-term rental contracts in France: Acting according to its core values, Decathlon is keen to
LONG-TERM RENTAL 1,800 combine this civic and eco-responsible action with sports WORLD CLEANUP DECATHLON INDIA
practice. In 2020, the teams succeeded in linking World
CleanUp Day to many different disciplines: walking, running, For the World CleanUp, the teams at Decathlon India
hiking, kayaking, sailing, fishing, diving and paddleboarding. conducted the following two actions:
The objective was to build awareness among sportsmen and  A plastic bottle recycling campaign to raise awareness
women about the importance of preserving the locations in among teammates and users about the recycling of
TESTIMONIAL which they practise their sports, and to help sports to evolve by plastic. On a voluntary basis, the Decathlon stores
turning this behaviour into positive new habits.
YANN CARRÉ, THE DECATHLON UNITED RENTAL LEADER, collected PET plastic bottles over a period of two weeks.
Due to the 2020 pandemic, many events had to be changed Then, these were picked up by a partner for recycling.
A BOARDSPORTS AND PADDLEBOARDING ENTHUSIAST
or even cancelled. Each store made its decision based on the Over 14 days: 10,291 bottles were collected, i.e. 843.86
AND FABIEN DECROZE, DECATHLON FRANCE RENTAL LEADER nation’s governmental measures and its own current situation. kg of CO2 eq.
AND CYCLING ENTHUSIAST Confronted with this particular situation, India for example, was Top 3 stores in terms of the number of bottles collected:
able to adapt and focus on a Cyber CleanUp Day by cleaning out Bangalore (EVA Mall, India)= 1,670 bottles
“2020 was announced as a year for building, continuing tests and preparing for action in 2021: e-mailboxes, considering how the storage of data on servers
has become an issue for society. Bangalore (OMR, India) = 1,629 bottles
- Teams were set up at the national and international level. When compared to 2019, the digital transformation
has included renting as a key element of the circular economy alongside the second life and second-hand offer, Mysore City (India) = 748 bottles
World CleanUp Day worldwide:
as well as product repairs, naturally. Regarding the IT aspect, we have set up a team to work on building digital Number of participating countries: 35  A digital clean-up campaign to raise awareness
solutions so that Decathlon can rent out products. Globally, the pioneering countries have grown stronger and Number of events: 388 among teammates about digital pollution. Every day,
new players have emerged and linked up. Number of participants: 16,191 Decathlon emits significant amounts of CO2 from digital
Amount of waste collected: 25.6 tonnes activities, especially during lockdown periods. Thanks
- Rental services continued to be tested for more sports and in more countries using different partners, in order
Number of megabytes saved: 785 kg CO2 eq. per year, following to a detailed action plan, everyone was urged to clean
to build the experience and vision needed to make wise choices.
the deletion of unnecessary data from the servers up their personal digital space. In total, India reduced its
- Selections were made from the different rental models, with a preference for subscriptions based in France storage on these platforms by 10%.
while continuing to make use of the global network over the short term. In Belgium, we have made the bold Review of awareness-building events about waste at the The system was deployed widely in France and adapted
decision to explore our offer with “Weplaycircular”49. Finally, we have defined the technical architectures and United level: Because awareness-building must be practised locally for each country. The UK, Italy and Germany used
partners that make up this offering, as well as the logistical and financial plans.” on a regular basis throughout the year, the stores organise the media, which was translated automatically.
sporting events on the subject of waste.
Top 5 countries in number of events:
France: 83 - India: 64 - China: 55 - Taiwan: 54 - Poland: 24
47. Quechua: Decathlon hiking brand.
48. Forclaz: Decathlon trekking brand.
49. https://www.weplaycircular.be/

78 NFRD 2020 79
 OUR COMMITMENTS FOR 2026
REDUCING WASTE AND RECYCLING
ISSUES 2026 COMMITMENTS ACHIEVED 2019 ACHIEVED 2020

0 single-use plastics in our packaging

(excluding nutrition, chemicals and cosmetics, or any 300 tonnes
products requiring protection for technical purposes, of single-use plastic
Plastics or products subject to legal restrictions)
N/A packaging no longer used

Drawing up of methodological guidelines and assessment indicators

0 components or finished products

Excess inventory incinerated or sent to landfill in 2026
N/A N/A50

80% of products sold in France

have a recycling facility
N/A 56%
Recycling
Mapping existing and potential recycling facilities in our other distribution countries

Waste 100% of waste recovered

N/A N/A51
The Transition Plan was drawn up in 2020. Some indicators were created following the deployment of strategies and will therefore be available in 2021.

3_REDUCING WASTE As a product designer and distributor, Decathlon generates

waste that weighs on its carbon footprint. The company is
local situations (collection, recycling service providers, etc.),
as well as at global level. The entire value chain is taken into

AND RECYCLING
conscious of its responsibility to reduce its environmental
impact as far as possible, so the subject of waste is treated both
territorially, with a network of country sustainable development
leaders who define the most suitable action plans for specific
account, with an action strategy to use as little plastic as
possible, manage surplus stocks and set out suitable recycling
branches in all the countries in which Decathlon is present.

96,252 39% 68.9%

TONNES OF WASTE GENERATED IN-STORE SORTING WAREHOUSE SORTING
worldwide compared with 47% in 2019 compared with 66% in 2019

HIGHLIGHTS IN 2020
300 100,000 25
FEWER TONNES
OF SINGLE-USE PLASTIC
EASYBREATH MASKS DONATED MILLION HANGARS 1 We reduced single-use plastic by removing it progressively from our packaging and through recycling.
around the world to combat the pandemic COLLECTED AND REUSED

2 We implemented concrete actions to upgrade our waste.

due to more eco-friendly packaging

3 in line with the principles of circularity.

DECATHLON IS COMMITTED TO THE UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS: We worked on integrating end-of-life solutions into our products right from the design phase,

50. Commitments have been made for the entire company, communicated to the country teams and approved. The teams in charge of this topic are developing an accounting tool that will enable
them to obtain reliable reporting data in 2021. 51. See note 101, p. 144.

80 NFRD 2020 81
 3.1_Plastics
CONSIDERING THE LIFE CYCLE
OF PACKAGING
WORKING ON PLASTIC-FREE PACKAGING
As a signatory of the Fashion Pact52, Decathlon is committed
to reducing its environmental impact. As regards packaging
more specifically, the Decathlon teams have defined a strategy
inspired by the circular economy, which considers all stages
of the packaging lifespan. Using this strategy, Decathlon is
aiming for 100% of packaging to be ecodesigned by 2024, 100%
of packaging to be FSC and PEFC53 certified by 2025 and zero
plastic by 2026:
Raw materials: choose mono-material packaging (to optimise
recycling) and plastic free packaging, such as that made with
100% cellulose from sustainably managed forests certified by
the FSC and PEFC labels.
Production: measure and support our suppliers’ environmental
and social performances.
Transport: optimise the number of products transported in
each box to reduce CO2 emissions.
Distribution: reduce the size of the labels on products and
display only regulatory and essential information.
End-of-life: enable packaging to be collected and recycled; as
is the case for hangers, for example54.
Applying this strategy in 2020 has already meant there are 300
fewer tonnes of plastic in the world. Here are a few examples:
Iso and Iso+ isotonic drinks by Aptonia : a patent was filed
55
for a new Doypack-type of flexible packaging with a base and a
measuring cap, thus saving 44 tonnes of plastic annually.
Decathlon Sri Lanka
produces textiles from plastic bottles
In 2020, Decathlon Sri Lanka produced 538,000 metres of
fabric with thread made from single-use plastic bottles. A total
of 11,978,700 PET bottles were collected and then crushed to
be transformed into polyester thread by a company in Sri Lanka
called Eco Spindles58. Decathlon teams then used this thread to
produce fabric, notably used in the manufacture of the Nabaiji
UV top for children and a Kalenji jacket. This process has meant
a 50% reduction in CO2 emissions.
52. https://thefashionpact.org - 53. FSC and PEFC certifications are standards for resources from sustainably managed forests. - 54. See page 84.
55. Decathlon brand for nutrition. - 56. Decathlon brand for fitness. - 57. Decathlon brand for hiking and trekking.
58. Supplier of synthetic thread for Decathlon since 2019: http://ecospindles.com/ - 59. https://kamongo.co.ke
82 NFRD 2020
Pull up bar 100 by Domyos56: replacing the plastic blister and
the screws packet with FSC certified paper packaging removed
28g of plastic for each product, totalling 10.7 tonnes per year.
Trek 100 hybrid shoe by Forclaz57: removing 3 components
(the individual transport bag, label tag and the elastic that
keeps shoes in pairs) will provide an annual gain of 2.5 tonnes
of plastic.
300
FEWER TONNES
OF SINGLE-USE PLASTIC
due to more eco-friendly packaging
25
MILLION HANGARS
COLLECTED AND REUSED
A new logistics process in Kenya:
from warehouse to store arm
Decathlon Kenya introduced a new logistics process last
August to reduce the amount of waste created by single-use
packaging. The products are taken out of the cardboard and
plastic packaging as they arrive in the store, then a local
company called Kamongo59 collects the waste for recycling.
The cardboard is made into paper pulp and the plastic into
oil. 100% of the single-use packaging is recycled in this way,
amounting to 2 tonnes of cardboard and 10 kg of plastic every
month. The unwrapped sports items are stored in containers
ready to be placed on the shelves. It now takes 10 teammates
just one hour to put 4,000 products on display.
3.2_Excess inventory
SAVING SURPLUS STOCK
WORKING TOWARDS ZERO DESTRUCTION
IN PRODUCTION: SAVE THE FROGS PROJECT
Since 2017, teams at Decathlon have undertaken a global
analysis of the entire product value chain to avoid surplus
stocks, via the ‘Save the Frogs’ project. This initiative is both
frugal and innovative, involving every stage in a product’s life
cycle, right from the production plant.
Two significant promises were made in 2020:
- Decathlon committed to its transition plan with the promise
that by 2026, no component or finished product would be
incinerated or go to landfill.
- An internal charter aimed at Decathlon brand managers, as
well as process and country leaders, stipulating an end to the
destruction of new finished products and sellable components
by July 2021. This charter had been signed by 97% of signatories
at the end of 2020, highlighting the personal commitment of
each of these leaders to serve the common and global goal to
halt the destruction of surplus stocks.
For these commitments to be fulfilled, the ‘Save the Frogs’
project uses a methodology that enables us to refine our needs
right from the product’s design phase, along with solutions
for selling 100% of any remaining surplus stock. Among the
solutions are destocking via digital or physical outlets, resale,
donation, and recycling as a last resort. A complete decision
tree, for example, helps teammates to make the right decisions
at the various stages of the value chain. In 2020, products and
components worth several millions of euros were able to be
‘saved’ through the different channels.
EASYBREATH MASK: DONATING AN INNOVATIVE
SOLUTION TO SERVE HEALTHCARE WORKERS
At the height of the pandemic, the Subea teams received a
great many requests from hospitals looking for EasyBreath
snorkelling masks. This mask covers and hermetically seals
off the whole face area, thus providing protection from the
virus, and both medical staff and patients were suffering from
a shortage of protective masks. The Subea teams responded
quickly by making two decisions:
- To temporarily halt the sale of EasyBreath masks around the
world from 23 March until the end of May so stocks could be
directed to medical staff.
- To share the technical details, enabling anyone who wished
to research possible adaptations and convert the mask
into personal protective equipment (PPE) to fight Covid-19.
However, the Decathlon teams were careful to remind everyone
that the mask was a sports product above all and that it was not
designed for medical use.
60. Decathlon brand for snorkelling and underwater sports.
TESTIMONIAL
CÉLINE CROUZAT, LEADER OF
THE VALUE CHAIN SUSTAINABLE
DEVELOPMENT PROJECT
“The goal of this project is to mobilise all the
players in the supply chain: we often study a
product’s second life today, but it is capital to
consider that some products have not even had
a first life! Breaking down the process from the
production phase onwards ensures resources are
optimised at every stage, right from the moment
the decision is taken to launch production. It
means concrete action to find solutions in every
area of competence and reduce waste at each
step in order to achieve our goal.”
In fact, the team dedicated to these sustainable development
issues within the value chain from 2018 and had already
persuaded the team at Subea60 to become involved, followed
by all the other water sports. In 2019, by implementing daily
actions (more frequent inventories, new communication tools,
etc.), these teams were able to demonstrate that it is possible
to attain the objective of zero destruction of finished products
and components.
TESTIMONIAL
QUENTIN ALLINNE, EASYBREATH
PRODUCT ENGINEER FOR SUBEA
“What I found most remarkable was the
mobilisation of all the teams involved, both
internally and externally. There was never any
debate on the need to suspend our sales of
EasyBreath so we could give them to hospitals.”
To go further in our approach to help people and the planet, the
majority of the countries in which Decathlon is present have
donated masks to hospitals. In total, 100,000 EasyBreath masks
have been distributed in more than 23 countries. Decathlon
France has given 36,000 masks to over 300 hospitals.
83
 3.3_Recycling UPGRADING OUR FAULTY AND SECOND-HAND
PRODUCTS VIA A SPORTS RECYCLING CENTRE

INVENTING A NEW LIFE Decathlon Bègles has carried forward an initiative combining
ecology and solidarity: Since June 2020, damaged new and
second-hand products are given to the Sports Recycling Centre
TESTIMONIAL

FOR PRODUCTS AND PACKAGING
REDUCING OUR ENVIRONMENTAL IMPACT
AND E-COMMERCE PACKAGING
In 2020, Decathlon France experimented with reusable
packaging for its online orders. The packaging was made from
our surplus stocks of fabric and took the form of a flexible bag
with a hook-and-loop fastening and a handle. The idea is that
customers come to the store to collect their order, transfer their
purchases to their own bag and leave the packaging at the
store. This packaging is then sent back to the warehouse and
reused for a future order.
From July, 120,000 bags were produced and the test was carried
out in 70 stores in France for click & collect orders delivered out
of the warehouses in Nantes and Ferrières.
70% of orders weighing less than 5 kg benefited from this new
type of packaging.
After 6 weeks of testing, the experiment had prevented 16,577
items of disposable packaging from being used, equivalent
to 849 kg of waste, thus reducing the CO2 footprint of our
packaging by almost 50% without increasing costs.
At the end of the experimental period, 93% of customers declared
a strong interest in this approach and over 90% of teammates in
the warehouses and stores declared their satisfaction. The idea
will therefore be rolled out in 260 stores in France starting from
January 2021 and will be extended to orders prepared instore
(1-hour click & collect).
Other tests on a smaller scale were also carried out in Portugal,
Romania and Belgium.
SOME KEY FIGURES FOR GLOBAL HANGER RECYCLING
AS AT 31/12/2020
in Mérignac61, which puts them back on sale at a reduced price
after carrying out the necessary repair work. This involves
80% of donations from five Decathlon stores in the Bordeaux
Metropolitan Area and the warehouse in Cestas. The remaining
20% of donations, which cannot be repaired for sports use, are
converted into other items such as decorative objects. 38% of
faulty products from the Bègles store were ‘rescued’ in this way
in 2020. This initiative not only prevents products from being
destroyed, but also enables sports users to buy equipment at
a reduced price.
RECYCLING FOR SPORTS
The Recycling for Sports project is part of an approach for
a more circular economy. Its aim is to promote the recycling
of sports equipment that has become unusable. As of yet,
there is no recycling branch for the majority of this equipment
(excluding textiles, electronic items and footwear). It seemed
important for Decathlon to provide solutions for the Decathlon
brands, considering the current high stakes.
Two challenges for Decathlon:
 The first is related to environmental issues as a product’s
end-of-life signifies incineration or landfill.
 The second is of a legal nature as new EPR (Extended
Producer Responsibility) for sports and leisure products will
come into force in France in January 2022. Businesses that
design and distribute products in the French marketplace will
be forced to contribute financially in the disposal of waste.
Last year, the project concentrated on an inventory of available
recycling branches and the launch of pilot projects for specific
products (helmets and plastic products). In 2020, a group of
field experts from different sectors of the company was formed
to identify, together with the Sport and Cycle Union, the best
eco-organisation to support any party placing goods on the
market to reuse and recycle their products. The Ecologic62 eco-
organisation was selected to support them for at least the next
three years.
To launch the project in the field, an initial experimental phase
GIOVANNI COSTAGLIOLA,
CUSTOMER SERVICES MANAGER
IN THE BÈGLES STORE
“Being the company that leads the way for the
whole mass distribution sector, working towards
‘zeroscrapping’, extending the lifespan of
products… all this is what inspires me.”
RECYCLING FOR SHOES
Since 2008, textiles and footwear have been subject to
Extended Producer Responsibility (EPR). Thus, each time this
type of product is sold, Decathlon pays an ‘eco-contribution’ fee
towards financing the end-of-life of these products. Following
an inventory of millions of unsold quantities by REFASHION63,
only 12% of these products are deposited in recycling banks
at the end of their lifespan by consumers. Based on this
observation, Decathlon decided to work on maximising the
recycling rate of footwear.
In 2020, two experiments were carried out regarding the
industrial process for footwear:
 At the end of the year, the Decathlon stores in the Greater
Bordeaux area began a campaign to collect footwear from their
customers, who could take in any style and any brand. Once
collected, the footwear was picked up by the partner that was
able to crush the items and separate the various materials. With
a view to a more circular economy, Decathlon’s goal is to reuse
these materials to make soles or hunting shoes.
 The Circular Boots project was launched as a common
initiative between Fouganza64, Solognac65 and the Footwear
industrial teams. The project aims to collect plastic boots
(as they are mono-material products) in approximately ten
Decathlon stores, in order to create new products using this
component.

56%
in the Nord region of France was planned in 2020. The objective

38.6%
was to illustrate the flows and source characterisation of the

48% 25
THE TARGET future EPR. Successive lockdowns have meant this initial
three-month test will now take place at the start of 2021.
IS TO COLLECT Considering the analysis and experimental projects, there are
OF THE RECYCLED MATERIAL
OF USED HANGERS MILLION HANGERS
HAS BEEN USED TO MAKE 80% HANGERS many forthcoming challenges: identify the priority product
flows in order to give them a second life, find partners to OF DECATHLON PRODUCTS
HAVE BEEN COLLECTED HAVE BEEN REUSED
NEW HANGERS BY 2023 upgrade them, and lead the way to a more circular sports
market by working closely with other stakeholders on these
SOLD IN FRANCE HAVE
matters of recycling and reuse.
A RECYCLING BRANCH

61. http://recyclerie-sportive.org/une-nouvelle-recyclerie-sportive-a-bordeaux-merignac/
62. https://www.ecologic-france.com/ - 63. https://refashion.fr/, an eco-organisation for the textile clothing sector.
64. Decathlon brand for horse riding. - 65. Decathlon brand for hunting.

84 NFRD 2020 85
 3.4_Waste

UPGRADING WASTE

DECATHLON AND TOO GOOD TO GO WORK

TOGETHER TO COMBAT FOOD WASTE
As part of its approach to upgrade waste and turn it into
a resource, Decathlon has entered into a partnership with
Too good to go66 to combat food waste. The principle is easy:
any food product in our nutrition and hydration displays that is
nearing its end-by date is taken off the shelves and repackaged
in the form of a bag of mixed goodies. Users of the Too Good To
Go app can then come and collect the Magic bags instore at a
price that is four times less than the usual sale price. The aim
is to sell the stocks before they become out of date and have to
be thrown away. This partnership began with Decathlon Italy in
January 2020 and was quickly extended to Portugal, Belgium
and the United Kingdom, with Poland being a more recent
addition at the start of 2021. In total, 5,065 bags of products
were ‘rescued’ in 2020, of which 3,819 were in Italy.

WORKING TOWARDS ZERO WASTE PRODUCTS:

A SORTING CENTRE TO UPGRADE STORE WASTE
An internal sorting centre opened in France in July 2020,
enabling unsorted waste to be collected from four Decathlon
stores in the Hauts-de-France region (Roncq, Noyelles-
Godault, Bailleul and Béthune). This experiment aims to identify
the typical contents of store bins to work with the most suitable
recycling branches. In total, 10 tonnes of ordinary industrial
waste (OIW) were sorted over 14 weeks, in partnership with a
local company called D.multiple67. Sorting enabled 18 types
of waste to be singled out (sports products, cardboard, metal,
plastic, etc.). 76% of the collected waste was then upgraded via
donations, upcycling or reuse.
The data collected through this experiment will be used to set
out sustainable solutions to reduce the amount of OIW and
reach the goal of zero waste going to landfill or being incinerated
by 2026, for all stores and regional workshops in France.
A RECYCLABLE HELMET
As a continuation of the ‘zeroscrapping’ project launched in In addition, the ‘zero waste helmet’ team has brought several
2018, whose goal was to provide concrete solutions to extend local players into the project; these are bodies that are involved
TYPES OF WASTE GENERATED BY OUR SITES WORLDWIDE the useful life of store products, the Decathlon teams have been in urban mobility and are present in the Lille region of France,
DECATHLON STORES, BRANDED SITES considering the earliest stages of design. This is because if a such as the MEL68 and ADAV69. Safety requirements do not
AND COMPANY-OWNED WAREHOUSES
product is to be completely circular, its end-of-life must be an only depend on the helmet’s performance, but also in all the
integral factor from the outset. Thus, the ‘zero waste helmet’ infrastructures and behaviour relating to cycling. The aim of
project came into being. This is a project for an intermodal this collaboration is to create an innovative and more complete
SORTED SORTED PAPER AND
bicycle helmet that is ecodesigned and completely recyclable. local offering to help transform user mindsets and therefore,
PACKAGING CARDBOARD 40% mobility behaviours.
The main component of the helmet, the liner, represents almost
3% The helmet is still being development, but it demonstrates how
80% of the product's CO2 footprint as it is made with expanded
PLASTIC 3% propylene, a hard-wearing and shock-resistant recyclable it is possible to include the whole value chain during a product’s
OTHER 5% material. At its end-of-life, this liner can be completely crushed design phase. It is an important step in achieving our promise
[wood, and reused. for 80% of our products to have a recycling branch by 2026.
metal scraps, MIXED
textiles, etc.]
WASTE 49%
INDICATORS
AS AT 31/12/2020

TRENDS IN WASTE SORTING BY TEAMS

DECATHLON STORES, BRANDED SITES AND COMPANY-OWNED WAREHOUSES

96,252 39% 68.9%

2020
2018 2019
2017
66% 66% 68.9%
2017 2018
2019
2020
62%
47% TONNES OF WASTE
39% 39% 39% IN-STORE SORTING WAREHOUSE SORTING
GENERATED compared with 47% in 2019 compared with 66% in 2019
worldwide

STORES WAREHOUSES

66. https://toogoodtogo.fr/fr - 67. https://www.dmultiple.fr 68. MEL: Lille European Metropolis. - 69. ADAV: rights for bikes association.

86 NFRD 2020 87
 CREATING OUR COMMITMENTS FOR 2026
SUSTAINABLE ISSUES

Governance
2026 COMMITMENTS ACHIEVED 2019 ACHIEVED 2020

VALUE
Specialist committee dedicated to sustainable development

Incorporation of extra-financial performance criteria into monthly progress reporting

TRANSFORMING TO DEVELOP HEALTH Incorporating human,

environmental and financial
AND WELL-BEING THROUGH SPORT performance into our value
100% of teammates are paid in line
with extra-financial performance criteria
N/A N/A70
measurements

100% of decision-making tools

incorporate an internal carbon price
N/A N/A71

An ethical and compliance referent trained and managed in each country

100% of teammates have access to the

Business ethics internal warning platform that allows them
to escalate questions or alerts N/A 89%

32.5% of alerts
being handled
100% of alerts are handled and dealt with
67.5% of alerts
N/A dealt with

List of our memberships and partnerships with leading stakeholders

(organisations, schemes and initiatives, etc.).

Connecting and dialoguing

in an open ecosystem
Annual publications
DECATHLON IS COMMITTED TO THE UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS: (Extra-financial performance statement, Vigilance Plan, Modern Slavery Statement, etc.).

The Transition Plan was drawn up in 2020. Some indicators were created following the deployment of strategies and will therefore be available in 2021.

70. Reflection on the assessment criteria and method of calculation is currently underway.
71. In 2020, the teams launched studies with 2 external partners (Estin & Co and CO2Logic) with the aim of defining an internal carbon price for Decathlon; they also launched pilot projects in the
supply, textile and transport business units. In 2021, the internal carbon price will be rolled out and gradually integrated into the company’s decision-making tools.

88 NFRD 2020 89
 Governance
OUR ORGANISATION
FOR SUSTAINABLE PERFORMANCE
Decathlon is organised into different networks that are
interconnected according to their scope of action.
Informed by the principle of local responsibility, the various
strategies are supported by Referents who are experts in their
field, and deployed locally by Relays, who are influencers in their
operational decision-making remits.
INDICATORS
AS AT 31/12/2020
A TRANSITION COMMITTEE DEDICATED TO SUSTAINABLE
DEVELOPMENT, WHICH ADDRESSES THE ISSUES AND
ORIENTATIONS WITH THE DECISION-MAKING MEMBERS
(4 MEETINGS PER YEAR)
25 SUSTAINABLE DEVELOPMENT
PROCESS REFERENTS, SPECIALISTS
WHO COVER THE TOPICS OF ECO-DESIGN,
RESPONSIBILITY IN PRODUCTION,
THE FIGHT AGAINST CLIMATE CHANGE, ETC.
90 NFRD 2020
The global governance is therefore made up of the following:
 a circle of ‘pathfinders’, who are in-house experts that
embody the corporate vision and bring to life the major
strategies;
 a network of referents, specialists in their field who manage
the challenges and strategy performance;
 a network of Country and Agglomeration leaders throughout
the world;
 a board of directors and strategic committees that
ensure the sustainability of decisions by appointing company
executives who challenge the strategies put forward by the
management teams.
60 SUSTAINABLE DEVELOPMENT REFERENTS
IN THE COUNTRIES, WHO STEER THE STRATEGIES
AND MEANS OF ACTION AT THE LOCAL LEVEL,
WITH THE APPROPRIATE MEASUREMENT
INDICATORS AND ACTION PLANS
91
 CÉLINE

OUR ORGANISATION
SANDRA POPIHN
CROUZAT
LOGISTICS
SUPPLY CHAIN AND TRANSPORT

RAFFAELE DUBY
PRODUCT DESIGN
RAHEL DAMAMME
The Decathlon sustainable development team is organised into a network AND OFFERING SD REPORTS
STAKEHOLDER RELATIONS
of more than 100 team members, covering every topic and country.
JULIEN
MANAGING THE SD STRATEGY GONTIER
THE STRATEGY IS MANAGED by the SD leader, the circle of Sustainable Development contributors (made up of representatives INFORMATION
from various geographical areas and business activities), the external stakeholders, the internal auditors, the Decathlon Leader ÉMILIE AUBRY
SYSTEM
CLIMATE
and the board of directors.
SUSTAINABLE
THE AGENTS
COUNTRY SUSTAINABLE DEVELOPMENT REFERENTS: With their teams, they uphold Decathlon’s sustainable development strategy
MEHDY SUEUR DEVELOPMENT
in their country, along with the action plans, and are in direct contact with their stakeholders.
SUSTAINABLE
EXTRA-FINANCIAL PROCESS
PROCESS REFERENTS: Given their responsibility for a key topic, they prepare for changes affecting society and are in contact with
stakeholders relating to their subject. With the team members, they co-construct the tools and methods so they can become
PERFORMANCE
REFERENTS MATHILDE DEFRENNE
RETAIL ACTIVITIES
autonomous and guarantee the application of their process is globally consistent.
DECATHLON SD REFERENTS: In collaboration with the Decathlon Leader and in keeping with the company’s strategy, they define
the sustainable development goals in consultation with the SD team and team members.
ISABELLE GUYADER
DECATHLON UNITED MARIE CHAILLOU
SANDRA FOUCAULD SUSTAINABLE DEVELOPMENT
MATTHEW COMMUNICATION
ÖSTERLUND DECLERCQ LEADER
BOERSMA
SWEDEN CHILE AUSTRALIA
PETAR GLUHAK
CROATIA RONAN LE MOGUEN SOUNDOUS HASSOUNI
INDUSTRIAL DUTY OF CARE
ANTHONY WEI SOFIA KOSEL RASHIDA ARSHAD RESPONSIBILITY
CHINA ISRAEL PAKISTAN
ELIS RICAURTE
COLOMBIA

HILAL YILMAZ GABRIELA

TURKEY BUONONATO GAËL
BALAZS BRAZIL THOMAS MARQUILLY INTERNAL
HOSSAM AND EXTERNAL
KABARCZ ELGAWANY WALK SOUTH AFRICA
CIRCLE OF
HUNGARY EGYPT TAIWAN CONTRIBUTORS
PIERRE FAHY
MARINA FRANCE
SIRA STASSINOPOULOS
MANUELA LEANDRO SA
JUNTRASOOK GERMANY
VASILEVA PORTUGAL
THAILAND DECATHLON
BULGARIA LEADER
JEREMY PIOLET
NADÈGE IFF VIETNAM
PHILIPPINES IÑIGO
GARCIA MANAGEMENT
ANNIE GEORGE SPAIN
ROELAND VERVLOET
COUNTRY INDIA TRANSITION
COMMITTEE
NETHERLANDS SUSTAINABLE (BOARD OF
FIONA
SEBAYANG DEVELOPMENT ODETTE
RANA
DIRECTORS)
BELEHOUE
INDONESIA ANIS KAAK
TUNISIA GIORGIO REFERENTS IVORY COAST RAHMAN
POSSI BANGLADESH INTERNAL
ITALY AUDITORS
MATHIAS

EVERYBODY
MONTVERNAY
MOROCCO
EMMA ALIX

HAS TO PLAY A ROLE!

SYBILLE WOOLLEY GOURSAT
IZUMI SCHEFFER NATALIA SINGAPORE
UNITED KINGDOM
SLOVAKIA VASILCHENKO
SHIBASAKI JOERI MOONS
RUSSIA
JAPAN LYDA BELGIUM A LL DECATHLON I AN S
COLEBROOK
SWITZERLAND ANASTASIA
RADOSLAW BOIKO ISABELLE GUYADER
LOUISE-EGLANTINE CIPRIAN MOISE DASA POTOCNIK SUSTAINABLE DEVELOPMENT
POLECHONSKI UKRAINE
GUILLAUME ROMANIA
POLAND
SLOVENIA DECATHLON UNITED LEADER
MEXICO
Running enthusiast

92 NFRD 2020 93
 Governance
STEERING OUR SUSTAINABLE
DEVELOPMENT GOALS
DECATHLON
LEADER
MANAGEMENT
TRANSITION
COMMITTEE
BOARD OF
DIRECTORS
INTERNAL
AND EXTERNAL
CIRCLE OF
CONTRIBUTORS
INTERNAL
AUDITORS
According to the principle of a company organised in networks,
the governance of Sustainable Development is an integral part of
Decathlon's strategies, in the form of the “Pathfinder Circle". This
strategy, which was documented in the 2020-2026 Transition
Plan (see p. 21, 49, 67, 81 and 89), is managed by the Sustainable
Development leader (Planet) and the Human Resources leader
(People), who steers the human transformations.
This system distributes the various skills at different levels: on
the one hand, the networks of Referents, made up of specialists
who deploy the strategies on a daily basis and steer the
sustainable performance indicators, and the local networks on
the other hand, which operate as a relay for these strategies and
as decision-makers in their regions. These different agents are
interconnected, so that the Transition Plan can be implemented
in a consistent way.
In this context, the Sustainable Development team is linked to
various operational networks: the Sports and Process networks
for the creation and eco-design of products, the production
networks throughout the world for vigilance in respecting
fundamental Human Rights and the environment when
manufacturing our products, and the communication teams
in-store for the development of education and information
around Sustainable Development (environmental management
of energy and waste, Second Life of products, etc.) for our
customers and users.
94 NFRD 2020
COUNTRY
SUSTAINABLE
DEVELOPMENT
REFERENTS
SUSTAINABLE
DEVELOPMENT
PROCESS
REFERENTS
So that all the components of responsible development are
present at the highest level of the company, several decision-
making committees have been set up. Their mission is to lead
the reflections that will bring about lasting and thoughtful
decisions with medium and long-term results, just like the
decisions that cultivate the company's reactivity, agility and
ability to continually adapt to the circumstances.
THE CIRCLE OF CONTRIBUTORS
Made up of Process referents for Sustainable Development
and internal operational leaders. Its role is to fuel reflection
through the prism of sustainable development, with practical
contributions from the operational business units (sports,
finance, production, transport, retail, IT/Data, etc.), that
are connected to their networks. In this way, strategies are
developed and discussed, with the help of information about
the constraints and opportunities encountered in the field.
The duties of the members of the circle of contributors:
 Decide on strategies as representatives of the different
sectors of the company
 Implement actions in the field in their area of direct
responsibility
 Support their peers in implementing actions
 Monitor and alert in the event of deviations
TRANSITION COMMITTEE
In 2020, at the request of Fabien Derville, Chairman of Decathlon,
the Transition Committee was created to support and monitor
the subject of Sustainable Development with due attention.
TESTIMONIAL
This independent committee is made up of business leaders
and family shareholders, as well as independent experts. OLIVIER CAMPION
Thanks to its unbiased viewpoint, it can observe, evaluate and
question the long-term strategies put in place to ensure the
long-term resilience of Decathlon.
SECRETARY GENERAL
OF DECATHLON
Several objectives were defined during the creation of this
“The Transition Committee is structuring
advisory body, including the reliability of indicators and the
assurance that the transition trajectory complements the
in terms of governance, it allows all
economic trajectory, in order to ensure the sustainability of the stakeholders to address and follow
decisions made and the Decathlon adventure. this important and complex subject:
shareholders, board members and
This committee reports annually to Decathlon’s board of
directors and exchanges information with the various entities managers, in a starting line logic.
of the company. It acts as a guarantee that the extra-financial Independent experts are also present at
results are systematically discussed and analysed during the the round table, to ensure the relevance of
meeting.
the dynamics (indicator) and the correct
requirement for targets."
The progress made in 2020
The committee meets four times a year. During each session,
the results that express the transition are analysed, including
the increase in CO2, emission intensity, Eco-design sales and
Sustainable Turnover. In 2020, the Transition Committee organised a course for
Each subject will be dealt with throughout the year. In 2020, managers and shareholders, focusing more specifically on
the committee studied issues related to logistics, the carbon Climate and Circular Economy issues. This course was an
reduction trajectory and the development of sustainable opportunity for the managers and shareholders to come to a
turnover in stores. common view through a better shared understanding, resulting
in strategies that are more coordinated and supported.
IDENTIFICATION OF
EXTRA-FINANCIAL RISKS
To identify the most significant Extra-Financial risks, the
Sustainable Development teams and the Internal Audit teams
have relied on a principle of co-construction. This combination
makes use of the methodology for identifying and quantifying
risks on the one hand, and expertise on sustainable development
subjects on the other.
Methodology
The preliminary identification of risks is based on the expertise
of operational staff who are the most qualified to communicate
their vision of the field. This information is gathered through
interviews, consultations and documentary analyses, after
which a summary report is drafted.
Once the risks have been identified, some quantification work The risks are assessed and ranked according to pre-established
is done to define the probability of the extra-financial risks and quantified scales. They can then be represented in the form
occurring and the significance of the repercussions. of a mapping.
In the case of climate risk, for example, this has identified two This method is used to produce the action plans that will give
main sets of risks, i.e. endogenous risks, which are directly rise to the alert capacity and the defining of actions to reduce
linked to Decathlon's own activity and exogenous risks, which the exposure to risk, when necessary.
are the risks that Decathlon incurs as a result of climate change
at planetary scale.
95
 Measurement of value
INTEGRATING OUR HUMAN,
ENVIRONMENTAL AND FINANCIAL
PERFORMANCE INTO OUR
MEASUREMENT OF VALUE
The long-term performance of a company can no longer be
understood by examining the financial statements alone. A
global analysis provides a clear vision of environmental and
human issues, at the service of a necessary transition.
The financial and extra-financial performance indicators,
although distinct, appear to be closely linked. The financial
value of the company is linked to its carbon performance in
particular. In turn, the latter is a reflection of the needs in terms
of natural resources, energy and transport, for example. By
calculating the level of Decathlon's greenhouse gas emissions,
it is possible to assess and manage a global, long-term impact
and to take sustainable decisions accordingly.
In order to ramp up our actions towards achieving transition,
Decathlon is implementing a low-carbon strategy which
includes self-financing responsible initiatives to implement our
sustainable strategies. The extra-financial value is therefore
integrated at different levels, such as in the evaluation of the
share value for shareholders or in a sustainability-linked
financing system, which links the bank financing of Decathlon
and sustainable development indicators.
INDICATORS
AS AT 31/12/2020
5.9%
OF ECO-DESIGN TURNOVER FROM
THE SALE OF ECO-DESIGNED PRODUCTS
compared with 5% in 2019
72. The term Sustainable Turnover is an internal term: See p. 97 and methodology note 4, p. 121.
96 NFRD 2020
BUILDING A NEW BUSINESS INTEGRATING
MODEL BY MEASURING THE SUSTAINABLE TURNOVER
SUSTAINABLE PERFORMANCE
The Decathlon Sustainable Turnover was born in 2019, out of
INTO THE STORE RESULTS
So that all teammates can contribute actively to sustainable
the idea to separate the turnover value originating from the sale
of new products and that originating from second-life, repaired
or rental products, considered from the viewpoint of their
performance, Decathlon has created an indicator that measures
the positive impact of the turnover, which is coordinated by
the store network leaders. Thanks to this coordination, the
environmental added value. intentions in terms of extra-financial performance have been
The definition of Decathlon's Sustainable Turnover was fulfilled and the plan for the future is to increase the pace of
sharpened in 2020, in order to measure and build the financial the company's new circular economy models. This turnover is
ambitions which give more impetus to a business model included in the overall store sales and contributes directly to
directed at a circular economy and functionality. them, which smooths out the differences in the evaluation of
results that could occur previously: second-hand, repair and
As a result of this new way of recording our results, Decathlon
rental products fuel the creation of financial value in the same
will undertake an in-depth reassessment of the entire value
way as new products.
chain that it established more than 45 years ago.
This new integrated recording method encourages teammates
The sustainable performance is currently made up of two
to introduce customers and users to the offer of second-life
distinct concepts:
products. It is a real source of motivation, a new selling technique
 Eco-design turnover from the sale of eco-designed products: that needs to be learned and managed in store. This new
this poses challenges to Decathlon regarding its customers’ stance helps everyone to become familiar with the technique
desirability for eco-designed products and the share of and gradually integrate this aspect into the business model. It is
sustainable trading on new products, with eco-responsible supported by a set of communication media developed in 2020
properties. (See page 79).
 Sustainable turnover73 : from the financial performance of The commitment of teammates can also be seen from the
Secondhand products (Trocathlon - Recovery - Second Life), point of view of their willingness to adjust: despite the Covid
the Workshop activity (All-process repairs & B'twin spare situation, the Trocathlon events75 were adapted and the bike
parts) and rental service. recovery activity was particularly dynamic.
The "Eco-design Turnover" and "Sustainable Turnover" The aim worldwide is to reach 5% of Sustainable Turnover
indicators are now included in the monthly performance reports (second-hand and repair activity, followed gradually by the
for Decathlon France, just like the financial indicators. They will rental activity) by 2022, as the first phase of structuring and
be gradually incorporated at the international level. deployment.
More broadly, the various internal committees have tools Positioned as a strategic indicator in the transition to a more
to manage the overall performance of the decisions taken. sustainable business model, its integration into existing
For example, the Sports and Process teams have defined a management systems will gradually lead to the structuring of a
Scorecard74 of their respective products, which they can use complete offer, with expert project leaders.
to manage the design agents on a regular basis (every month
and every 3 months, with 3-year objectives reviewed annually),
regarding the carbon reduction objectives and the sales
objectives for eco-designed products.
1.36% 72
TESTIMONIAL
MATHIEU BONNEAUD, SUSTAINABLE TURNOVER PROJECT MANAGER
OF SUSTAINABLE TURNOVER ,
“This indicator makes sustainable development tangible: it translates the strong environmental
RESULTING FROM THE USE OF PRODUCTS: convictions of the store staff into practical initiatives, so they can see that protecting the planet is not
SECOND-HAND, WORKSHOP REPAIR AND RENTAL only essential, it is also profitable. I am very happy to see that, given all the difficulties experienced in
2020, the economic performance associated with Sustainable Turnover is a reality. It is the fruit of the
compared with 1.05% in 2019
beliefs of teammates and our customers, who now know that they can find solutions for buying their
sports equipment more sustainably in our stores and online.”
73. See methodology note, p. 121: Following the final work on Green Taxonomy, a working group will be set up in 2021
to study the alignment between this internal definition of Sustainable Turnover and the provisions of the texts.
74. Scorecard: tool for evaluating and defining the carbon impact objectives - 75. Trocathlon: event dedicated to the sale of second-hand products, see page 76.
97

MEASURING AND FINANCING
DECATHLON'S LOW-CARBON STRATEGY
To guarantee Decathlon's environmental transition, several
financial initiatives were implemented in 2020. These initiatives
are the result of a global sustainable finance strategy that links
the economic evaluation criteria with the carbon footprint.
Measuring the internal price of carbon and separating out the
assets dedicated to Transition
The intention of the pilot project was to translate carbon
performance into a monetary value, to make it more meaningful
for everyone, so that it is no longer viewed as a value with no
connection to the activities of the business. This carbon value
was therefore linked to the financial year to work out the "hidden
cost" of each decision: the objective was to measure the overall
financial impact, both in the short-term and long-term. This
involved gradually integrating all the budgetary decision-
making tools and all the decision-making steps of each project.
Initially, using an in-depth benchmark analysis, a price in Euros
per tonne of CO2 was calculated at €50/tonne of CO2 emitted.
This price varies according to the material used: it depends
on all the transformation steps needed to arrive at the final
product, such as the complexity of the textile fabric or the
dyeing process in the case of a material. Future developments
will therefore be devoted to making this monetary translation
more and more reliable.
The pilot project was initiated by the Woven process team76,
This team integrated the carbon price for each component by
integrating it into its design catalogue, so that each engineer
could make design choices by evaluating a final global price
that includes the hidden cost of carbon.
It was also launched by the transport teams in France, who
integrated the volume of CO2 emissions (measured using the GRADUALLY INTEGRATING
internal carbon price) in the analysis of invitations to tender for
SUSTAINABLE CRITERIA (OR ESG) IN
carrier contracts.
ASSESSING DECATHLON'S SHARE VALUE FOCUS
Sustainably financing Decathlon in partnership with agents
in the banking sector Because Decathlon creates economic, social and THE 6 INDICATORS SELECTED
Since March 2020, Decathlon has included ESG (Economic,
Social and Governance) criteria in its bank credit lines77. As a
environmental value, sustainable development strategies
and actions have been incorporated in Decathlon's
FOR EXTRA-FINANCIAL
strong symbol of the ties between financial value and long-term
investments, the project emerged out of the conviction to
shareholder value since 2018. This share value is worked
out by a college of financial and extra-financial experts.
ASSESSMENT
finance Decathlon sustainably, rather than only the usual The environmental, social and societal performance of
so-called “sustainable development" projects. 1. E MPLOYEE SATISFACTION
Decathlon is therefore linked to the economic results for all
This innovative sustainability-linked financing project the co-owners of the company. 2. S
 PORTS USER SATISFACTION
was developed in partnership with Ethifinance, an extra- Decathlon's extra-financial performance is assessed
3. M EASUREMENT OF HUMAN
financial analysis agency appointed by Decathlon. It involves according to all of the company's sustainable development
amendments to the financing contracts concluded with Crédit strategies and actions, with a particular focus on six RESPONSIBILITY IN PRODUCTION
Agricole CIB and Natixis. representative indicators. AT DECATHLON'S SUPPLIER SITES
4. M
 EASUREMENT OF ENVIRONMENTAL
RESPONSIBILITY IN PRODUCTION
AT DECATHLON'S SUPPLIER SITES
5. R EDUCTION OF CO 2 EMISSION
INTENSITY PER PRODUCT SOLD
6. D EVELOPMENT OF ENVIRONMENTAL
LABELLING FOR DECATHLON PRODUCTS
This analysis also prepares the company for banking evaluation
according to ESG criteria which are being used increasingly
widely. By taking this lead and using the indicators that make
sense for the company, Decathlon is providing a long-term
evaluation that gives potential financial backers the peace of
mind they need in planning for the future.

ALTERNATIVE VIEWPOINT INTERVIEW

KATY DRAPER, EXTRA-FINANCIAL PERFORMANCE PROJECT MANAGER

AND DOMINGOS ANTUNES, CASH FLOW MANAGER

Why choose this approach to financing?
KD: Decathlon is proud to include our six sustainable KPIs
in our financing contracts because this demonstrates
our unambiguous and determined commitment to put
environmental, human and societal performance at the heart
of our company's strategies. By integrating these KPIs into
financing contracts, we are showing our financial partners
that we are committed to this performance, while using the
financial mechanism to drive internal actions forwards.
DA: Financing is the means with the widest impact, since
85% of financing needs are sourced by Decathlon. In fact, our
aim was to anticipate rather than be forced to integrate CSR
aspects in Decathlon’s credit analysis. We believe that in the
near future, there will be a heavy cost to not incorporating ex-
tra-financial aspects in projects to be financed for the future.
We are already working to integrate these same KPIs in other
areas, in order to cover all cash operations.
Why is this important for Decathlon?
KD: It is an emblematic financial year, marking a certain
confidence in Decathlon's ESG commitments, which
demonstrates our strong belief that transforming our
actions in order to protect the planet and its inhabitants is a
fundamental strategy for creating sustainable value.
DA: Integrating extra-financial ratios in our financing
enables us to display the achievements of our in-house
goals regarding sustainable development. It also means
we can include our financial partners in our ambitions for
sustainable finance. This approach enables us to rely on
shared viewpoints on our ESG indicators from outside our
organisation. These partners make no compromises when
sharing their opinions about our carbon trajectory and it is
a virtuous circle of shared ambitions and mutual trust. We
signed €125 million of credit in March 2020, and €425 million
will ultimately be agreed. In this way, finance can be seen as
the strong arm of sustainable development.
How is this an innovative initiative? .
KD: It is the partnership that sets this initiative apart,
especially the complementary aspects of our expertise. The
rating requirement helps foster confidence in the relevance
of the criteria chosen and the questions posed by the banking
system make the long-term value creation expectations
more realistic.
DA: We have been precursory in including extra-financial
ratios in our financing and have been able to adopt a
‘tailor-made’ approach. What is also unique is the fact that
these indicators have been integrated; they are the ones
that are most meaningful for Decathlon and so there is
a genuine interaction between our financial and extra-
financial performance. It is an authentic assessment, based
on a realistic trajectory and therefore truly motivating, that
enables direct and transparent communication both within
and outside the company, while having a motivating effect in
accomplishing sustainable development goals

76. Woven: textile industrial process team dedicated to the fabric weave.
77. https://www.decathlon.media/shared/dossiers-presse/pdfs/20200305_cpresse-decathlon-finance_esg_media_fr_86k1sfi0.pdf

98 NFRD 2020 99
 Business ethics

AWARENESS AND CODE DE CONDUITE

POUR LES FOURNISSEURS DE DECATHLON
*

TRAINING IN THE FIGHT

“Chez DECATHLON, notre mission est
de rendre le plaisir et les bienfaits de
la pratique du sport durablement
accessibles au plus grand nombre.”
L’engagement de DECATHLON est de
réussir cette mission en respectant ses
valeurs de responsabilité, vitalité,
authenticité et générosité en promouvant
Afin d’être cohérent avec ces valeurs et
principes, DECATHLON s’engage à
respecter et garantir leur application
grâce au code de conduite de DECATHLON
pour ses fournisseurs.
Les exigences au sein de ce code de
conduite sont plus détaillées et
expliquées dans les directives et

AGAINST CORRUPTION
un développement durable dans toutes définitions de DECATHLON pour les
ses activités. fournisseurs ainsi que dans des politiques
Par conséquent, DECATHLON adhère à la complémentaires comme la Déclaration
Déclaration universelle des Droits de des matières responsables ou la
l’Homme, à la Déclaration sur les déclaration relative à l’esclavage
principes et droits fondamentaux au moderne.
travail de l’Organisation internationale du
travail, aux Principes directeurs des
Nations unies relatifs aux entreprises et
aux Droits de l’Homme et aux normes et
principes de l’OCDE relatifs à un
comportement commercial responsable.

Following the adoption of the French law against corruption and the modernisation of economic life in 2016 (known as the
Sapin II law78), Decathlon is implementing a programme to prevent and detect corruption and influence peddling, which is to
be applied in all of its subsidiaries around the world.

Defining the risks TRAVAIL SÛR PROTECTION DE NOTRE TRAVAIL

TERRAIN DE JEU ÉQUITABLE
In 2020, work continued on the development of the risk
mapping initiated in 2018. The objective was to identify, L’ENVIRONNEMENT DE TRAVAIL L’EAU EST PROTÉGÉE L’EMPLOI DURABLE EST ASSURÉ

analyse and prioritise the risks of exposure to corruption and EST SAIN ET SÛR
LES BÂTIMENTS SONT ADAPTÉS
LES DÉCHETS SONT RÉDUITS LE TRAVAIL EST VOLONTAIRE

influence peddling in the various professions carried out within

LA PRODUCTION EST DÉCARBONÉE LE TRAVAIL DES ENFANTS EST
AUX BESOINS
INTERDIT
LES ÉMISSIONS ATMOSPHÉRIQUES
LES INCENDIES SONT ÉVITÉS
the company. This work had to be carried out for each country & LA RÉPONSE D’URGENCE
EST EFFICACE
SONT RÉDUITES
LES PRODUITS CHIMIQUES SONT
LA DISCRIMINATION N’EST PAS
TOLÉRÉE

in which Decathlon operates. LES CONDITIONS SANITAIRES

& D’HYGIÈNE SONT ASSURÉES
CORRECTEMENT GÉRÉS LA LIBERTÉ D’ASSOCIATION
ET LA NÉGOCIATION COLLECTIVE
SONT RESPECTÉES

Most countries have signed the final report outlining the results
Lire plus
LE HARCÈLEMENT ET LES ABUS
Lire plus NE SONT PAS TOLÉRÉS
of the risk mapping. LES HEURES DE TRAVAIL
NE SONT PAS EXCESSIVES

This mapping highlighted some preventive measures and cor- L’INDEMNISATION ET

LES AVANTAGES SONT JUSTES

rective measures for the risk in each country. These measures Lire plus
are currently being deployed.

Preventing and alerting if necessary *Fournisseurs = Fabricants des produits de sport signés Decathlon.

Various tools are being deployed to build employee awareness

so that they can prevent the issue from occurring.
The Code of Ethical Conduct, which includes a "corruption" Training and leading the network of referents
section adapted to each country, describes and illustrates
the types of behaviour to be prohibited for the prevention of The objective is for each country to have an ethics and
corruption and influence peddling. The Code also gives a series compliance referent. The network receives regular training to
of good habits to adopt when faced with a sensitive ethical develop skills, especially on emerging topics. In keeping with
the requirements of the health crisis, all training was conducted
100% OF RESPONSIBILITY
situation.
in a digital format in 2020. This organisation facilitated a high
The platform for receiving Whispli reports79 has been deployed
in all the countries: it allows any teammate or external individual
level of agility and interconnection between networks that are AT THE SERVICE OF FREEDOM:

REPORTS RECEIVED
geographically close to each other around the world.
to quickly and confidentially report any situation that breaches FULFILLING THE DUTY OF VIGILANCE
our Code of Conduct, or that does not comply with the Each year on 9 December, the United Nations celebrates the
global fight against corruption. Decathlon took advantage AT EVERY LEVEL OF THE COMPANY
applicable regulations. Today, there are 150 referents, trained in

ON THE PLATFORM
confidentiality and the presumption of innocence, who examine of this date to create an event that gathered together all the
In 2020, Decathlon published the third annual result
each report received: an internal workflow within the platform referents, as well as all the teammates who wished to be
for its Vigilance plan. This public document, called the
provides these referents with the support they need at every present, to provide information, clarify and go into greater detail

IN 2020 ARE BEING

Vigilance Plan, is at everyone's disposal; it covers all the
step of the investigation. about gifts and invitations, the alert system and conflicts of
company's responsibilities throughout the value chain,
interest. This event, which was held in five languages (French,
on all the purchasing contracts for the manufacture of
English, Chinese, Spanish and Portuguese), brought together

HANDLED OR HAVE BEEN

products, their distribution or the provision of services.
500 participants in 57 different countries.
It includes a risk mapping with action plans to prevent
Finally, there is now a dedicated internal site that all the the issues in question and sets out how the alert system

DEALT WITH
teammates can use to find all the information related to the works.
prevention of corruption and influence peddling.
Check out the Decathlon Vigilance Plan online:
https://sustainability.decathlon.com/decathlon-
annual-sustainable-development-reports

78. LAW No. 2016-1691 of 9 December 2016 on transparency, the fight against corruption and the modernisation of economic life.
79. https://decathlon.whispli.com/sustainability

100 NFRD 2020 101

 Open ecosystem Decathlon has 42 production offices in 24 countries and also works with suppliers established in 23 other countries. The
teammates manage production in the country in which they are located, and if necessary, production in neighbouring countries
when these do not have a Decathlon production office.

MAINTAINING LONG-TERM
PURCHASING RELATIONSHIPS
OUTSOURCING BY DECATHLON IN FIGURES
AS AT 31/12/2020

977 362
RANK 1 SUPPLIERS RANK 2 SUPPLIERS
(suppliers of finished products and components (suppliers of our rank 1 suppliers, without
in a direct contractual relationship) a contractual relationship with Decathlon)

MAP OF PRODUCTION
COUNTRIES
AS AT 31/12/2020

2,178 45 11.2 years COUNTRIES WITH A DECATHLON PRODUCTION OFFICE:

AFRICA: Egypt, Ethiopia, Morocco, Tunisia. AMERICAS: Brazil, Mexico. NORTH ASIA: China, Taiwan. SOUTHEAST ASIA: Indonesia, Thailand, Vietnam. SOUTHWEST ASIA:
Bangladesh, India, Pakistan, Sri Lanka. EUROPE: Albania, France, Italy, Poland, Portugal, Romania, Turkey, Ukraine. CIS (Commonwealth of Independent States): Russia.
COUNTRIES WITHOUT A DECATHLON PRODUCTION OFFICE:
PRODUCTION TEAMMATES AVERAGE LENGTH OF SERVICE FOR AFRICA: Madagascar. NORTH ASIA: Japan. SOUTHEAST ASIA: Cambodia, Malaysia, Myanmar (production stopped in 2020). EUROPE: Germany, Austria, Belgium, Bosnia,
Bulgaria, Croatia, Spain, Finland, Georgia, Hungary, Lithuania, Netherlands, Czech Republic, United Kingdom, Serbia, Slovakia, Slovenia, Switzerland.
SUPPORT SUPPLIERS PARTNER SUPPLIERS THE TOP 100 SUPPLIERS
ON A DAILY BASIS in terms of purchase volumes

DECATHLON, A MULTI-PRODUCT OFFERING, AS WELL AS SOLUTIONS

HIGHLIGHTS IN 2020
1
In view of the health crisis, we are developing customised responses throughout our supply chain, aimed at both
maintaining the productivity of our industrial partners and ensuring the economic resilience of the company.
FOR MULTIPLE INDUSTRIAL PROCESSES AND MULTIPLE COUNTRIES
We offer a wide range of sports items in line with user requirements for the 85 Signed Sports. These products, designed by the
Decathlon teams and our suppliers, are manufactured using a number of industrial processes, including those in sectors such as
textile, metallurgy, electronic and footwear. The products are designed and manufactured in compliance with our specifications and
contracts, which include our social and environmental requirements.
BREAKDOWN OF DECATHLON'S PURCHASE VOLUMES (PER INDUSTRIAL PROCESS)
FROM 01/01/20 TO 31/12/2020

2 health crisis, we are strengthening our connections, in particular thanks to digital responses, and we are maintaining
The performance of our purchasing strategies depends on the dynamism of our network: under pressure due to the
NUTRITION: 1.1%
our major exchange meetings, such as the E-partner Forum. In parallel, new opportunities for sharing are being created CHEMICAL AND
both locally and within the Process teams. TEXTILES: 36.4% ELECTRONICS: 1.5% COSMETIC PRODUCTS: 0.5%

3 by integrating the concepts of extra-financial value creation and environmental impact (E-TCO).
We are deploying the concept of sustainable purchasing in our networks, thanks to the training given to our buyers, SIMOND: 0.1%
METAL: 9.2% FOOTWEAR: 13.2%
WEDZE COMPOSITES: 0.3%
GLOVES: 1.2%
4 thanks to their own digital assessment tools applied to the main elements of our strategy: human responsibility,
We are accelerating the deployment of the Autonomy program aimed at partner suppliers,
PLASTIC AND COMPOSITE PRODUCTS: 7.4%
HEAVY CLOTHING: 11%
BICYCLES: 13.4%
environment, quality, operational excellence, procurement and industrialisation. OPTICAL PRODUCTS: 1.3% PYROTECHNICS: 0.2%
HELMETS: 1.1% WELDED/INFLATABLE PRODUCTS: 2.1%

102 NFRD 2020 103

 OUR PURCHASING STRATEGIES
Our purchasing strategies are based on constituting and
coordinating a panel of suppliers according to three categories:
OUR PARTNER SUPPLIERS
We build industrial projects with each of our partner suppliers
who share our vision and values. These projects, which are
founded on collaboration and transparency, inspire mutual
trust. When integrated into our internal processes, our mu-
tually-demanding partnerships spur us on together towards
operational excellence, whilst fostering individual responsibility
and autonomy in each party.
OUR STRATEGIC SUPPLIERS
We maintain lasting relationships with all our suppliers
based on performance management as well as human and
environmental responsibility in the production process. We
do, however, have a separate category of suppliers with whom
we do not have a partnership relationship because they do not
meet all the criteria, but who are essential because they provide
exclusive technology or a significant volume of production.
OUR OWN PRODUCTION SITES
Decathlon has 9 production sites in which some of our products
are manufactured. At these production sites, we are developing
the Decathlon Manufacturing Way network aimed at promoting
operational excellence. This network enables our teams and
partner suppliers to exchange ideas and draw inspiration from
the best practices known to date.
LOCAL PRODUCTION
DEVELOPMENT STRATEGY
We are pursuing the local production
development strategy in order to be
more responsive to the demands and
uncertainties of our markets, while
reducing our impact on the environment.
Our panel of suppliers and choice of
volume allocations are always decided
on the basis of total cost (referred to
as TCO: Total Environmental Cost of
Ownership). The combination of these
two strategies (local production and
the TCO approach) enables us to
form a panel of suppliers that meets
the global and local challenges
facing our company.
104 NFRD 2020
ADAPTING AND MAKING DECISIONS LOCALLY
AVERAGE LENGTH OF SERVICE 10 TO
20 YEARS
FOR SUPPLIERS ON OUR PANEL INTERVIEW During this period,
AS AT 31/12/2020
49% LIONEL ADENOT,
have the same requirements been met?
Yes, of course. This is yet another advantage of proximity. Our
5 TO COUNTRY HEAD VIETNAM suppliers and partner suppliers are familiar with our methods and
10 YEARS we have been able to rely on their self-assessment skills, even
though fewer physical visits to factories have been possible. We
33% What is the background have organised local Partner Forums to exchange best practices
and we have developed ‘SD Talks’, which are remote meetings
to Decathlon's presence in Vietnam?
dedicated, in particular, to human responsibility issues. During
Decathlon has been in the country for 25 years for the purposes
this period, we have also speeded up progress in the area of
of production, which involves some of the group’s major global
OVER transformation: renewable energies at production sites and all
20 YEARS
suppliers; it also has established in-store distribution activity,
stores, as well as beginning to replace coal with biomass in
3 TO launched in 2017. Our distribution model, which is resolutely
10%
1 TO certain plants. To date, 85% of rank 1 suppliers based in Vietnam
5 YEARS omnichannel, began exclusively in digital form, to find the right
UP TO 3 YEARS calculate their CO2 emissions.
positioning in this market, the right offering, the right price range,
3% 5%
1 YEAR
etc. We then expanded our digital activity by opening customer
0% contact points in sports clubs, and completed our ecosystem
with physical stores on a city-by-city basis.
What decisions did you make
at production level when the health crisis hit?
In 2020, Decathlon widened its application of the methods First of all, we halted all our production lines and the shipment of
for partner suppliers to apply to our strategic suppliers, so as
to increase our overall number of suppliers to a realistic level,
products, in order to contain overproduction and use up existing WILFRIED CORNET
stock. We communicated regularly with all our suppliers, giving
without abandoning our required standards. them as much information as possible and the assurance that we DECATHLON UNITED PURCHASING
would honour all orders already placed. Afterwards, relationships PROCESS LEADER
were maintained on a case-by-case basis, according to the
circumstances of each supplier. Some of them are our partners, “This year has shown us more than ever how
so there is a strong relationship of trust with real proximity. This
solidarity between us was what allowed us to put in a mutual
important it is to have good, close relationships
effort and create a winning mindset. In other cases, suppliers with all our suppliers. Sharing mutual problems,
were in a more vulnerable situation. We have had more than seeking quick and suitable solutions, and the
20 million cloth masks manufactured here: this has kept 13 very close presence of our network to local
suppliers in business. In order to make the best decisions, it is issues, have enabled Decathlon to take the most
essential to work together in the same country and in the same
situation of hardship
appropriate tailored decisions in line with the
common values that we promote daily.”
MADE-IN CHINA FOR RETAIL CHINA: 93.2%
2020 - A YEAR OF REACTION AND ADAPTATION
MADE-IN EUROPE FOR RETAIL EUROPE: 24.9% When Covid-19 health restrictions were imposed in March 2020, Decathlon decided to halt the flow of more than
EUR 2 billion worth of products between March and April (sales price), strongly affecting the production activities
of our suppliers and partners.
MADE-IN RUSSIA FOR RETAIL RUSSIA: 11.8% However, thanks to its control of the supplier panel that is built on a relationship of trust, the first-hand involvement
of its teams and the subsidiarity of its organisation, the company was able to provide customised responses to
the difficulties encountered by suppliers and, in particular, partner suppliers (early payments, reverse factoring,
MADE-IN INDIA FOR RETAIL INDIA: 46.4% adaptation of production schedules, guarantee on the consumption of raw material stocks, etc.).
This flexibility also enabled us to boost production in product ranges that are in high demand worldwide such as
bicycles; or metal processing, which is essential for the manufacture of body-building equipment, for example.
MADE-IN BRAZIL FOR RETAIL BRAZIL: NC80
80. Unavailable IT data for purchases made by Brazil for Brazil.
105

DESIGN, DEVELOPMENT,
INDUSTRIALISATION, PRODUCTION
SIGNED SPORTS, R&D, PROCESSES,
PRODUCTION OFFICES, SUPPLIERS
RANK 1
ACTIVITY TEAM
COMMERCIAL RELATIONS
COMBATING UNDECLARED SUBCONTRACTING
It is difficult to detect subcontracting when it is not declared by our suppliers. In spite of our formal opposition to this practice,
which is set out in a contractual clause signed by the suppliers and reinforced with regular on-site visits by Decathlon teams, some
suppliers may outsource the manufacture of our products without our prior consent.
To combat this, we train our teams in precise quantity planning during the product development phases and later during mass
production. The available information regarding actual production capacities is regularly cross-checked against the number of
products delivered so as to mitigate the risks.
OUR SUPPLY CHAIN
In order to manufacture our Decathlon branded products that
satisfy the requirements of our customers and users, the most
thorough possible control of the value chain is essential. We
therefore develop supplier relationships on several levels:
RANK 1 SUPPLIERS
They are bound contractually to a company within the
Decathlon Group for the production or assembly of finished and
semi-finished products (via a manufacturing agreement), or for
the supply of raw materials or components (via a purchasing
agreement); they receive purchase orders from the aforesaid
company, which they invoice directly.
106 NFRD 2020
CULTIVATING SKILLS
AT ALL LEVELS OF PRODUCTION
TO PROMOTE INDIVIDUAL AUTONOMY
The production teams coordinate supplier relations on a
daily basis with regard to sustainable development, quality,
supply, continuous improvement, product industrialisation and
advance manufacturing.
RANK 2 With the conviction that competency is an essential component
of sustainable performance, Decathlon therefore pursued
RANK 3 its aim in 2020 to make each teammate responsible for their
own personal development in relation to their projects, main
challenges and associated responsibilities. New tools are now
available to complement the existing mechanisms, such as
the deployment of Decathlon Academy; this notably makes
learning and self-assessment solutions accessible to all.
1,809
ACTIVE LEARNERS IN PRODUCTION WITH
SUSTAINABLE DEVELOPMENT SKILLS
COORDINATING NETWORKS IN ORDER
RANK 2 SUPPLIERS
TO DISCUSS AND DEPLOY STRATEGIES
They contribute to the value chain of Decathlon products. They
have a direct commercial relationship with our rank 1 suppliers,
with whom they organise and manage the purchase orders and
AND ACTION PLANS
invoicing. The Decathlon group reserves the right to intervene The World Partner Forum was maintained despite the health
in the selection or approval of these rank 2 suppliers, though and technical constraints. It brought together more than 70
without interfering in the commercial and legal relationship suppliers (partners, future partners and strategic suppliers), as
between rank 1 and rank 2 suppliers. well as the Decathlon teams involved in this strategy (about 365
people) from 14 different countries.
More than 700 people attended this digital event, which was
hosted by videoconference. It was an important moment for
977 362
the smooth operation of Decathlon's value chain, during which
RANK 1 SUPPLIERS RANK 2 SUPPLIERS
2.9% less than in 2019 4.6% more than in 2019
In addition to buying skills, Decathlon has introduced some new
core skills in the strategic buyer’s job description. Since 2018,
strategic buyers must be able to detect an E score on human and
environmental issues (which implies the immediate suspension
of production with the relevant supplier, until the critical issue
is resolved). The job description has been extended to include
measuring and monitoring the CO2 emission performance of
buying activities and raising awareness of forced labour issues.
New methods have to be learnt in the acquisition of these new
skills and are provided by regular training programmes. The
aim is to adapt our purchasing policies so as to be able to meet
our 2026 commitments to reduce CO2 emissions.
Lastly, a new digital tool for allocating our volumes is being
deployed within the buying teams, taking into account the
creation of financial value and above all, environmental impact
(E-TCO).
By the end of 2020, 67% of all buyers had received training on
the subject of sustainable development (12% in 2019).
PARTNER AUTONOMY PROGRAM
In 2020, the purchasing teams launched a 5-year programme
to develop our partner suppliers’ abilities for self-assessment.
By strengthening the skills in our partner’s teams and deploying
digital monitoring and self-assessment tools, we are speeding
our partners on their way to reaching industrial excellence
in environmental and human issues, as well as in quality,
procurement and industrialisation.
The target is for 100% of Decathlon's partner suppliers to be
autonomous in all of their assessments (with a level B audit
result) by 2025, in order to ensure constant improvement.
the various governance bodies were able to thank everyone for
their commitment and express their confidence in Decathlon's
future and in the partnership strategy.
In parallel to this major annual event, the frequency of Local
Partner Forums has increased all around the world (China,
India, Vietnam, Bangladesh, Sri-Lanka, etc.). The opening for
digitalisation has meant a greater number of exchanges and
the reinforced proximity of partners, as well as seeing the
emergence of new formats by region and by Industrial Process.
During these meetings, local stakeholders can discuss their
difficulties in similar situations and share their good practices.
107
 INTERVIEW
LOGGING ON AND DISCUSSING
ISSUES IN AN OPEN ECOSYSTEM
During the health crisis,
how did the open ecosystem help you?
“The Covid-19 crisis in 2020 revealed and exacerbated the
systemic vulnerabilities and inequalities in the world.
However, we now have just a small window of 10 years to
achieve the 17 Sustainable Development Goals. These goals
are a call to action for every country and business to promote
prosperity for all, while protecting the planet. More than ever, it
is clear that structural changes and fast action are needed
if we want to achieve this 2030 agenda. And every company,
including Decathlon, must swing into action and contribute fully
to ensuring that our actions will produce the desired effects.
We must increase the pace and our actions must have more
impact for society. Decathlon will not be able to achieve this
alone and it is indeed through strategic collaborations with our
ecosystem that the objectives will be reached.
In recent years, we have seen certain stakeholders become
stronger and new ones emerge: the younger generation
inspired by the movement of Greta Thunberg, the Manifesto of
Young Students for an Ecological Awakening in France, and the
financial sector, which is increasingly interested in our extra-
financial issues and with whom we are now working on joint
projects; in addition are the employees themselves, who are
more demanding and have challenging questions regarding the
companies in which they work. Naturally, it is far too early to
know what the long-term impacts of the Covid-19 crisis will have
on organisations and on people as employees, consumers and
citizens. But it is clear that as the stormy COVID period comes
to a close, companies will increasingly have to recognise that
they are at the service of society, and not the reverse.
Companies with fully integrated sustainability strategies are
the key path to managing risks and vulnerabilities more
effectively, and to ensuring a fairer and more resilient world.
What were the decisive actions and
collaborations for Decathlon in 2020?
In 2020, our sustainable development teams became more
deeply involved with our federations (FCD, Union Sport
et Cycle, Eurocommerce, WFSGI) given the very substantial
national and European regulatory changes, with the aim of
anticipating developments and making our convictions heard,
especially regarding regulations promoting a circular economy.
108 NFRD 2020
As regards climate aspects this year we were given a 15B=
rating using the ACT approach co-developed by ADEME and
CDP, and we also joined the Net Zero Initiative in order to have
access to a common and recognised methodology for defining
a company's contribution to carbon neutrality.
Regarding the complex issues relating to biodiversity, we sought
to acquire expertise from the Orée network in 2020 and we
are fully committed to the CDC Biodiversity as well as to
“Act4nature France" (companies committed to nature), so
that we can measure our impact on biodiversity and identify our
priorities, while also formally documenting our aims in this area.
During the year, we continued to motivate our teammates and
client-users for World Clean-up Day, an event that has become
a key moment for mobilising responsible action all over the
world.
We committed to a partnership in China with the WRI
organisation (World Ressource Institute) and by starting a
cooperation with the Apparel Impact Institute (AII) to ramp
up our actions on the environmental impact of textile dyeing and
finishing processes.
We are well aware of the interdependence of sustainable
development issues and the need to collaborate with our
ecosystems to find collective solutions.
Our positive experiences and collaborations with our stakeholders
over the past year have given us cause to be confident in jointly
taking on current and future challenges.
In this decade of action, we all have a role to play: leadership
in the transformations needed and collaborative intelligence
are necessary more than ever before.
RAHEL DAMAMME
REPORTING AND STAKEHOLDER
ENGAGEMENT LEADER
Yoga enthusiast
Open ecosystem
OUR EXTERNAL STAKEHOLDERS
INSTITUTIONAL RELATIONS
On the Environment and Quality committees of the FCD (Federation for Commerce and Distribution), that works to promote Sustainable
Development (whose main work is to support donations and apply the Circular Economy Law):
http://www.fcd.fr/qui-sommes-nous/actualites-de-la-fcd/detail/decouvrez-la-video-de-presentation-de-la-fcd/
On the Environment committee since 2014 (includes work on updating the code of conduct, an event linking CSR and sport, and the functional
organisation of Extended Producer Responsibility for Sports and Leisure goods):
http://www.entreprisesdusport.com/fr/infos-conso/developpement-durable/
http://www.unionsportcycle.com/
Since 2015, follow-up of work monitored by the CSR Commission of the WFSGI (sharing intelligence information, CSR practice benchmarking,
participation in webinars, etc.): http://www.wfsgi.org/
Member of the Eurocommerce Environment Committee, so as to monitor and anticipate any future strategic and legislative developments
for the European Union in terms of the environment: http://www.eurocommerce.eu/
Member for several years of the ORSE (Observatory on Corporate Social Responsibility, a multi-stakeholder organisation that keeps a
constant watch in France, Europe and internationally and advises companies on their CSR strategies. Decathlon joined the ORSE board of
directors in June 2019: http://www.orse.org/
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:
http://www.ademe.fr/expertises/consommer-autrement/passer-a-laction/reconnaitre-produit-plus-respectueux-lenvironnement/
dossier/laffichage-environnemental/laffichage-environnemental-aujourdhui-demain-bilan-experimentations-perspectives
Attendance at board of director meetings of Refashion (formerly ECO-TLC) which is the eco-organisation of the Clothing Textile, Household
Linen and Footwear Sector: 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 for the environment
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 reuse”:
https://www.globalfashionagenda.com/logo/decathlon/
Since March 2019, Decathlon has sat on the Board of Directors of “P le Eco-conception”, the French national centre for eco-design
and performance through the life cycle. Founded in 2008, this centre aims to support the development of sustainable consumption and
production patterns. “P le Eco-conception” assists Decathlon in the eco-design of its products and implementation strategies:
www.eco-conception.fr
The Plastic Leak Project (PLP) deals in plastic leakages and was launched by the sustainable development consulting firm Quantis and EA,
the centre of environmental management & CSR. It aims to contribute to global efforts to combat plastic pollution. The multi-stakeholder
initiative plans to draw up methodology and metrics guidebooks to locate, measure and map out plastic and microplastic pollution in the
value chain, in order to define effective action to find a solution to plastic leakages into the environment:
https://quantis-intl.com/global-plastic-leak-project-kicks-off-to-tackle-plastic-and-microplastic-leakage/
The Microfiber Consortium (TMC) is a non-profit association that enables a multi-stakeholder approach. This consortium facilitates the
development of practical solutions for the textile industry to minimise fibre fragmentation and release into the environment from textile
manufacturing and the life cycle of the product: https://www.microfibreconsortium.com/about
109
 ENVIRONMENTAL MANAGEMENT
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 (including biomass, geothermal, solar, wind
and tidal energy): http://there100.org/companies
Press information:
https://www.decathlon.media/shared/dossiers-presse/pdfs/cp_re100_decathlon_media_energie_renouvelable_zlzmzuqq.pdf
The Science Based Target initiative brings businesses together to help them scientifically reinforce their efforts to reduce greenhouse
gas emissions and accelerate the transition to a low-carbon economy. The Carbon Disclosure Project (CDP), UN Global Compact, World
Resources Institute (WRI), World Wide Fund for Nature (WWF) and players from the We Mean Coalition are all part of this approach. The
SBT initiative identifies and highlights good practices for setting out steps to reduce CO 2 , it provides the means to carry out this goal, and
scientifically and independently approves the business trajectories: https://sciencebasedtargets.org/
Press information: https://sustainability.decathlon.com/press-releases
The ACT - Assessing low Carbon Transition® initiative was developed by ADEME and CDP to assess the climate strategies of companies. As
part of the UNFCCC's Action Agenda, the initiative provides methods for assessing the alignment of a company's strategy with a low-carbon
pathway that is appropriate for its activities in view of the sector in which it operates. Based on verifiable company data, some 20 indicators
provide a holistic assessment of the company's strategy. These assessments are conducted in a fully transparent manner by independent
third parties, ensuring complete neutrality.
Decathlon participated in trials in 2016 and conducted its ACT assessment in 2020: https://actinitiative.org/
The Carbon Disclosure Project (CDP) is an organisation that has set up a public reporting system for investors, companies, cities and regions
to track environmental impacts. An assessment questionnaire is sent out each year on the following issues: climate change, water and forests.
Decathlon has been asked to participate on the issues of "climate change" and "forests" since 2019:
https://www.cdp.net/en
The Net Zero Initiative project, launched in June 2018 and led by the consultancy firm Carbone 4, in collaboration with ten pioneering
companies, and supported by a scientific council, has published its reference standards for contributions by organisations to carbon
neutrality. This document provides a common language for all players wishing to steer their climate action in a sincere, ambitious and
transparent manner for the purpose of achieving global net zero emissions, coherently with existing instruments and methodologies.
Decathlon has been a partner of the initiative since 2020, with the aim of adopting a method that will enable it to define and achieve Net Zero
in view of the climate emergency: http://www.netzero-initiative.com/fr
Impactt is an NGO specialising in improving work conditions and increasing productivity in global supply chains. Impactt’s method is
beneficial for brands, production sites as well as employees. In 2020, Decathlon collaborated with Impactt to conduct targeted audits on
forced labour: https://impacttlimited.com/
Decathlon began collaborating with the private organisation AII (Apparel Impact Institute) in 2020, to launch the “Clean by Design” project.
This international programme calls on mass retailers and fashion brands to take responsibility for the environmental impact of their factories
overseas by focusing on the textile dyeing and finishing process:
https://apparelimpact.org/
The World Resources Institute (WRI) is a global research organisation with more than 1,000 experts who turn innovative ideas into action
at the crossroads of the environment, economy and human well-being. Decathlon and the WRI share the same objective and vision on
people and the planet. With Decathlon's strong position in the sports industry and the WRI's expertise, this partnership will not only benefit
Decathlon, but will also support the transformation of the sports equipment industry: www.wri.org
Founded in 2013, Labour Solutions, a social enterprise, uses technology to facilitate the mobilisation of low-income workers by offering tools
that aim to contribute to their well-being. Decathlon is currently running two pilot projects in India and Vietnam using the WOVO application,
developed by Labour Solutions to roll out surveys among workers: www.laborsolutions.tech/wovo
Sustainable Textile Solutions, a member of BluWin, offers tailor-made consultancy, auditing and training programmes on the chemical safety
of textiles. The aim is to foster understanding, communication, monitoring and improvement of the effectiveness of the strategies of brands,
retailers and industrial partners in order to produce textiles that are more environmentally friendly and better for health and safety:
https://sustexsolutions.com/about-us/
ZDHC is a foundation that aims to support the textile and footwear industry in using safer chemicals for a cleaner planet and a better future.
Decathlon is not a member of ZDHC but regularly participates in the events and meetings it organises. In 2020, Decathlon collaborated with
ZDHC on the key issue of dimethylformamide substitution in the production of laminated textile components:
www.roadmaptozero.com/?locale=en
SCIVERA is a company that aims to guarantee and also intensify the use of safer chemicals by suppliers. Thanks to its platform, Decathlon
has access to thousands of chemical risk assessments, allowing it to identify chemicals of concern, predict future regulated substances, and
evaluate the safest alternatives for people and the environment. For further information: www.scivera.com/

Initiated by the UN Climate Change in 2018, the Fashion Industry Charter for Climate Change is attracting a growing number of major players
in fashion and textile. There are currently 48 signatories who have committed to defining an objective to reduce their CO 2 emissions and
work collaboratively to deliver the goals set out in the Paris agreements in order for the whole industry to move forward: https://unfccc.int/
climate-action/sectoral-engagement/global-climate-action-in-fashion/about-the-fashion-industry-charter-for-climate-action
Press information: https://engagements.decathlon.fr/les-communiques-de-presse
In order to promote the use of more sustainable products in the chemical industry, GoBlu International Ltd (accelerator for sustainable
development solutions) has developed “BHive ®", an innovative tool to digitise the chemical management process and create greater
transparency in the supply chain. In 2020, DECATHLON tested the BHive ® tool in 40 factories in 6 different countries and, in view of the positive
results, has decided to continue the BHive ® experiment in 2021, focusing first on textile and footwear production.
For further information: www.TheBHive.net

The Fashion Pact is a global coalition of companies in the fashion and textile industry (ready-to-wear, sport, lifestyle and luxury) including
their suppliers and distributors, all committed to a common core of key environmental goals in three areas: to stop global warming, restore
biodiversity and protect the oceans. Launched as a mission given to Fran ois-Henri Pinault, the Kering CEO, by French President Emmanuel
Macron, the Fashion Pact was presented to heads of state at the G7 summit in Biarritz on 26 August 2019.
Read the Pact: https://thefashionpact.org/?lang=en DUTY OF CARE
Press information: https://drive.google.com/file/d/12fZHFZaIRbu-0JQT9Uivdw0fWtqkE_WD/view?usp=sharing
Verisk MapleCroft is a British consulting firm specialising in the analysis of political, economic, social and environmental risks on an
“Companies committed to nature - act4nature France" is an initiative led by the Office Français de la Biodiversité [French Office for Biodiversity international scale. Thanks to the associated data and analyses on these subjects, it enables companies to better anticipate, identify and
(OFB)], which aims to set companies in action regarding biodiversity using a continuous improvement approach Decathlon has joined this manage the risks they face in their activities: www.maplecroft.com
network which aims to exchange best practices, encourage companies to strive upwards and improve ambitions on this matter. Decathlon
signed its commitment in February 2020 and expects to submit its strategy in January 2021:
https://engagespourlanature.biodiversitetousvivants.fr/

Decathlon has become a member of ORÉE, an association created in 1992 which has been federating and animating a network of players for
over 20 years. It has a mandate to represent France at the CBD (Convention on Biological Diversity). ORÉE is Decathlon's external consultant
for biodiversity through Hélène Leriche, (Head of Biodiversity-Economy at ORÉE). Through this network, Decathlon also has access to
PRODUCT QUALITY AND SAFETY
peer-to-peer exchange groups to form a common voice in dealing with institutions and economic players: http://www.oree.org/
Sharing scientific knowledge about chemicals used in production processes and about emerging risks, in order to define Decathlon’s future
Decathlon has joined the B4B+ club run by CDC Biodiversité, a subsidiary of Caisse des Dépôts et Consignations (French Loans and areas of work: www.anses.fr
Consignments Fund). The aim of this subsidiary is to develop tools to assess financial portfolios in order to identify their impact on
biodiversity. Decathlon has been trained by CDC Biodiversité and uses their GBS (Global Biodiversity Score) tool to identify which of the
The AFIRM group is an international working group composed of leading brands in the textile, footwear and sports goods industry that
company's activities are under the most pressure and thus prioritise its actions. CDC Biodiversité also assists Decathlon regarding a critical
works to harmonize the chemical requirements of products. Decathlon is participating in the development of a common list of prohibited
review of its biodiversity survey: https://www.cdc-biodiversite.fr/
substances; this list is available for use by all the brands: www.afirm-group.com

The course of the “Groupe d’Etude et de Recherche en Dermato-Allergo” (GERDA) is the annual meeting of dermato-allergology in France.
Decathlon participates in order to share scientific knowledge on the chemicals used in production processes and to reduce the risk of allergy
RESPONSIBILITY IN PRODUCTION among users of Decathlon products: www.gerda2020.com

Technical support for Decathlon’s Human Responsibility in Production and Supplier Environmental Management assessments (conducting
of audits, wastewater samples and analyses): www.sgs.com

Member of an advisory committee (with representatives from national contact points, businesses, the European Commission, multistakeholder
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
The Mekong Club is an NGO catalyst for change, engaging the private sector in the fight against modern slavery:
https://themekongclub.org/
GREEN IT: RESPONSIBLE DIGITAL
Decathlon joined the INR (Responsible Digital Institute) when it was founded in 2019. The INR is a think tank created to carry on from Club
Green IT. The INR is a place to reflect on the issues surrounding the digital world: footprint calculation (economic, social and environmental),
impact reduction and the creation of social value to successfully manage everyone’s e-inclusion. In 2019, the Responsible Digital leader at
Decathlon obtained the eco-design certification for digital services, which indicates a certain level of expertise regarding methodology, and
good practices in this discipline.

Apprise is a tool for detecting vulnerable populations and is able to identify situations of forced labour. It has been tested by Decathlon in
5 Asian countries during RHP audits, to identify potential signs of forced or bonded labour among migrant workers: www.apprise.solutions

110 NFRD 2020 111

 Territorial dynamics DECATHLON UK IS REWARDED DECATHLON FRANCE, SPONSOR OF
FOR ITS POSITIVE REGIONAL IMPACT THE "SUPPORT YOUR CLUB" INITIATIVE
SUPPORTING Decathlon UK won the societal impact trophy81 at the
Franco-British Business Awards event82 organised by the British
Chamber of Commerce and Industry. This trophy rewards the
The "Support Your Club" charitable initiative, launched in May
2020 in the midst of the pandemic, is a charitable fund supported
by the French Sports Foundation85. Via a digital platform, this

OUR LOCAL PARTNERS
Convinced of the need to rethink the method of creating value,
Decathlon is also opening up to its external ecosystem. By
forging partnerships with professionals to develop a local
range of services, by supporting sports clubs experiencing
difficulties or by identifying ways to have a greater effect, the
Decathlon teams are becoming increasingly involved in their
efforts made during the first lockdown to support British and
French communities such as the NHS83 and the Hospitals of
Paris84, as well as all charitable initiatives to encourage sports
fund collects donations for sports clubs affected by the closure
of their facilities due to the health crisis. Indeed, these clubs are
a key part of French society through the sporting facilities they
practice during the pandemic. This award reflects the value of provide – a purpose that they share with Decathlon. Decathlon
generosity that is one of the company's core values therefore contributed to this charitable fund with an initial
local regions, where they are having a positive impact through donation of €100,000 when the initiative was launched in May,
.
sports practice. This decentralisation strategy supports the supplemented by a second donation of €137,000 in December.
transformation of an economic model that aims to be more This second donation is equivalent to 1% of the turnover
focused on the creation of value for all, in accordance with 3 (exclusive of tax), made on 4 December during the "Black Friday"
of the 5 targets of the Decathlon 2021 Vision, which are health, event, which Decathlon wanted to transform into "Blue Friday" in
local life and inclusiveness. order to focus on second-hand products and repairs.
Thanks to these two initiatives, the French Sports Foundation
raised more than €1,384,000 and helped 5,370 clubs and their
members.

INDICATORS
AS AT 31/12/2020

 €237,000 PAID TO HELP FRENCH SPORTS CLUBS THAT ARE

EXPERIENCING DIFFICULTIES DURING THE PANDEMIC

5
NEW ONLINE SERVICES
 Decathlon Activities88 allows you to book sports activities led
TO SUPPORT SPORTS PRACTICE A RANGE OF SERVICES FOR by professional coaches89
all over the world
BRINGING COMMUNITIES TOGETHER  Decathlon Outdoor 90 identifies and locates outdoor trails for
practising sports, e.g. hiking, running or cycling
AND MAKING SPORT MORE ACCESSIBLE  Decathlon Coach91 measures sports practice and offers
Given how the 2020 pandemic has disrupted our lifestyles, training programmes and coached sessions. This free app
including our ways of doing sport, the Decathlon teams have covers almost 70 sports and is available in 8 languages in
stepped up the transformation of their promise to sell products almost every country. During the lockdown, Decathlon Coach
in favour of a promise to provide online services that facilitate offered challenges and sports sessions that could be done at
sports practise: home to encourage sportsmen and women and maintain social
ties
HIGHLIGHTS IN 2020  Decathlon Eclub86 offers online courses and exercises, live In 2020, these services had 3.5 million users worldwide
or on demand (including 2 million in France) and 8.9 million sports sessions
 Decathlon Sports Consulting87 provides sports advice
1
We created a range of services, which are available on the digital platforms, were carried out via the Decathlon Coach app.
to further facilitate access to sport. Since November in France, the Decathlon Sports platform92
combines these five personalised services into a single access
point. In this way, Decathlon has taken a stance as a true

2
81. Community Impact Award. - 82. https://www.francobritishbusinessawards.co.uk
We built strong ties with independent professionals to develop local action using local agents. 83. The National Health Service (NHS) is the UK's public health system. partner supporting users throughout their sporting life.
84. See an example of an initiative with article, p. 81.
85. https://fondation-du-sport-francais.fr - 86. https://eclub.decathlon.fr
87. https://conseilsport.decathlon.fr - 88. https://activites.decathlon.fr
89. See article on the collaboration with TrainMe p. 114.
90. https://www.decathlon-outdoor.com/fr-fr - 91. https://www.decathloncoach.com
92. https://conseilsport.decathlon.fr

112 NFRD 2020 113


OPENING UP TO THE ECOSYSTEM
AND CREATING PARTNERSHIPS
WITH INDEPENDENT PROFESSIONALS
Decathlon France is increasing the number of synergies with
external partners in order to increase its range of products
and services, and continue to facilitate access to sport in its
region.
 Domyos93 launched an initial collaboration with the fitness
influencer, Sissy Mua94 to address a new community: women
aged 18-25. This collaboration has resulted in the co-creation of
limited-edition fitness equipment sold exclusively at decathlon.
fr. By handing over the task of communicating the message to
this influencer, Domyos is reaching out to a generation that is
very accustomed to social networks. The entire collection95 was
sold out within two hours of it being put on sale on 4 September
2020.
 By collaborating with TrainMe, which is a network of 1,400
professional sports coaches in France, Decathlon is providing
its communities with support in their sports. Customers can
now book a sports service led by a trainer from the TrainMe
network using the Decathlon Activities platform96. This service
can take place within or outside a Decathlon store. The first
tests launched in June 2020 in seven Decathlon stores in Lyon,
Bordeaux and Paris were a great success, with 180 customers
booking a service in 2020.
A PARTICIPATORY SPORTING CHALLENGE
FOR DECATHLON VIETNAM'S 25TH ANNIVERSARY
Decathlon Vietnam opened in 1995 as a production country.
For the last two years, it has also had two stores. On the
occasion of its 25th anniversary and to promote sports in
the region during a challenging period due to the health
crisis, Decathlon Vietnam launched a sporting challenge
open to everyone throughout Vietnam. The objective was
114 NFRD 2020
 Faced with the growing demand for mobility assistance,
Decathlon has joined forces with Cyclofix, a network of
independent bicycle and scooter repairers, to increase their
range of local services. Through a digital platform, Cyclofix
introduces users to the closest repairer who can provide the
service required. The repair can be done anywhere since the
200 repairers in the network are itinerant. Tested for the first
time in June 2020 in Lyon and Paris, this service now exists
in 14 French cities. 2,505 bikes and 131 scooters have already
benefited from this repair service as part of the partnership
with Decathlon.
INTERVIEW
ALEXIS ZERBIB, FOUNDER OF CYCLOFIX
What aspects of the collaboration
with Decathlon were successful?
We first identified the common ground in our respective
visions: assisting cyclists so that they can ride with peace
of mind. We then realised that the service has a real place Another challenge that was fulfilled in 2020 was aimed at
Decathlon work-study students and trainees, focusing on
in Decathlon's strategy. Our visions were closely aligned
improving the internal and external communication of our
and we were able to follow-up the project without any
sustainable development commitments99. Five of the 29
fuss as a result. participating teams met in the final, when they had a chance
What challenges did you face? to go behind the scenes at Decathlon in order to immerse
themselves in the world of product design.
We had to find the right way of working between our two
Since the launch of this platform at the end of 2019, 2,565
very different organisations in terms of size, agility and
students from 70 different schools have responded to the 23
reputation. However, we managed to make good use of
challenges offered by Decathlon.
each other's strengths and express our complementary
skills in order to provide the right level of service.
What is the impact of this service?
In addition to developing bicycle use in urban areas, there
TALENT GAMES:
is of course the ecological impact of the repair work
which extends the lifetime of a product. But the biggest LINKING OUR TOPICS
and most tangible local impact lies with the independent TO EXTERNAL TALENTS
repairers in our network, because this service helps them The Talent Games platform97 allows Decathlon teams to share
to make a good living from their work. The service would their work topics with the outside world, by setting challenges
not exist without them. that can be taken up by schools, start-ups, associations or
sports clubs. This way of working as a network has a twofold
benefit in that participants can link up with the business world
and express their talents, while helping Decathlon to widen its
search for solutions and recruit new talents.
In 2020, the e-sport challenge had 115 participants split up into
70 teams. It is a school of the “Écoles de la 2e Chance" network98
which was awarded the first prize of €1,000 for each member
of the team, with an inclusive project allowing people that are
hard-of-hearing to interact through e-sport.
to complete 2,500,000 steps collectively during the month
of June. Participants were asked to report the number of
steps taken during their personal walking sessions. In this
way, employees, customers and suppliers exceeded the
initial objective by collectively achieving 6,839,884 steps,
equalling 5,212 km.
93. Decathlon fitness brand. 97. https://talentgames.decathlon.com/en
94. https://www.youtube.com/user/sissycleo 98. https://reseau-e2c.fr
95. The outfit consists of leggings, a sports bra, a crop top and a pair of shoes. 99. https://talentgames.decathlon.com/fr/challenges/le-challenge-des-alternants-stagiaires.
96. See article p. 113.
115
 The Decathlon Foundation

SPORT AS A VECTOR
FOR SOCIAL INTEGRATION
The Decathlon Foundation supports teammates in developing
projects with positive societal impact that use sport as a vehicle
for social integration and good health. It includes 5 countries
that are autonomous in selecting their projects (France, Italy, JogKokoonPlus, a post-mastectomy sports bra, was
Spain, Brazil and India), as well as local outposts in almost every co-designed with patients, the Kalenji brand and Oscar
other country in which Decathlon is established. In 2020, the Lambret Care Centre.
Foundation celebrated its 15th anniversary100. Despite a year
strongly impacted by the pandemic, the Foundation's teams
around the world showed agility and were able to direct their
efforts towards the population sectors that were most in need,
either through emergency action related to Covid-19 or by the
approval of new projects.
Through the Decathlon Morumbi store, the Foundation Brazil
made a contribution to finance sports equipment and improve
practice grounds so that Faz, a local NGO, could welcome children
from the Real Parque favela community.

INDICATORS
AS AT 31/12/2020 The Foundation India supplied 990 EasyBreath masks to
help hospitals.
A FURTHER

42,297
BREAKDOWN PER CATEGORY FOR BENEFICIARIES
OF DECATHLON FOUNDATION PROJECTS
€270,000
NEW BENEFICIARIES IN OTHER
WERE DONATED TO ASSOCIATIONS
VULNERABLE CIRCUMSTANCES SITUATIONS INDIVIDUALS AROUND THE WORLD
were able to practice sport regularly in 15 countries (VIOLENCE, WITH A MENTAL to facilitate access to sport for vulnerable people
thanks to the Foundation's support MIGRANTS, ETC.): AND/OR PHYSICAL who have been severely affected by the pandemic
12.8% DISABILITY:

47
29.8%
INDIVIDUALS
SUFFERING FROM INDIVIDUALS
DISEASE: 19.1% FROM SENSITIVE
PROJECTS CARRIED OUT AREAS: 38.3%

BY DECATHLON TEAMMATES

HIGHLIGHTS IN 2020

1 affected by the health crisis

The Foundation quickly implemented emergency actions to help the most disadvantaged people

2 New projects with positive societal impact are still going ahead around the world, despite the pandemic The Foundation India and the NGO Expedicionarios Da Saude
shipped equipment to the Amazonian Indians in the São Gabriel
Logistics missions enabled the folding beds, mattresses,
hammocks, pillows, blankets and EasyBreath masks that
were required in caring for Covid-19 patients to be sent to
da Cachoeira region.
the local communities.

100. Video of the 15th anniversary celebrations of the Decathlon Foundation: https://youtu.be/aTcgTh2jtio

116 NFRD 2020 117

 THE DECATHLON FOUNDATION AROUND THE WORLD
KEY INDICATORS
ANTI-COVID-19 EMERGENCY ACTIONS A CLOSER LOOK AT SOME OF THE NEW PROJECTS
FOR 2020

 The Foundation has provided emergency financial support in France and abroad to
14 NEW PROJECTS institutions in need, such as hospitals, EHPAD101 and associations for the homeless,
as well as associations for disadvantaged youth and abused women. Thanks to this
APPROVED
support, these institutions have been able to purchase the basic materials they need,
THE such as clothing and sports equipment. Each of the 150 associations has received
FOUNDATION 8,620 amounts of up to EUR 2,000. For example, thanks to the EasyBreath masks, the
FRANCE BENEFICIARIES APEI (Association of Parents of Poorly-Adapted Children) in Chambéry102 was able to
resume balneotherapy with its young mentally-handicapped patients.
A fitness centre has been opened at the Oscar Lambret Centre103 , with sports equipment financed by the Foundation. It was built
following the development of a special post-mastectomy bra for women in remission from breast cancer. The bra was designed jointly
by patients, the Kalenji brand104 and the Oscar Lambret Centre, with the aim of helping such women take up sport again. Thanks to this
fitness centre, these women (as well as all the other patients) can now practice sports on site as part of their medical care.
TESTIMONIAL JUDITH CALIMET, KALENJI PRODUCT MANAGER
“Why did I love doing this project? Because I was pleased to conduct a project that is meaningful and I'm proud to have successfully connected
two different entities: a health centre and our company. I developed this bra above all because it meets the expectations of people who are
suffering and because it is in line with Decathlon’s underlying purpose.”

5 NEW PROJECTS The ‘Diversamente su due ruote 2.0’ initiative, run by the Franco Ballerini105 and Gaetano Cavallaro106 Italian cycling schools, offers
cycling activities to people with disabilities (blindness, autism, Down's syndrome and motor disabilities). In 2020, through the Decathlon
APPROVED  An additional budget of EUR 627 was released and distributed among 17 Italian
associations to help them meet their needs and continue their activities helping Bari store team in southern Italy, the Foundation provided EUR 29,800 to finance the purchase of adapted bicycles (hugbikes and
THE handbikes) and a minibus for transport. The two schools were thus able to increase their number of beneficiaries and reach 60 people
920 vulnerable people during the health crisis.
in 2020. This funding is a continuation of a project that was originally approved by the Foundation in 2016, with the objective of building
FOUNDATION BENEFICIARIES a bike trail in Bari and equipping the ‘Franco Ballerini’ school with bicycles, helmets and clothing for disadvantaged children.
ITALY

2 NEW PROJECTS  101 hygiene kits containing masks and household cleaning products were
APPROVED distributed with the NGO Arca do Saber107, to residents of the Vila Prudente favela, The local NGO, Faz109 hosts children aged 8 to 18 from the favelas of the Real Parque community outside school hours. During these
east of São Paulo. periods, children can participate in sports, cultural and artistic activities, as well as receive tutoring in their schoolwork. In this way,
they benefit from support which is often lacking. Through the Decathlon Morumbi store, the Foundation contributed to this initiative by
OVER 2,000  Equipment was shipped to the Amazonian Indians in the São Gabriel da Cachoeira
giving EUR 1,500 for sports equipment and EUR 4,500 to improve sports grounds. 100 children were hosted in 2020.
region with the NGO Expedicionarios Da Saude108. Thanks to these large-scale
THE BENEFICIARIES logistics missions, it was possible to contribute 920 folding beds, mattresses, With a donation of 10 stand-up paddles and 40 neoprene suits, the Foundation helped the Instituto Bem Possível110 and Floripa Stand
FOUNDATION hammocks, pillows, blankets and EasyBreath masks, needed to provide Covid-19 care Up Paddle111 associations to train 80 children between the ages of 6 and 14, all year round, in stand-up paddling and surfing, as well as
BRAZIL 1,124 DONATIONS OF SPORTS to local communities. This region with 40,000 residents in 290 villages is relatively to raise their environmental awareness through waste collection operations on Tapera beach in Florianópolis.
AND HYGIENE PRODUCTS isolated, making it difficult to access medical care.

 With the help of the Decathlon Alcala de Guadaira store in Seville, the Foundation
12 NEW PROJECTS made a donation of EUR 2,000 to the sisters of the Nuestra Señora del Rosario The Decathlon Seville warehouse and the CEAR Foundation114 are working to improve the quality of life of refugees115. Since 2019,
INCLUDING 3 RELATED association112 so that they could provide clothing for 200 homeless adults. The sisters sports activities, training and job interviews have been conducted to facilitate the social and professional integration of refugees. In
TO COVID-19 were unable to continue their collection activities under healthcare protocols in 2020. 2020, 463 people benefited from this support. Of the 18 refugees who have participated in the vocational training programme since
2019, three have been hired on permanent contracts in the Decathlon warehouse in Seville.
THE  With the drop-in centres for street children closed during the lockdown, the
FOUNDATION 3,056 Decathlon City Ronda store and the Montaña y Desarrollo association113 opened The Decathlon Granada - Pulianas store and the La Ciudad de los Niños collective116 have contributed to improving the physical
alternative drop-in centres, which offered sports activities. 123 children at risk of well-being and social integration of 450 children in vulnerable situations, by setting up sports activities and work experience schemes.
SPAIN BENEFICIARIES social exclusion have been hosted at these centres and taken part in the activities.

 The Foundation India has made two donations of EUR 10,000 each to support
Through the Sport for School Children initiative119 conducted by the employees of Decathlon India stores, underprivileged children in
8 local NGOs117. These donations have notably been used to provide:
state schools have been able to enjoy sports activities since 2016.
- food and basic necessities to 3,000 people and their families
- disinfection kits to 1,000 people in Mumbai Between March and May 2020, when schools were closed due to lockdown, sports sessions by video link were set up with the

THE
3,700 - PPE118 to 30 garbage collectors in Bangalore and Mysore Calcutta-based Jungle Crows Foundation120, to enable children to practice remotely and thereby keep fit. 750 children attended these
- 990 EasyBreath masks to hospitals sessions using computer equipment provided by schools.
BENEFICIARIES OF
FOUNDATION - food and medical care for 60 families with a disabled child
ANTI-COVID-19 ACTIONS
INDIA -e mergency aid to 145 families affected by a cyclone TESTIMONIAL ULRIKE REINHARD FROM THE NGO JANWAAR CASTLE
that devastated the State of Bengal in May.
“Indian government aid was slow to arrive and was nowhere near sufficient.
- smartphones to 30 children to enable them
We therefore had to set up a food program. We are delighted that the Decathlon Foundation joined us in helping those in need.”
to continue their studies during the pandemic

101. EHPAD: Etablissement d'hébergement pour personnes âgées dépendantes [Residential Care Home for the Elderly] - 102. http://apeichambery.com
103. Centre Oscar Lambret, CLCC (Regional Cancer Treatment Centre) in the Hauts-de-France region. - 104. Kalenji is the Signed Sport dedicated to running.
105. https://www.scuoladiciclismoballerini.it - 106. https://polcavallaro.wixsite.com/polcavallaro - 107. http://arca-ong.org/saber
108. https://eds.org.br - 109. https://www.fazbr.org - 110. http://bempossivel.org.br - 111. https://www.floripastanduppaddle.com
118 NFRD 2020
112. https://www.comedortriana.org - 113. https://www.universidadruralsr.com/somos/cdr-monta%C3%B1a-y-desarrollo/ - 114. CEAR (Comisión Española de Ayuda al Refugiado).
115. https://youtu.be/e29Kb3T51ck - 116. La ciudad de los niños (https://www.ciudaddelosninos.es) is a project of the Hermanos Obreros de María Foundation.
117. Jungle Crows, Terra Indica, Janwar Castle, Don Bosco Ashalayam, Mera Parivaar, Reality Gives, Hasirudala, Fourthwave Foundation. - 118. Personal Protective Equipment.
119. Vidéo : https://youtu.be/aTcgTh2jtio - 120. https://junglecrows.net
119
 INDICATORS AND Our performance indicators
COMPANY PROFILE
METHODOLOGY COMPANY FACTS AND FIGURES
ECONOMICAL INFORMATION

Decathlon Turnover (excl. Tax)

2019

€ 12.4 billion
2020

€ 11.4 billion (Note 1)

Growth in turnover Y/Y-1 +9.1% -5.8% (Note 2)

% of turnover made with eco-designed products - Worldwide perimeter 5% 5.9% (Note 3)

% of turnover made with eco-designed products - France 4.3% 5% (Note 3)

% of sustainable turnover (second hand, workshops, rental) - Worldwide perimeter: 1.05% 1.36% (Note 4)

- % of TO realized with second hand products - Worldwide 0.05% 0.09%

- % of TO realized with workshops - Worldwide 1% 1.24%

- % of TO realized with products rental - Worldwide 0% 0.03%

% of sustainable turnover (second hand, workshops, rental) - France perimeter: 1.82% 2.25% (Note 4)

- % of TO realized with second hand products - France 0.12% 0.24%

- % of TO realized with workshops - France 1.7% 2%

- % of TO realized with products rental - France 0% 0.01%

NFRD 2020 methodological notes

Note 1: In 2020, national administrative decisions due to the Covid-19 context led to the closure of stores, with an average decrease of 27% of our days of welcoming customers in stores over
the year. In line with the specific sports practices of this year, fitness, yoga, bodybuilding and cycling have largely progressed, while team sports (football, rugby, etc.), swimming and skiing have
been significantly penalised.
Quick decisions were taken with an optimal adjustment of resources to the situation: sizing of teams in line with the health protocol, balancing of commercial surfaces, renegotiation of rents,
strong reduction of travel costs, exchanges with our industrial partners to adjust supplies to customer demand, prioritisation of projects, among others. And all this without ever compromising
the health and safety of our employees and customers.
Our revenue was thus well defended, declining by only 5.8% at constant exchange rates compared to 2019.
The share of digital sales increased significantly, due to the double effect of shop closures and the partial shift of purchases to e-commerce. This has enabled us to accelerate our already initiated
efforts in this area.
Note 2: At constant exchange rates.
Note 3: The targets for this indicator “% of Turnover made with eco-designed products” were 5% for France and 10% for the World indicator for 2020.
The performance of the World indicator did not meet the target: 10% for 2020, with little improvement over 2019 (+0.9%).
The performance observed on Decathlon's brands and industrial processes in 2020 is the result of products designed in 2018/2019 and selected in 2019. However, in 2018, eco-design animation
in Decathlon brands was much lower than that observed since mid 2020 and not objectified. Only the Decathlon brands that had previously undertaken this transformation appear in this indicator
in a significant way. We note the rise of certain Decathlon brands for which the predominantly textile product mix allows them to benefit from more sustainable components that have already
been developed or are easier to develop. We also note the acceleration of certain industrial processes on eco-design: the textile sector confirms its progress as well as the heavy stitching process
(tents and sleeping bags), a good growth fuelled by the demand of outdoor sports. The Decathlon brands that are driving the “% of turnover made with eco-designed products” performance must
now extend their eco-design capabilities to all product types in order to confirm and maintain the momentum gained in recent years.
The Covid-19 has only slightly slowed down the growth of the “% turnover made with eco-designed products” indicator over the Spring-Summer 2020 period and has had a limited impact on the
Autumn-Winter 2020 season (impact of the overstock at the end of the Winter 2019/20 season on the implementation of new eco-designed products). Nevertheless, Covid-19 is likely to slow down
the implementation of eco-designed products in 2021. The context has forced some Decathlon brands to delay the implementation of new products.
Note 4: The second-hand offer, particularly in the Trocathlon event section, was impacted by the closure of stores due to the Covid-19 pandemic. It has nevertheless increased thanks to the
deployment of our second-hand offer in more countries and in more stores with a stronger demand from consumers.
In the workshops activity and particularly in France, the business was able to take advantage of the financial aid offered by the French government for bicycle repairs. It should be noted that the
% of turnover achieved with the Workshops does not take into account ski services, sports awards and customization.
Note that regarding the Sustainable Turnover indicator, this is an internal definition, intended to accelerate the company's new circular economy models. A working group will be set up in 2021 and
work will be carried out on the basis of the final texts of the Green Taxonomy to study the eligibility and alignment of activities retained in the Sustainable Turnover by Decathlon.

120 NFRD 2020 121

 COMPANY FACTS AND FIGURES Our performance indicators
DEVELOPING PEOPLE
VALUE CHAIN | RETAIL & PRODUCTS 2019 2020

Number of sports users 400 Millions 400 Millions

Number of distribution countries 57 60 (Note 5)

EMPLOYMENT 2019 2020

Number of Decathlon retail stores in the world 1,647 1,697 (Note 6) Verified information
Total workforce (situation as of 31/12) M A Z A R S - AUDIT
102,307 93,710 (Note 10)

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

Number of new retail stores Y/Y-1 +165 +84 (Note 7)
- % women 46% 46.5%
- % men 54% 53.5%
Number of warehouses and logistics platforms 86 (Note 8) 69 (Note 9)
Worforce by age (situation as of 31/12):

Number of Decathlon products brands 85 85 - % under 20 5.2% 3.8%

- % 20 to 29 60.3% 55.5%
Quantity of product sold 1.28 billion 1.07 billion - % 30 to 39 24.8% 29.1%
- % 40 to 49 7.4% 8.6%
NFRD 2020 methodological notes - % 50 and over 2.4% 3.1%
Note 5: Owned, excluding franchises.
Note 6: Owned, excluding franchises. Workforce by geographic area ( situation as of 31/12):
Note 7: This is the number of gross openings without taking into account closures.
Note 8: The number of warehouses reported in the 2019 NFRD report (73) has been corrected and updated for 2019 by taking into account sites that were already open in 2019. - % Europe & Russia 67% 70.6%
Note 9: The number of warehouses in 2020 is explained by:
- by the reorganisation of the logistics sites in China into 4 logistics parks and one site for internet orders (5 sites instead of 18);
- % Asia 24.4% 20.4%
- the closure of 2 sites in Spain (CAR Martorell and CAR Pamplona);
- % Africa & Middle-East 4.2% 4.3%
- the closure of one site in Russia (CAR South Rostov);
- the closure of the Singapore site (CAN Singapore). - % Americas 4.1% 4.4%
- % Oceania 0.3% 0.4%

SUPPLY CHAIN 2019 2020 Worforce by activity (situation as of 31/12):

- % retails and services 78.2% 75.9%

Number of production countries:
- % Logistics 11.7% 13.1%
- % design / production 5% 5.3%
- With physical presence of Decathlon teams 24 24
- % support activities 5.1% 5.7%

- Without physical presence of Decathlon teams 23 23 NFRD 2020 methodological notes

Note 10: This indicator takes into account team members on permanent and non-permanent contracts and trainees in the company at 31.12.2020.
The closure of shops or the restriction of working hours due to the Covid-19 health crisis has had an impact on a very large majority of countries. It should be recalled that in 2020, national
administrative decisions due to the Covid-19 context led to the closure of stores, with an average decrease of 27% of our days of welcoming customers in stores over the year. In line with the
Number of Decathlon production offices 42 42 specific sports practices of this year. This has led to little or no hiring, mainly of fixed-term contracts and "other contracts" (students and trainees), whether these are linked to normal activity or
to seasonality. This resulted in a decrease in the global workforce of 8.4%.

Number of suppliers for Decathlon products:

ORGANISATION OF WORK 2019 2020
% of employees on permanent Verified information
- Rank 1 suppliers (finished goods & components) 1,007 977 74.3% 79.4% (Note 11)
contracts (situation as of 31/12) M A Z A R S - AUDIT

% of employees on non-permanent contracts (situation as of 31/12) 16.1% 14.8%

- Rank 2 suppliers 346 362

% of employees in other types of contracts (situation as of 31/12) 9.6% 5.8% (Note 12)
Number of teammates responsible for managing
2,142 2,178
and coordinating relations with suppliers
NFRD 2020 methodological notes
Note 11: On 74,393 team members on permanent contracts and 13,868 on non-permanent contracts as of 31.12.2020 worldwide. These figures or % must be put into perspective because the
temporal effect of a contract may vary (permanent, non-permanent) depending on the legal system in the different countries.
Number of Decathlon-owned production facilities 9 9
Note 12: Concerning "other types of contracts", trainees/students are taken into account, with the exclusion of providers in the calcula-tion of the indicator. Note that some countries do not
distinguish between student/trainee contracts, which are categorised as permanent or non-permanent contracts. E.g.: Italy, Czech Republic, Morocco.

122 NFRD 2020 123

 DIVERSITY & INCLUSION 2019 2020 DECATHLON TEAM BAROMETER SURVEY FINDINGS (WORLDWIDE) 2019 2020

DIVERSITY & GENDER % of employees who participated in the Decathlon Team Barometer (DTB) survey 80% 84% (Note 16)
Breakdown of employees by gender (situation as of 31/12):
Nombre of employees who participate in the DTB survey 67,575 65,873
Worldwide:
Verified information
% OF PEOPLE WHO RESPONDED “YES, ABSOLUTLY” OR “YES, RATHER” TO THE QUESTIONS: M A Z A R S - AUDIT
- % women 46% 46.5% (Note 13)
BEING YOURSELF
- % men 54% 53.5%
I can express my thoughts AND people listen 93% 93%
Europe & Russia:
I can decide my daily actions autonomously 93% 94%
- % women 47.8% 47.8%
I am treated with respect 94% 94%
- % men 52.2% 52.2%
I LIVE THE PURPOSE AND VALUES
Asia: I am proud and happy to work for Decathlon 94% 94%

- % women 43.2% 44.4% I carry out our 4 Values: Vitality, Responsability, Generosity and Authenticity 96% 95%

I am motivated and my daily actions are led by “Bringing lasting pleasure

- % men 56.8% 55.6% 91% 95%
and wellness from sport practice to the greatest number of people”
Africa & Middle East: I have a quantifiable mission with clear KPIs 79% 82%

- % women 39.6% 40.5% I make decisions on subjects, I am involved in and I measure the consequences 94% 94%

- % men 60.4% 59.5% I seek the views of other Decathlon employees before making my decision 97% 97%

Americas: At Decathlon, I am allowed to make mistakes: I can try, test, learn and correct 95% 95%

I DEVELOP / GROW THROUGH RESPONSIBILITY

- % women 41.7% 42%
I am supported on my skills 85% 85%
- % men 58.3% 58%
I am supported in my personal development 82% 82%
Oceania:
I am supported with my performance 86% 87%
- % women 45.3% 43.7% I have an annual review to assess my performance,
92% 93%
evaluate the progress made in terms of development and discuss my future project
- % men 54.7% 56.3%
I PLAY COLLECTIVELY
NFRD 2020 methodological notes We play sport and celebrate our victories together 82% 75%
Note 13: Target of "50% women and 50% men" in 2026.
I feel safe in my work environment 94% 93%

The communication within my team is efficient and transparent 84% 86%

DIVERSITY & SENIORITY
I CREATE VALUE
% of seniors in the company by geographical area (people aged 55 or over) (situation at 31/12):
I create human, environmental and economie value for the company 94% 94%
- Worldwide 0.84% 1.14% (Note 14) I am part of a team or group to which I regularly report my progress
89% 90%
on the commitments I have volunteered with them
- Europe & Russia 1.19% 1.49% (Note 15)
My pay is consistent with my responsibilities and my performance 62% 62%
- Asia 0.1% 0.2% (Note 15)
I am partly responsible for Decathlon’s performance and we share created value 86% 88%
- Africa & Middle-East 0.19% 0.35% (Note 15) I feel I am a part owner of Decathlon via my shareholding 68% 70%
- Americas 0.14% 0.49% (Note 15) I am happy to come to work every morning to advance our goals,
92% 92%
my goals and our company values.
- Oceania 1.05% 1.2% (Note 15)

NFRD 2020 methodological notes

NFRD 2020 methodological notes
Note 16: Results of the Decathlon Team Barometer survey carried out in 2020 among Decathlon teammates on 65,873 respondents in 62 participating countries. Note that 3 countries did not
Note 14: 1,065 senior team members in 2020 (855 in 2019). participate because they were recently included in the scope: Estonia, Finland, Luxembourg.
Note 15: That is 988 seniors in Europe & Russia, 39 seniors in Asia, 20 seniors in the Americas, 14 seniors in Africa & Middle East and 4 in Oceania. It should be noted that teammates were very active with a participation rate of 84% worldwide.

124 NFRD 2020 125

 Continuing the implementation of the action plan put in place during the 2017 Sustainable Development Report, this year we are
SKILLS & DEVELOPMENT 2019 2020 integrating three additional countries in the collection of data from payroll software in order to increase the representativeness and
reliability of the scope.
% of employees declaring that they take responsibility Romania, the United Kingdom and Morocco have therefore been included in addition to the previous 14 countries (France,
89% 88% (Note 17)
for their progress (DTB survey) Spain, Italy, Belgium, China, Germany, Portugal, Poland, Russia, India, Hungary, Turkey, Brazil and the Czech Republic),
bringing the total scope to 86.75% of the global workforce.
% of employees who have had at least 3 hours The following indicators relate to these 17 countries only:
n/a n/a (Note 18)
of training in the last 2 years

NUMBER OF TEAMMATE NATIONALITIES

NFRD 2020 methodological notes 2019 2020
Note 17: Indicator taken from the Decathlon Team Barometer survey, taking into account the result in terms of the theme and the total number of Yes votes (answers “completely” and “yes rather”). (17 COUNTRIES) | DIVERSITY & INCLUSION
Note 18: Concerning the indicator "% of employees having had at least 3 hours of training over the last 2 years", the reliability of the information is still underway, the objective being to publish
this KPI in the NFRD 2021 for fiscal years 2020 and 2021.
Number of nationalities in France (as of 31/12) 75 82

EMPLOYEE SHAREHOLDING 2019 2020 Number of nationalities in Spain (as of 31/12) 41 54

PAY AND PAY TRENDS

Number of nationalities in Belgium (as of 31/12) 28 28

World payroll (from 1/01 to 31/12) 2,358,712,531 € 2,178,212,024 €

Number of nationalities in Italy (as of 31/12) 66 72

% of world payroll / turnover (from 1/01 to 31/12) 19.1% 19.1%

Number of nationalities in China (as of 31/12) 15 14

Number of nationalities in Portugal (as of 31/12) 13 8

EMPLOYEE SHAREHOLDING SCHEME

% of capital owned by shareholding employees Number of nationalities in Poland (as of 31/12) 9 11

11.96% 12.05%
(situation as of 31/12)

Number of nationalities in Germany (as of 31/12) 93 94

% of shareholding employees Verified information
M A Z A R S - AUDIT
48.6% 55.9% (Note 19)
(situation as of 31/12)
Number of nationalities in Russia (as of 31/12) 18 13

Number of shareholding employees (situation as of 31/12) 49,343 52,301 (Note 19)

Number of nationalities in Hungary (as of 31/12) 1 3

Number of countries involved in the employee shareholding scheme

41 42 (Note 20)
(situation au 31/12) Number of nationalities in India (as of 31/12) 4 8

NFRD 2020 methodological notes Number of nationalities in Brazil (as of 31/12) 8 9

Note 19: The objective of this indicator is "100% of eligible teammates are co-owners of Decathlon (if they so wish) through the employee shareholder scheme" by 2026.
Note 20: One country has been added to the 2020 scheme: Israel.
The list of countries concerned by the 2020 shareholding is now France, Italy, India, Belgium, China, Germany, Hungary, Poland, Portugal, Russia, Spain, Australia, Brazil, Bulgaria, Cambodia,
Canada, Chile, Colombia, Croatia, Czech Republic, Egypt, Hong Kong, Ireland, Japan, Malaysia, Mexico, Morocco, Netherlands, Philippines, Romania, Singapore, Slovakia, Slovenia, Sri Lanka, Number of nationalities in Czech Republic (as of 31/12) 4 5
Switzerland, Taiwan, Thailand, Turkey, UK, Ukraine, Israel.
At present, the shareholding is not open in Vietnam and Indonesia In compensation, local teammates receive a bonus corresponding to the shareholding, although this is not shareholding in the
strict sense of the term, thus respecting Decathlon's desire to share value.
Number of nationalities in Turkey (as of 31/12) 4 3

Number of nationalities in Roumania (as of 31/12) n/a 7

Number of nationalities in United Kingdom (as of 31/12) n/a 75

Number of nationalities in Morocco (as of 31/12) n/a 3

126 NFRD 2020 127

 TEAMMATE RECRUITMENT AND REDUNDANCY ORGANISING WORK TIME (17 COUNTRIES) 2019 2020
2019 2020
(17 COUNTRIES) | EMPLOYMENT
% of employees on permanent full-time contracts (situation as of 31/12) 62.7% 63% (Note 25)
PERMANENT & NON PERMANENT CONTRACTS

Number of employees hired on permanent contracts (from 1/01 to 31/12) 17,784 (Note 21) 13,135 (Note 22)
% of employees on permanent part-time contracts (situation as of 31/12) 37.3% 37%
Number of employees hired on non permanent contracts (from 1/01 to 31/12) 57,662 (Note 21) 37,574 (Note 22)
% of employees on non-permanent full-time contracts (situation as of 31/12) 23.5% 27.8%
Total number of employees hired on permanent
75,446 50,709
and non-permanent contracts (from 1/01 to 31/12)

Number of resignations (permanent contracts) (from 1/01 to 31/12) 12,723 (Note 21) 11,593 % of employees on non-permanent part-time contracts (situation as of 31/12) 76.5% 72.2% (Note 26)

Number of redundancies (permanent contracts) (from 1/01 to 31/12) 1,434 1,528 NFRD 2020 methodological notes
Note 25: Representing 64,069 individuals on permanent contracts and 11,854 on non-permanent contracts in the 17 countries considered for those indicators.
Number of retirements (permanent contracts) (from 1/01 to 31/12) 12 36 Note 26: Decrease in the number of recruitments on fixed-term contracts, mainly for part-time work.

Other departures (permanent contracts) (from 1/01 to 31/12) 3,232 3,112 (Note 23)
ABSENTEEISM (17 COUNTRIES) 2019 2020
Total number of departures (permanent contracts) (from 1/01 to 31/12) 17,401 16,269
Rate of absenteeism for employees on permanent contracts (from 1/01 to 31/12):
TURNOVER
- France 3.8% 3.5% (Note 27)
Rate of Turnover for permanent employees (from 1/01 to 31/12):
- Spain 3.1% 3.8%
- France 21.6% (Note 21) 18.5% (Note 24)
- Belgium n/a n/a
- Spain n/a 13.8%
- Italy n/a 3.5%
- Belgium n/a 12.3%

- Italy 8.3% 7.2% - China n/a n/a

- China 38.5% 30.6% - Portugal 1.7% 2.2%

- Portugal 22.7% 43.5% - Poland 7.3% 9.1%

- Poland 38.7% 18.9% - Germany n/a n/a

- Germany 25.1% 36.9%
- Russia n/a 1.3%
- Russia 31.4% 28.1%
- Hungary 4.7% 4.6%
- Hungary 30.2% 28.2%
- India n/a n/a
- India n/a 34.7%

- Brazil n/a 34.7% - Brazil n/a 6.2%

- Czech Republic n/a 17.7% - Czech Republic n/a n/a

- Turkey n/a 53.8% - Turkey n/a 2.5%

- Romania n/a 43.2% - Romania n/a 1.6%

- United Kingdom n/a 48.5%
- United Kingdom n/a 2.2%
- Morocco n/a 52.7%
- Morocco n/a 8.3%

NFRD 2020 methodological notes

Note 21: The historical data for 2019 have been updated in relation to the DEFP 2019 due to calculation anomalies for France on recruitment under permanent contracts / fixed-term contracts,
on resignations and work-related accidents.
Note 22: The closure of stores or the restriction of opening hours due to the Covid-19 health crisis has had an impact on the vast majority of countries. This led to little or no hiring, mainly of
fixed-term contracts and "other contracts": students and trainees.
Note 23: It should be noted that the "Other departures" category takes into account termination by agreement, expiration of probationary periods, etc.
Note 24: The Turnover indicator is calculated on the basis of an annual average number of employees on permanent contracts.
NFRD 2020 methodological notes
Note 27: Corresponds to the number of hours not worked due to absenteeism / number of theoretical hours worked. The reasons for absenteeism considered in the calculation of the indicator
are Ordinary illnesses, occupational illnesses resulting from work skill restrictions, accidents at work, unjustified absences.
It should be noted that not all countries monitor the absenteeism indicator within their perimeters, hence the absence of data.
A correction to the value Absenteeism rate 2019 for Portugal has been made following an error detected (1.7% in 2019 instead of 4.9% in DEFP 2019).

128 NFRD 2020 129

 WORKPLACE ACCIDENTS (17 COUNTRIES) 2019 2020 LEADERSHIP | DIVERSITY & INCLUSION (17 PAYS) 2019 2020
NUMBER OF WORKPLACE ACCIDENTS
% de women leaders per country (situation as of 31/12):
Number of accidents at work leading to stoppage (from 1/01 to 31/12):
704 women leaders
- % of women leaders in France n/a
i.e. 27.1% (Note 31)
- France 480 (Note 28) 295 (Note 29)

632 women leaders

- % of women leaders in Spain n/a
- Spain 448 214 i.e. 42.7%

94 women leaders
- Belgium 128 32 - % of women leaders in Belgium n/a
i.e. 25.9%

- Italy 104 91 386 women leaders

- % of women leaders in Italy n/a
i.e. 34.6%

- China 34 32 1 118 women leaders

- % of women leaders in China n/a
i.e. 52.2%

- Portugal 65 56
76 women leaders
- % of women leaders in Portugal n/a
i.e. 32.8%
- Poland 72 39
272 women leaders
- % of women leaders in Poland n/a
i.e. 51.4%
- Germany 57 94
453 women leaders
- % of women leaders in Germany n/a
i.e. 42.3%
- Russia n/a n/a
310 women leaders
- % of women leaders in Russia n/a
- Hungary 30 13 i.e. 51.6%

125 women leaders

- India n/a n/a - % of women leaders in Hungary n/a
i.e. 50.8%

124 women leaders

- Brazil 28 15 - % of women leaders in India n/a
i.e. 14.9%

- Czech Republic 5 12 136 women leaders

- % of women leaders in Brazil n/a
i.e. 32.2%

- Turkey 48 45 125 women leaders

- % of women leaders in Czech Republic n/a
i.e. 41.4%
- Romania n/a 2
111 women leaders
- % of women leaders in Turkey n/a
i.e. 32%
- United Kingdom n/a 18
120 women leaders
- % of women leaders in Romania n/a
i.e. 44.3%
- Morocco n/a 18
311 women leaders
- % of women leaders in United Kingdom n/a
i.e. 40.4%
Frequency rate of accident at work leading to a stoppage (from 1/01 to 31/12) n/a n/a (Note 30)

50 women leaders
- % of women leaders in Morocco n/a
i.e. 38.8%
NFRD 2020 methodological notes
Note 28: The 2019 historical data for France has been updated due to human errors/calculation anomalies for France on permanent/temporary hirings, resignations, work-related accident
stoppages (in 2019, work-related accidents without stoppages had been included).
Note 29: The accidents counted are only accidents with work interruption. We therefore include accidents at the workplace or accidents during a journey between two workplaces. Note that some NFRD 2020 methodological notes
countries did not collect this data until now. Note 31: Female teammates with at least 1 person in line management. The reporting on the indicator "% of women leaders per country" has been implemented in the framework of the NFRD
Note 30: It should be noted that reliability work is underway to be able to publish a homogeneous frequency rate for the United perimeter in the next NFRD 2021. 2020, hence the absence of a 2019 history.

130 NFRD 2020 131

 EMPLOYMENT AND INCLUSION OF PEOPLE WITH DISABILITIES HUMAN RIGTHS IN THE VALUE CHAIN 2019 2020
2019 2020
(17 COUNTRIES) I DIVERSITY & INCLUSION SKILLS & HUMAN RIGTHS

Percentage of teammates with recognized disabilities (situation as of 31/12): % of sustainable development skills acquisition
72% 83% (Note 33)
for production teams (situation as of 31/12)

% of sustainable development skills acquisition

- France 3.3% 3.2% (Note 32) 12% 68% (Note 34)
for purchasing teams (situation as of 31/12)

ASSESSMENTS & HUMAN RIGTHS

- Spain 2% 2.1%
Number of production sites concerned by HRP assessments RHP (situation as of 31/12):

- Belgium n/a n/a

- Number of production sites Rank 1 concerned 995 995 (Note 35)

- Number of production sites Rank 2 concerned 369 387

- Italy 3.8% 4%
Number of HRP assessments conducted (from 1/01 to 31/12) 1,025 818 (Note 36)

- China 0.1% 0.1% % of HRP assessments conducted internally (from 1/01 to 31/12) 67% 62% (Note 37)

FOCUS ON HPR RESULTS

- Portugal 0.5% 0.7% Verified information
% of production sites rated A, B ou C following an HRP assessment: M A Z A R S - AUDIT

- Poland 0.7% 0.7% - % of rank 1 production sites rated A, B or C 86% 84% (Note 38)

- % of rank 2 production sites rated A, B or C 76% 75% (Note 38)

- Germany 0.9% 1%
Results of HRP assessments of Partners and company (owned production sites):

- Russia n/a 0.2%

- % of company-owned production sites rated A, B or C 100% 100%

- Hungary 0.9% 0.9% 93% 97%

(A: 2%, B: 44%, C: 47%) (A: 2%, B: 50%, C: 46%)
- % of Partner production sites rated A, B or C 97 production sites 107 production sites
- India n/a 0.4% of partner suppliers of partner suppliers
rated A, B or C rated A, B or C (Note 39)

- Brazil n/a 0.1%

NFRD 2020 methodological notes
Note 33: On the training side in 2020, we monitored the sustainability competencies of our production team members with the Skill Ma-trix tool worldwide. This Skill Matrix is well integrated and
focused on the improvement of skills by OPM SD. The result on the autonomy level is 83% in 2020. When compared to 2019, the rate was 72%, indicating an upward trend concerning the autonomy
- Czech Republic 0.7% 0.5% level in the fundamentals of sustainable development. We have also started the transition period from the skills matrix to De-cathlon Academy platform in 2020 and the objective to manage all
these skills via the Decathlon Academy tool in 2021.
Note 34: This indicator has been integrated for the first time from the DEFP 2019. The sustainability skills of the purchasers were monitored again this year with the skills matrix. The rate is 68%
on the core competencies in 2020. A transition period was also started from using the Skill Matrix tool on competencies to the Decathlon Academy platform in 2020. In 2021, the teams will use
- Turkey 1.1% 1.5% 100% of the Decathlon Academy tool to monitor this indicator.
Note 35: We have 995 open and active Rank 1 production sites concerned by HRP audits as of the date of extraction in the Supplier Database tool ( SDB) and 838 production sites have been
assessed ABC in HRP audits. It should be noted that 53 Rank 1 production sites not audited since 2013, 2014, 2015 and 2016 have been removed from the calculation of the % ABC Rank 1.
Checks consisting of a periodic cross-check of the list provided by the Purchasing Department of suppliers with a realized turnover have been carried out with the list of suppliers animated on
the HRP. This cross-referencing is carried out several times a year and this control makes it possible to highlight suppliers who do not appear in the SDB extractions, which can be explained by
- Romania n/a 2.4% various technical reasons. In February 2021, there are still 221 suppliers for which the reasons have not yet been explained or corrections made. The analysis and control work is continuing.
Note 36: In 2020, we performed 506 internal HRP audits and 312 external HRP audits (SGS & Bureau Veritas). In total 818 audits were performed in 2020. Due to the Covid-19 context, we were
not able to carry out all the necessary assessments in the field. For this reason, we have a 20% decrease in the performance of this indicator.
Note 37: In 2020, we conducted 818 HRP audits, 506 of which were conducted by our local HRP auditors. The internalisation rate in 2020 is 62%. During the Covid-19 period, 301 sites in production
- United Kingdom n/a 0.1% could not be audited. During this period, we also carried out 809 Gemba self-assessments by Assess Go.
Note 38: The target % ABC Rank 1 set for 2020 was 87% with a result of 84,2%. The performance of ABC Rank1 is decreased of 2% in 2020 compared to previsous year. This result should be
considered with hindsight as during the Covid-19 period, teams were not able to carry out some assessments in time due to local restrictions. We have total 301 sites which have not been
assessed in 2020 and through that list 53 of RANK1 production sites are delay for the assessment more than 3 years and we removed those sites from our ABC calculation. In addition, we have
started the Gemba self-assessment since March 2020 and during this peri-od 809 Gemba self-assessments have been completed. Compliance with requirements E and D of the HRP grid was
- Morocco n/a 2% verified through these self-assessments. It should be noted that the teams have developed and communicated to suppliers specific Sustainable Development (SD) guidelines concerning the
Covid-19 crisis. These documents aim to support the production teams and industrial buyers in managing the main sustainable development risks for suppliers during the Covid-19 crisis period.
The year 2020 has shown a strong involvement of the different actors (OPM SD by process, relay SD by process, process leaders, country manager) and a regular follow-up with the production
teams. Various webinars were organised regularly to connect to this international Sustainable Development network. For 2021, the objective will be to maintain performance at 87% ABC Rank 1.
We have also updated our HRP V12 grid with new and strengthened requirements compared to the previous version and this will be implemented in 2021.
NFRD 2020 methodological notes Note 39: For 2020, the scope of the % ABC Partners indicator concerns 110 Decathlon partner production sites, 107 of which are at ABC level on the HRP evaluation grid (i.e. an ABC HRP
Note 32: Some disability data could not be collected in 2020 from countries due to lack of national legislation, right to collect this infor-mation, etc. rate of 97%).

132 NFRD 2020 133


DELIGTHMENT WITH OUR PRODUCTS
CUSTOMERS & USERS SATISFACTION
% of sports users delighted with
Decathlon products (from 1/01 to 31/12)
Influence coefficient on the quality of recommendations
of Decathlon products by Decathlon employees (from 1/01 to 31/12)
NPS Score on the quality of Decathlon product recommendations
by Decathlon employees (from 1/01 to 31/12)
QUALITY OF PRODUCTS
Number of returns for quality issues per million
Note 44: Integration in the NFRD 2020 of a new indicator “% of Decathlon & AMI products repaired, donated and recycled following Quality Corrective Actions”. It should be noted that for this year
2019 2020 2020, a very small proportion of the products concerned by a corrective quality action were recycled. There are several explanations for this low figure:
- the vast majority of the products concerned are composed of several materials that are difficult to separate. In order to recycle efficiently, the components must be isolated;
- the panel of current recycling providers meets the needs for products made of metals (easily reusable components) but it is not sufficiently supplied for other materials.
The aim for the Quality teams in the coming years, and from 2021 onwards, is to increase this panel of service providers for different materials in order to further upgrade the products concerned
by the Quality Corrective Actions that cannot be repaired or donated.
Note 45: The products, following Quality Corrective Actions CQAs, can be given away when the following two factors are met:
Verified information
M A Z A R S - AUDIT
68% 69% (Note 40) - signed agreement of the Decathlon (sport) brand leader concerned to donate the products affected by the quality problem;
- signed contract between Decathlon and the association to which the products are donated.
A single file on warm underwear (P200004) alone accounts for more than 50% of the total non-compliant quantities for the year 2020. Of this file, 115,000 items could be donated in Spain. The
rest was sent back to the supplier (cf. % Others) If we remove this file which tends to "distort" the global results, we go down to 8% of donated products but this is in favour of the repair; yet it is
indeed the repair of products which is the priority in case of non-conformity.
3.3 3.6 (Note 41) Note 46: If a non-conformity is detected on a product and an ACQ file is launched by the Quality teams, repair is the priority. There are two possibilities for repairing products:
- either in stores or warehouses, when the repair is easy to carry out;
- or by a service provider when the repair is complex or involves large quantities.
23.4% is not really indicative of the efforts made to find solutions to non-compliant products. Case P200004 alone represents more than 50% of the total non-compliant quantities for the year
2020. In this case, nearly 400,000 products were sent back to the supplier, and these values are therefore included in the "% Others" indicator. Excluding this case, the % of products re-paired
increases significantly to 59%. For the coming year, the Quality teams will ask the suppliers to whom the products are returned what happens to them, as far as possible. This will be done with the
37 (15 countries scope)
35 (12 countries scope) aim of integrating these supplier returns into the repair, donation or recycling sections.
(Note 41) Note 47: This section includes all products that have not been recycled, donated or repaired directly on the recommendation of the Quality Department. This means that in the vast majority of
cases:
- either the products were destroyed directly in the stores or warehouses (in the case where no repair or donation solution was found);
- or the products were sent back to the suppliers.
This is the first year that this indicator has been implemented. One of the limitations is that the supplier return and destruction parts were not separated. This solution was chosen because once
the products are returned to the suppliers, it is difficult to know what happens to them. Therefore, to avoid this for 2021, suppliers will be asked what happens to the products once they are returned
Verified information to them in order to include them in the Repair, Donate, Recycle or Destroy figures. For cases where it is really not possible to determine the future of the products, a section "Supplier returns with

M A Z A R S - AUDIT 1,213 1,072 (Note 42) unknown future" will be created. Thus a section "% Products destroyed" will be clearly identified.
Decathlon products sold (from 1/01 to 31/12) Note 48: This indicator relates to the quantities of defective products or components sent to Decathlon's brand design teams or teammates in our production offices for root cause analysis.
Value down sharply compared to 2019:
- Extended containment of design teams who did not initiate REDs (returns to defective) over this Covid-19 period;
Number of cases for which there were quality corrective actions - System purge during the year to reduce this product flow and target more RED requests (efficiency gain).

for Decathlon products and other international brands AMI 347 251 (Note 43)
(from 1/01 to 31/12)

Number of Decathlon and other international brand products DELIGTHMENT WITH OUR PRODUCTS 2019 2020
1.68 million products 0.97 million products
concerned by these corrective quality actions (from 1/01 to 31/12)
PRODUCT SAFETY | CHEMICAL SUBSTANCE MANAGEMENT

% of Decathlon & AMI products repaired, donated and recycled

% of supplier shaving signed the latest version of Decathlon’s RSL
as a result of CQA Corrective Actions (as of 31/12): 86% 84.6% (Note 49)
specifications concerning chemical substances (from 1/01 to 31/12)

- % recycled n/a 0.01% (Note 44)

% of test reports that comply with Decathlon’s toxicology standards
88% 86.9% (Note 50)
- % donated n/a 17.16% (Note 45) (from 1/01 to 31/12)

- % repaired n/a 23.41% (Note 46)

Number of supplier shaving received onsite training on chemicals
66 23 (Note 51)
management in production (from 1/01 to 31/12)
- % others n/a 59.42% (Note 47)

Number of defective products sent to design teams Average time to make first contact after user feedbacks
53,502 23,605 (Note 48) 1 day 2.4 days (Note 52)
for root cause analysis (from 1/01 to 31/12) (from 1/01 to 31/12)

Time to react to user queries concerning chemical substances

NFRD 2020 methodological notes
Note 40: This indicator relates to the percentage of delighted sports users who gave a score of 5/5 on their product review. The indicator covers 1,520,791 product reviews collected in 2020
(1,611,056 reviews collected in 2019). These are the reviews "pushed" by our customers on Decathlon products, excluding Other International Brands products (Pushed reviews = reviews
submitted following a request from a customer). The target set for 2020 was 70% with a trajectory of 72% in 2021 and 74% in 2022. Customer delight remains at a good level despite the
circumstances, our products and the quality of our products have helped our customers through the periods of confinement, and they have expressed this to us through their reviews.
Note 41: This indicator was integrated into the NFRD as of the 2018 year and then only concerned France (10,427 Decathlon teammates responding), and was then extended for 2019 to 12
countries that participated (Belgium, Chile, China, Colombia, Czech Repub-lic, France, Germany, India, Italy, Poland, Singapore, Spain) with 42,879 responses. For 2020, 15 countries participated
(Belgium, Chile, China, Colombia, Czech Republic, France, Germany, India, Italy, Netherlands, Poland, Singapore, Spain, Taiwan, Turkey) with 42,000 responses. Employees were asked to share
their opinion on all the sports they play, but also on the sports of the children around them, if they have any. The Net Promoter Score (NPS) measures the level of recommendation of own brand
products by the company's teammates (all professions combined). The NPS 2020 result for all signed sports is 37 (51% promot-ers - 14% detractors).
The NPS score alone is not enough, a second indicator of importance has been added as a complement: the influence coefficient (it is calculated by the rate of promoters divided by the rate of
detractors). Considering that a promoter influences 3 people and a detractor influences 10, we measure the power of influence of employees in their environment. With 4 times as many promoters
as detractors, we start with a higher number of positively influenced people than negatively influenced people. 4 was our target in 2020, it is 5 in 2021. In two years time, we want to have an NPS
score of 48. It should also be noted that this survey gives us an idea of the number of sportsmen and women teammates who use or do not use our products. This indicator represents a real
signal of confidence or distrust in our products. It should be noted that the health crisis has sometimes made it difficult to collect responses, as the employees in place are concentrated on more
short-term tasks. In addition, many sports could not be practiced, so the new offers were not presented, the new products not used and therefore not evaluated.
Note 42: Quality indicators were heavily impacted by the Covid-19 crisis in 2020, in particular with the extended closure of part of the stores. The return rate is thus down sharply with a -11%
compared to 2019 (direct consequence of the extended and prolonged closure of our stores in connection with the Covid-19 crisis and the impossibility for some of our customers to go to the
stores to return their defective products to the stores when they were closed). The ratio of quantities returned to quantities sold fell sharply.
It should be noted that the RPM indicator does not take into account returns from Internet sales when these products are sent back to the warehouses, products recalled from customers,
non-Decathlon products, live fishing bait, defective products reclassified after analysis in a second stage as used.
Note 43: Volume of files down sharply compared to 2019. We carried out fewer quality corrective actions, targeting them more on legal and security issues in particular (cases provisioned, not
yet estimated, or closed in 2020).
44.5 days 58 days (Note 53)
or adverse skin reactions (from 1/01 to 31/12)
NFRD 2020 methodological notes
Note 49: The Restricted Sustances List (RSL) signature indicator is extracted from the Supplier Database (SDB) but the country returns (India, Sri Lanka, Taiwan, China) are at or above the target
(most countries are at 100%). The SDB is difficult to use for this Signature RSL indicator because of referencing errors.
The targets for this indicator are: > 90% in June 2021 and > 90% in January 2022.
Note 50: The indicator "% of test reports complying with Decathlon toxicological requirements" is extracted from the OOS (out of spec) results of the Starlims tool. (Note: Starlims is the
international laboratory information management tool used by Decathlon to manage test requests to internal or external laboratories, as well as the recording of associated data and reports).
The 2020 performance remains close to that of 2019. There was a slight deterioration, mainly due to non-compliance with certain substances (heavy metals, APEOs, Phthalates, Formaldehyde
representing 75% of alerts).
Concerning the number of products tested to Decathlon's toxicological requirements (5,739 in 2020 and 5,544 in 2019), this indicator is taken from the Starlims tool. The targets for these indicators
(% of test reports complying with Decathlon's toxicological requirements and number of products tested) are respectively > 87% in January 2022 and > 6000 samples tested in January 2022.
Note 51: Supplier training is one of the priority strategies of the Decathlon chemical risk team. Unfortunately, the impossibility of visiting production sites in 2020 and a large part of 2021 due to
containment periods and the Covid-19 pandemic meant that the target of 225 suppliers set in 2019 could not be achieved. Indeed in 2020 there were few suppliers trained, mainly in China and
some via digital videoconferences (and not on site, which is more efficient). The teams want to train 225 suppliers in total (adding those of 2021, 2020 and 2019), i.e. 36 to be trained in 2021 as
189 have been trained so far.
Note 52: During the periods of confinement in France linked to Covid-19, the CRC Customer Relations Centre saw its activity increase considerably (e-commerce, etc.) and was not able to deal with
customer calls on this subject for 4 months. 6 members of the quality team shared out the customer calls in addition to their usual work, which led to delays in the files. The objective for 2021 is
to come back within 48 hours for the average time before first contact.
Note 53: Concerning the Response time to clients: clear degradation as CRC could not adequately manage calls concerning chemical management due to their overactivity linked to the covid-19
context (e-commerce, etc) during 4 months in 2020. In 2021, the teams wish to return within 45 days.

134 NFRD 2020 135

 Our performance indicators Note 55: In 2019 we have set a global target of -40% kg CO2 eq. per product sold between 2016 and 2026.
We have also set 3 targets that have been validated by the Science Based Target initiative:
- reduce our total CO2 emissions by 75% on scopes 1 and 2;

PRESERVING NATURE
- 100% of our electricity consumption from renewable energy by 2026;
- engage our main suppliers to define their own Science Based Target by 2024.
With regard to our objective of reducing our total emissions by 75% on scopes 1 and 2, we have seen a 22% decrease (between 2016 and 2020). This decrease is mainly due to a better optimisation
of our energy consumption and an increase in the share of electricity from renewable energy. Regarding our reduction target of -40% kg CO2/product sold, we had piloted a reduction in intensity
of -3% between 2020 and 2016. In the end we see an increase of 2%.
The main reason for this increase is the increase in the CO2 intensity of our products' impact. This has increased by 10%. This increase is mainly due to a change in the mix of products sold.
The health context has led our customers to buy more equipment products than textiles compared to previous years. In addition, we are more strongly promoting the evaluation of this type of
product after having concentrated on textiles. The product nomenclatures used to carry out the LCAs have been better completed and therefore the impact of this type of product has increased.
The CO2 intensity of textile products has decreased (-5% kg CO2e/item compared to 2019), which shows the results of the eco-design actions on this type of product. On the other hand, there
are few eco-design actions for equipment products and we therefore note an increase in the CO2 intensity for this category of products (+23% kg CO2e/article). The 10% increase in the intensity
FIGHT AGAINST CLIMATE CHANGE of our products is moderated by the reduction in the CO2 intensity of our stores and warehouses by -33%. This is due to improved energy efficiency, an increase in the share of electricity from
2019 2020 renewable sources and an update of emission factors. We have also seen a decrease in the CO2 intensity of our customers' travel, mainly due to the update of emission factors and the decrease
(IN OUR STORES AND WAREHOUSES, AT OUR SUPPLIERS) in travel due to the closure of some of our sites (-20% kg CO2e/product sold). Finally, the CO2 intensity of the transport of our products has also decreased by 27%. This decrease is mainly due to
a drop in air transport emissions.

CO2 EMISSIONS SCOPES 1, 2 AND 3 Note 56: On the other hand, in 2020 we will start to monitor CO2 intensity per turnover (excluding VAT). We are increasingly driving a percentage of sustainable turnover, so it is important to have
a CO2 intensity follow up that is consistent with the desire to transform our business model. We are seeing a decrease in this intensity. This is mainly due to the fact that the average basket of
our customers has increased because they have made more purchases of equipment than textiles in proportion to previous years. Finally, it is interesting to note that our total GHG emissions in
Greenhouse gas emissions in tonnes of C02 equivalent absolute terms are decreasing compared to 2019. This is mainly due to the health crisis with a 17% drop in quantities sold. It is also due to the sharp decrease in customer travel (-20% of physical
11,621,705 T. CO2 eq. (Note 54) 9,823,015 T. CO2 eq. (Note 55) buyers).
emitted by scope (from 1/01 to 31/12):

Verified information
- Scope 1 M A Z A R S - AUDIT 25,065 T. CO2 eq. (Note 54) 26,453 T. CO2 eq. FOCUS ON C02 MANAGEMENT IN THE SUPPLY CHAIN 2019 2020

- Scope 2 Verified information Number of production sites carrying out monthly monitoring
M A Z A R S - AUDIT
230,055 T. CO2 eq. (Note 54) 228,506 T. CO2 eq. 279 512 (Note 57)
(Location based Methodology) of their C02 performance (situation as of 31/12)
- Scope 2 Verified information 152,651 T. CO2 eq. (Note 54) 139,944 T. CO2 eq. Number of suppliers who have set their C02 targets
(Market based Methodology) M A Z A R S - AUDIT 0 62 (Note 58)
according to SBTi guidelines (situation as of 31/12)
- Scope 3 11,443,989 T. CO2 eq. (Note 54) 9,656,618 T. CO2 eq.
NFRD 2020 methodological notes
Note 57: The scope in 2019 concerned Decathlon's main suppliers (Partners & Key Account Suppliers). From now on, the scope covers all suppliers representing 90% of Decathlon's purchasing
9 Kg CO2 eq./product sold 9,2 Kg CO2 eq./product sold
Intensity of C02 emissions in kg C02 eq. per product sold volume (= all "Priority 1" suppliers). This scope is applicable to the following indicators: measurement of CO2 performance, number of sites having defined their SBT target, % of electricity from
(Note 54) (Note 55) renewable sources.
Note 58: We have implemented this new indicator since the end of 2019, following our climate commitment validated by the Science Based Target initiative of engaging our key suppliers to define
their own Science Based Targets Scope 1 and 2. The 2021 target is 80% of Decathlon's purchasing volume from suppliers who have defined their Science Based Targets. In view of the Covid-19
Change of intensity of C02 emissions per product sold crisis, the performance obtained at the end of the year is acceptable and stable compared to 2019. Concerning the performance on decarbonisation, a very important work has been done by
-0.2% (Note 54) 2% (Note 55)
compared to the value for the reference year 2016 the CO2 referents of each production area in order to ensure the measurement of carbon emissions of all our "Priority 1" suppliers. Similarly, many of them have worked on defining their SBT
objectives and have undertaken concrete reduction actions: renewable energy certificates, investment in on-site renewable electricity production (solar panels, wind turbines), switching from coal
to biomass or gas, and setting up energy efficiency programmes.
0.94 Kg CO2 eq./€ 0.86 Kg CO2 eq. /€
Intensity of C02 emissions in kg C02 eq. per turnover (excluding VAT)
(Note 56) (Note 56)
ENERGY MANAGEMENTY
Change of intensity of C02 emissions per turnover compared
-2% (Note 56) -10% (Note 56) Overall consumption by energy type at our sites (Decathlon stores, brand sites and company-owned warehouses) (from 1/01 to 31/12):
to the value for the reference year 2016

Breakdown in % of greenhouse gas emissions by lifecycle stage: - Electricty consumption 571,095,784 KWh 605,410,341 KWh
- Gas consumption 46,273,352 KWh 52,282,770 KWh
- Raw material extraction 19% 20% - Overall energy consumption 617,369,136 KWh 657,693,111 KWh (Note 59)
- Product manufacturing 46% 49% Energy consumption in kWh/m² Verified information
M A Z A R S - AUDIT 111.1 kWh/m² 98.6 kWh/m² (Note 60)
in the stores (from 1/01 to 31/12)
- Product transportation 4% 3%

- Product use 7% 8% Energy consumption in kWh/m² Verified information

M A Z A R S - AUDIT 53 kWh/m² 51.9 kWh/m² (Note 60)
in the warehouses (from 1/01 to 31/12)
- Construction and operation of sites 3% 3%
Consumption of electricity from renewable sources
- Teammates and clients travels 16% 11% 336,130,258 KWh 355,425,107 KWh
consumed by stores and warehouses (from 1/01 to 31/12)
- Product end of life 5% 6%
% of electricity from reneable sources
58.9% 58.7% (Note 61)
consumed by stores and warehouses (from 1/01 to 31/12)
NFRD 2020 methodological notes
Note 54: The scope was extended in 2020 concerning stores. We now include all sites and no longer only countries with more than 5 sites. This is due to the fact that the estimates are made
automatically with the change of tool. In addition, the scope has been changed for international transport. The transport of components is now excluded from the international transport data. NFRD 2020 methodological notes
However, the transport of components is included in the life cycle analysis of our products. We have updated the historical data since 2016 to keep it comparable. The assessment of our GHG Note 59: The indicator does not take into account: sites with less than 12 months of activity, production offices, own production plants, data centers. Note that countries with less than 5 sites
emissions is a process of improvement. We make methodological changes to improve the quality of our data. The following changes applied in 2020 required a recalculation of previous years are no longer excluded from the scope.
to keep the data comparable:
- The method of calculating international transport has been changed to automate the calculation, which impacts scope 3. We now use the EcoTransIT tool, whereas last year the calculation was Note 60: In terms of energy efficiency, there has been a decrease due to new LED installations, the closure of stores due to the health context, and the integration of many new sites with higher
done manually in Excel. This change of tool has also enabled us to refine the distances of the journeys and the emission factors used. energy efficiency, which has the effect of lowering the final result.
- For retail activities we use a new Metrio tool that replaces the Resource Advisor tool. The main change is the automation of estimates directly by the tool where data is not available. (see details Note 61: The indicator takes into account Decathlon sites (stores, warehouses) that produce renewable energy for self-consumption and also those that purchase electricity from renewable
in Methodological Note, p. 152). sources for their consumption (e.g. solar panels, wind turbines). Several elements concerning the 2020 performance: The integration of countries with less than 5 sites disturbs the reading of the
- We have also identified improvements to be made to the emission factors for natural gas and electricity. share of our consumption of renewable energy. Indeed, the global consumption of electricity has increased following this integration. In addition, some of the main countries consuming renewable
- With regard to the impact of our products, we are in a process of continuous improvement. Therefore, there have been additions to the impact data on certain scopes such as "foams", metal energy have seen their energy consumption drop following the closure of stores (Belgium, France and Spain) with the Covid-19 context. Thus, despite 3 new countries consuming renewable energy
and electronics. (Vietnam, Poland and Switzerland), the share of renewable energy is only slightly increasing this year.
- Evaluation errors have also been identified due to the incorrect filling in of the nomenclatures of certain products. Our goal is to reach 100% renewable electricity by 2026. We are on track to achieve this and our largest European countries are now converted as Poland joined the renewable energy consuming
All these changes required a recalculation of previous years in order to keep the data comparable. countries this year. Our challenge now is to make the transition in the BRICs, which is an important market for Decathlon.

136 NFRD 2020 137

 NFRD 2020 methodological notes
FOCUS ENERGY MANAGEMENT IN THE SUPPLY CHAIN Note 64: Note the extension of the scope for this indicator, which was previously reported on a European scope and is now reported on a Worldwide scope. The historical data for 2019 has been
restated so that the data is comparable. This year, 9 countries are excluded from the calculation of this indicator because the data used for the calculation is not available (Thailand, South Africa,
% of electricity consumed by Partner suppliers' production sites Indonesia, Canada, Tunisia, Egypt, Algeria, Taiwan, Philippines). For 2021, thanks to the creation of a network of logistics sustainability leaders around the world, we will be able to expand this
9.9% 25% (Note 62) scope with at least 3 additional countries.
from renewable sources (from 01/01 to 31/12)
Note 65: The historical data has been recalculated for 2019 following a change in the calculation method (more reliable distance meter, emission factor that depends on the point of departure,
the point of arrival and the mode of transport) and in the scope of products taken into account (finished products of Decathlon brands).
Number of Rank 1 suppliers using coal (as of 31/12) n/a 37 (Note 63) Note 66: The Covid-19 context has had a significant impact on international air transport. C02 emissions related to air transport were divided by more than 4 compared to 2019. The quantities
transported have increased due to the emergency shipment of masks by air (without masks, the rate would be 2.56%). This need led to an increase in the number of items shipped by this mode of
transport (+21.87% of items) but the total weight of products transported in 2020 fell significantly. Indeed, the decrease in the % of items shipped by air, excluding Covid masks, can be explained
by the fact that after the first containment, Decathlon took an important decision on the management of the use of air transport. In order to maintain the trajectory of reduction in this mode of
NFRD 2020 methodological notes transport, we decided to rationalise this use by limiting air transport to 20/80 products.
Note 62: This indicator takes into account the different sources of renewable energy, produced on site or externally and purchased from renewable sources for the consumption of the Partner Note 67: The calculation method has changed. We are using a more reliable distance measurement and C02 emission factors linked to the characteristics of the transport flow (point of departure,
suppliers' production sites. At the end of 2020, the % of renewable energy is 25% for the production sites of Partner suppliers. This indicator is currently being revised to apply to all suppliers which point of arrival and mode of transport). The 2019 historical data has also been restated to make the 2019 and 2020 data comparable.
represent 90% of Decathlon's purchasing volume. As a result, by the end of 2020, 14.5% of Decathlon's purchasing volume is produced by suppliers using electricity from renewable sources, with
a target of 30% by the end of 2021. External verification audits also began at the end of 2020 to assess the reliability of service providers on renewable energy. In 2021, an internal control process Note 68: The result in 2020 is not comparable to 2019 because we took into account 2 sites that were already open in 2019. A difference can be explained by the situation experienced in 2020 with
will be implemented as well as an external verification audit. Covid-19. There were stores that were closed and had to be restocked quickly when they reopened. This was done with trucks that did not necessarily leave full. In addition, the implementation of
the "Click & Collect" solution in stores (when physical sales were closed) required a supply for this distribution channel alone. This supply method was less optimised than the traditional supply
Note 63: Coal is an energy source with a high impact in terms of carbon emissions. In order to reduce the impact of production it is therefore very important to work with our suppliers on this issue. of stores and regional warehouses (CAR).
Decathlon has committed to the UNFCCC target of no coal use for Rank 1 suppliers and no investment in coal-fired boilers for Rank 2 suppliers by 2025. At the end of 2020, 37 Rank 1 suppliers
use coal as an energy source. 16 suppliers have already defined their trajectory to be coal-free by 2025. This includes the use of gas or biomass as an alternative to coal. Note 69: The 2020 result is not comparable to the 2019 result because from 2020 onwards, if we did not have real data for transport lines, an estimate of the C02 impact was made. For the year
2020, 8% of the data are estimates. A difference can be explained by the situation in 2020 with Covid-19. Some stores were closed and had to be restocked quickly when they reopened. This was
done with trucks that did not necessarily leave full. In addition, the implementation of the "Click & Collect" solution in stores (when physical sales were closed) required a supply for this distribution
channel alone. This supply method was less optimised than the traditional supply of stores and regional warehouses (CAR).

TRANSPORT AND LOGISTICS 2019 2020 Note 70: The results are comparable to those of 2019. The target for 2020 was 12%.
A more detailed focus on the 10.3% for Europe shows that:
- This indicator for the Northern Europe perimeter (France and Belgium) = 4.03%
LAND USE - This indicator for Southern Europe (Spain) = 29.1%
- Covid-19 context : In Northern Europe, we experienced the cessation of the barge and train transport solution from March to October 2020, which was no longer usable between the arrival port
and the warehouses. Following the confinements, there were numerous stock-outs on certain products and therefore priority was given to supplying our warehouses by road (faster and more
Number of articles shipped per m² worldwide
1,293 articles/m² 1,075 articles/m² (Note 64) reliable in terms of time). The progressive resumption of transport solutions by barge and train was effective from November 2020. As a result of the Covid-19 pandemic, rail operators have also
(from 1/01 to 31/12) reduced their departure frequencies and barge lead times have also increased. Covid-19 has had no impact on this multimodal transport mode in Spain: road is used in this country either because
the distance is too short (3 km) or because containers are prioritised to avoid stock-outs. Note a target for 2021 of 20% for Northern Europe and 38% for Southern Europe.

TRANSPORT AND LOGISTICS Note 71: This indicator has been added in the NFRD 2020, hence the absence of historical data for 2019. The C02 impact of post-shipping (from the port of the importing country to the destination
warehouse) is included in the international transport reported above. But the calculation of C02 emissions from multimodal post-shipping Europe is more reliable:
- real distances
Distribution of finished products volumes transported worldwide per mode of transport (from 1/01 to 31/12): - C02 emission factor that takes into account the real modes of transport. For this indicator, 21% of the data has been estimated. For 2021, it is planned to standardize the calculation of this
indicator for Europe.
Note 72: The geographical scope is the same as in 2019, i.e. Europe. The target for 2020 was set at 54.5 m3/truck. A difference can be explained by the situation experienced in 2020 with the
- % Air 2.69% (Note 65) 4.03% (Note 66) Covid-19 context. Some stores were closed and had to be restocked quickly when they reopened. This was done with trucks that did not necessarily leave full. In addition, the implementation of
the "Click & Collect" solution in stores (when physical sales were closed) required a supply for this distribution channel alone. This supply method was less optimised than the traditional supply
- % Rail 4.62% (Note 65) 2.6% of stores and regional warehouses (CAR).
Note 73: We refer to any mode of transport that is not diesel (GNL/GNV trucks, trucks using biomass fuels, sea, rail, etc.) as a low-carbon mode. The target for 2020 was 25% and the target for
2021 is 35% following negotiations with the transporters.
- % Maritime 84.62% (Note 65) 85.21%

- % Road 8.07% (Note 65) 8.13%

Verified information
C02 Emissions worldwide per mode of international transport (from 1/01 to 31/12): M A Z A R S - AUDIT CERTIFICATION PROCEDURES FOR BUILDINGS 2019 2020

- C02 Emission for Air 46,669,699 Kg C02 eq. (Note 65) 10,727,188 Kg C02 eq. (Note 66) Number of Decathlon stores with environmental certification
89 94 (Note 74)
(situation as of 31/12)
- C02 Emission for Rail 3,663,200 Kg C02 eq. (Note 65) 3,133,569 Kg C02 eq.

- C02 Emission for Maritime 45,509,938 Kg C02 eq. (Note 65) 42,846,136 Kg C02 eq. Number of Decathlon stores opened over the year that have been
3 2
awarded an environmental certification (from 1/01 to 31/12)
- C02 Emission for Road 2,078,609 Kg C02 eq. (Note 65) 2,010,179 Kg C02 eq.
% of store sales areas with environmental certification
C02 Emissions of transporting Decathlon products 18.3% 21.6%
245 g C02 eq./article 242 g C02 eq./article (situation as of 31/12)
for delivery in Europe ( from 1/01 to 31/12):
Number of Decathlon warehouses with environmental certification
- From production countries to Europe 114 (Note 67) 79 (Note 67) 8 8
(situation as of 31/12)
- From key import warehouses to distribution platforms 79.2 (Note 68) 82.7 (Note 68)
NFRD 2020 methodological notes
- From distribution platforms to stores 51.9 (Note 69) 80.57 (Note 69) Note 74: According to the internationally recognised LEED, BREEAM, DGNB certification standards. The objective is to accelerate the certification of our stores (2 only in 2020) on the principle of
subsidiarity and local decision in line with local legislation. The international structuring of the subject continues to progress with the recruitment of a permanent member of staff on the subject
of Sustainable Real Estate, who will continue to work on the same objectives, in particular certification, but also on the development of renewable energies on the basis of the same incentive
% of post-shipping multimodal in Europe (from 1/01 to 31/12) 11% 10.3% (Note 70) mechanism. The teams have also launched a study to look at the potential of group purchasing for renewable energy.

C02 emissions from multimodal post-shipping 3,992,538 Kg C02 eq.

n/a
in Europe (from 1/01 to 31/12) (Note 71)

Average per lorry load rate between key import warehouses 53.1 m3
52.1 m3 BIODIVERSITY 2019 2020
(13,000 articles per lorry)
and distribution platforms in Europe (from 1/01 to 31/12) (14,336 articles per lorry)
(Note 72) Number of Decathlon sites (stores, warehouses) that have
n/a 2 (Note 75)
undergone a “Biodiversity Diagnosis” (situation as of 31/12)
% of km travelled in Europe from import warehouses to distribution
20%
platforms using less carbon intensive means of transport n/a NFRD 2020 methodological notes
(Note 73)
(from 1/01 to 31/12) Note 75: The certification used is the Signature biodiversité label. The sites concerned are currently both in France: Saint Malo and Lorient. This is a newly integrated indicator in the NFRD 2020,
hence the absence of historical data for 2019.

138 NFRD 2020 139

 Note 78:
- The scope for the indicator "% of materials used for packaging from more sustainable resources" includes: sales packaging for customers (Excluding food, cosmetics and cleaning products),
CIRCULAR ECONOMY | RESPONSIBLE SUPPLY & PRODUCTS 2019 2020 linear packaging for in-store display, hangers, transport cartons, plastic transport bags, e-commerce packaging (plastic bags and cardboard boxes). Excluding stores bags (shopping bags, paper
bags), gift wrap and packaging for other international brands (not Decathlon).
- As the measurement methodology for these various indicators (% of materials used for packaging from more sustainable resources, % of paper pulp used in FSC or PEFC certified packaging,
hanger indicators) is based on numerous extrapolations and hypotheses, the figures reported must be analysed with relativity. Every year, the Packaging teams take action to refine the quality of
RESPONSIBLE MATERIALS & INDUSTRIAL PROCESSES their data and build the most rigorous reporting framework.
- The more sustainable resources currently included in the indicator "% of pulp used in FSC or PEFC certified packaging" are paper pulp. The 2020 tonnage of materials used for packaging from
TEXTILE | COTTON these more sustainable resources is 97,361 tonnes.
The targets that have been set for these two indicators are:
% of cotton used for Decathlon products that is derived > 95% of packaging materials from more sustainable resources by 2025
95% 100% > 100% of the pulp used in packaging to be FSC or PEFC certified by 2025
from more sustainable sources (from 1/01 to 31/12):
- The calculation of the % of "more sustainable material" used in packaging currently includes in its scope hangers, which are made of so-called "non-sustainable" materials (polypropylene).
However, these are reused or even recycled thanks to the collection of the packaging. Today, our strategy is not to change the material used for these hangers, but rather to increase their
sustainability by increasing the number of reuse/recycling. This sustainable material rate would be much higher if we took the hangers out of the scope of the calculation.
- % of BCI cotton 82% 78% (Note 76) - In 2020, we faced a drop in the number of hangers collected in shops and warehouses due to the Covid-19 context. Our sanitary constraints have forced us to limit handling as much as possible,
so Decathlon team members have stopped the unbending at the stores checkout, leaving this gesture to the free action of our customers, which also explains the drop in the number of hangers
collected. However, the environment has become the central focus of the Decathlon packaging teams' strategy, which is reflected in a sharp increase in the purchase of certified paper pulp from
FSC/PEFC sustainably managed forests. The year 2020 has also been focused on the elimination of single-use plastic in packaging, so we have significantly reduced the proportion of purchases
- % of organically grown cotton 11% 16% of non-sustainable materials (plastic).
Note 79: This indicator concerns the total CO2 impact of the hangers bending of our products on the number of textile products sold. This indicator is newly integrated in the 2020 EPFD, which
explains the absence of historical data for 2019.
- % of recycled cotton 2% 6%

Tonnage of cotton used for Decathlon products that is derived

27,348 tonnes 21,001 tonnes INDUSTRIAL & TERRITORIAL ECOLOGY AT OUR SUPPLIERS 2019 2020
from more sustainable sources (from 1/01 to 31/12):

- Tonnage of BCI coton 23,622 tonnes 16,297 tonnes Number of production sites concerned by environmental assessments (situation at 31/12):

- Tonnage of organically grown cotton 3,061 tonnes 3,408 tonnes - Number of Rank 1 production sites concerned 168 163 (Note 80)

- Tonnage of recycled cotton 665 tonnes 1,296 tonnes

- Number of Rank 2 production sites concerned 63 92 (Note 80)
TEXTILE | POLYESTER
Number of environmental assessments carried out
% of polyester used for Decathlon products that is derived 110 85 (Note 81)
16.3% 20% (Note 77) (from 1/01 to 31/12)
from more sustainable sources (from 1/01 to 31/12)
Number of environmental assessments carried out internally
Tonnage of polyester used for Decathlon products 24 48 (Note 81)
12,345 tonnes 16,151 tonnes (from 1/01 to 31/12)
that is derived from more sustainable sources (from 1/01 to 31/12)
FOCUS ON THE ENVIRONMENTAL RESULTS (SITUATION AT 31/12)
PACKAGING & ACCESSORIES

% of materials used for packaging that is derived % of Rank 1 and Rank 2 production sites
88.2% 98.8% (Note 78) Verified information
80% 80.4% (Note 82)
from more sustainable sources (from 1/01 to 31/12) rated A, B or C in environmental assessments: M A Z A R S - AUDIT

% of paper pulp used in packaging that is FSC or PEFC certified

14% 58% (Note 78)
(from 1/01 to 31/12)
Results of the environmental assessments of the Partners and own production sites (situation at 31/12):

Quantity of hangers collected (from 1/01 to 31/12) 137,008,496 109,000,000 (Note 78)

100% 100%
Quantity of hangers reused (from 1/01 to 31/12) 28,415,682 25,000,000 (A: 13.3%, B: 9%, C: 77.2%) (A: 12.9%, B: 61.2%, C: 29%)
- % of production sites of suppliers rated A, B or C : 22 production sites 31 production sites
of partner suppliers of partner suppliers
% of materials recycled to make hangers (from 1/01 to 31/12) 30.5% 38.6% rated A, B or C rated A, B or C

21.8 g CO2 eq. /item

CO2 impact of “Garment On Hanger” per textile product (from 1/01 to 31/12) n/a
(Note 79)

NFRD 2020 methodological notes NFRD 2020 methodological notes

Note 76: The calculation of this indicator is based on the tonnage of organically grown cotton, BCI cotton and recycled cotton. The Covid-19 situation has considerably reduced our purchases Note 80: A supplier is subject to an environmental audit, including industrial wastewater control, hazardous waste management, and air pollution reduction, if and only if its volume of industrial
by almost 27%. As we had already performed well last year, the "stock effect" did not affect the overall % of cotton from more sustainable resources. It did have an impact on our share of BCI & water to be treated is greater than 50 m3 per day. There are 163 Rank 1 suppliers concerned by an environmental audit (as of 11/02/2021). There are 92 Rank 2 suppliers concerned by an
organically grown cotton. The acceleration towards recycling and organic cotton was slower than expected due to the previous year's BCI cotton stock. Nevertheless, the % of recycled cotton environmental audit (as at 11/02/2021). Note: no Decathlon site is concerned by the environmental assessment according to the definition "More than 50 m3 per day of industrial water to be
has grown strongly compared to 2019. treated".

Note 77: The calculation of this indicator is based on the tonnage of polyester yarn from the following sources: "traditional" dope-dyed virgin polyester, recycled polyester, dope-dyed recycled
polyester. The target set for this indicator is 100% of polyester yarn used for Decathlon products from more sustainable sources by 2022. Note a sharp drop in Decathlon's requirements (all
synthetic yarns combined) compared to 2019 (-13%). This drop, due to the abrupt shutdown of production plants (yarns, components, finished products) and consumption (caused by the
confinement of China and then Europe in 2020), has resulted in the accumulation of stocks throughout the production chain. The resumption of yarn orders was gradual after the resumption of
component (fabric) production, which was itself initiated by the resumption of finished product sales. Despite the drop in needs, the quantity of polyester yarns from more sustainable resources
used by Decathlon remains on the rise (+30%), which shows that the green transition is still underway. However, we are still far from the target of 100% by 2022. The offer proposed by the
"Synthetic yarns process" teams nevertheless has a green solution for 73% of the 20/80 components used. A new trajectory will be reworked by involving all the textile industrial processes which
are the main actors in the transition, in order to accelerate the achievement of the objective.
Note 81: Due to the Covid-19 crisis, which started in 2020, the teams were faced with the impossibility, on the part of both internal and external auditors, to visit the production sites. This explains
the decrease in the number of audits carried out this year. The number of internal auditors authorised to conduct environmental audits at our industrial suppliers amounts to 12 people, spread
over 8 countries (France, Turkey, China, Bangladesh, Thailand, Vietnam, Sri Lanka, India).
Note 82: In view of the Covid19 crisis, the performance obtained at the end of 2020 is acceptable (2020 target of 85%), and stable compared to 2019. That being said, the environmental audits
carried out for the most part at the end of the year after a prolonged shutdown of the production lines ended for a large part of them with a grade of E or D (therefore not acceptable). Corrective
action plans therefore had to be put in place quickly and effectively. In order to avoid a drop in performance after the reopening of the factories, we set up webinars for suppliers to enable them
to carry out self-assessments according to Decathlon's expectations. The objective is to achieve a global performance of 85% ABC-ENV by the end of 2021 for all suppliers concerned (>50 m3/
day wastewater to be treated).

140 NFRD 2020 141

 NFRD 2020 methodological notes

CIRCULAR ECONOMY | COMMITING TO RESPONSIBLE CONSUMPTION

Note 86: The Decathlon brands currently involved in rental are: Bikes (RR, Triban, VRSL, BTWIN, Riverside, Elops) Winter sports: Wedze (piste, freeride, rando), Lugik, Inovik, Dreamscape, Rackets:
Artengo, Kuikma, Water sports: Olaian (surfing), Itiwit (Stand Up Paddle, Kayak, paddle sports), Nature: Forclaz , Quechua (Nature Hiking, Mountain Hicking), Simond (climbing) (as a reminder
Decathlon has 85 own brands at the end of 2020).
Note 87: The countries concerned by the rental in 2020 are: Italy, Poland, Portugal, France, Switzerland, Belgium, Holland
REUSE OF OUR PRODUCTS | REPAIR 2019 2020 Note 88: Overall, the types of products concerned are: investment products, bulky products, seasonal products, technical products, products subject to a cycle of innovation/important change
(vintage, technology) and therefore, more particularly in 2020, winter/snow equipment, summer/water equipment, mobility equipment (bicycles, scooters) and racket sports.
Note 89: The Decathlon brands concerned by the subscription in 2020 are: ELOPS and TILT (Test entitled "D Rent" on the cities of Paris and Lyon (https://location.decathlon.fr/velo), as well as
Number of workshops in the world 1,073 1,114 BTWIN KIDS children's bike rental by subscription in test on 3 stores Lille, Bordeaux and Thonon les Bains in France.
Note 90: France is testing the subscription. Switzerland and Italy offer long-term rental for a single payment on ski equipment (skis, poles and boots) mainly for children. France also offers
long-term rental in partnership with MYPANGEE (subscription and financing portal).
Number of workshops in France 343 346 Note 91: In 2020, the type of products concerned by the subscription in the strict sense of the name, monthly payment without a defined term, concerns only bicycles. For long-term rental, in
addition to bicycles, ski equipment is concerned.

884 (France perimeter) 4,377 (Worldwide) For the global rental activity: On rental (short term, subscriptions, long term) in 2020 the teams had 3 objectives: 1. to define a global Decathlon Vision on rental in 5 years, 2. to test digital solutions
Number of technicians in Decathlon workshops to allow rental at the global Decathlon, 3. to start a subscription project.
(Note 83) (Note 83) Were accomplished in 2020:
- the foundations of the rental project were laid, but the Decathlon Global Vision work at 5 years was postponed to 2021 due to the Covid-19 context,
- the definition of an architecture for the target digital solution in 3 years,
Satisfaction rating of the quality of service in our workshops 4.54 4.49 - the test on the rental of adult bikes by subscription without commitment (D RENT) and a decision taken in October 2020 to deploy the subscription of children's bikes in France for the first half
of 2021.

% of products qualified as repairable in the Decathlon product catalogue 4% 4%

COMMUNICATION ABOUT OUR PRODUCTS 2019 2020

% of products repaired (considered repairable) in Decathlon workshops 81.2% (Note 84) 78.9% (Note 84) % of Decathlon products with 63.8%
61.1% i.e. 3,837 products out of
an ABCDE environmental labelling Verified information i.e. 3,539 products out of 6,013 products designed
available on the internet or in stores M A Z A R S - AUDIT
Total number of products repaired in Decathlon workshops 1,883,879 1,813,724 5,789 products designed
(from 1/01 to 31/12): (Note 92)
NFRD 2020 methodological notes
Note 83: The number of workshop technicians is now reported on a worldwide basis. In 2019, this was for French technician contracts. (Note that in 2020 there are 1,164 technicians in France NFRD 2020 methodological notes
out of the world total).
Note 92: This environmental display indicator concerns Decathlon products involved in the industrial processes responsible for the production of clothing, backpacks and shoes. The following
Note 84: The objective is to reach 85% of our repairable products repaired by 2021, with a stated desire to reach 30% of the products in our catalogue of repairable Decathlon products by 2025. The are currently excluded from the scope: products sold in quantities of less than 1,500 pieces per year and other industrial processes (metal, cycles, welded products, balls, electronics, nutrition,
teams are developing the sewing process in order to make rapid progress on the entire textile range. The year 2020 has shown a clear interest on the part of customers in repairing their equipment, chemicals). This year, the teams developed a new internal environmental labelling reporting tool, which was implemented to facilitate the monitoring and autonomous management of the teams
especially bicycles, which has seen a 10% increase in the number of bicycles repaired since 1st of June worldwide. The performance could have been even better if the workshop teams had had through a better visualization of the environmental labelling results. The calculation methodology has not changed.
all the resources they needed, both human and technical. In fact, the shortage of available manpower at the end of the first Covid-19 containment, combined with the regular shortage of spare In the positive achievements for 2020:
parts (due to the restarting of factories and the return of parts to the warehouses, in particular), represented limits. The teams had to manage repair times of more than 30 days with peaks of - Decathlon's indirect role on the adoption of the circular economy law in France and the French government's desire to accelerate the deployment of environmental display for textile products.
more than 1,000 bikes to be processed in the regional workshops, which is twice as many as usual. To support and further boost repairs, particularly in the Do It Yourself mode, the workshop Indeed, Decathlon teams were invited to present their environmental display approach for the launch of the Circular Economy law at the French Ministry of Ecological Transition with also several
teams have room for improvement in terms of digital technology (availability/readability/delivery costs). Overall, there is a growing awareness of the need for repairs in all Decathlon brands, as media appearances (TV, radios) to present the project. Note also that Okaidi and Bonobo display the environmental impact of their products with Decathlon's environmental scales now.
well as in the ever-increasing behaviour of our customers. - It should be noted, however, that the detailed verification of the indicator has identified a problem with the transfer of information between the various tools used for environmental display. An
action plan will be implemented by Decathlon teams to identify the root causes and strengthen controls.
The difficulty to reach the 70% target set for 2020 can be explained by:
- the change of management vizualisation tool during the year,
REUSE OF OUR PRODUCTS | SECOND HAND - the textile process remains the most important area for environmental reporting, while the footwear process has been delayed in setting up the evaluation and rating system. As regards
the heavy clothing process, methodological difficulties were encountered in applying the display to backpacks. The ABCDE ratings are not adapted at this stage to certain types of products
(e.g.: taking into account the volume capacity of backpacks).
Number of countries offering second-hand products (as of 31/12) 7 14 It should be noted that discussions are currently underway internally on the labelling indicator, which could change in 2021. With regard to the objectives, the intention is to stabilize the % of
products with an environmental display on the same scope for 2021, i.e. 63.8% by the end of 2021.

- With Second-hand application 7 7 (Note 85)

AWARANESS ACTIONS TO SUSTAINABLE DEVELOPMENT
- Without Second-hand application n/a 7
Total number of sports activities organized in France
6,890 2,686 (Note 93)
NFRD 2020 methodological notes for our client-users (from 1/01 to 31/12)
Note 85: List of countries using the Second-hand Application in 2020 : France, Spain, Italy, Romania, Portugal, Belgium and Germany. Seven countries proposes the second-hand offer in manual
in 2020: Morocco, Croatia, Philippines, China, Turkey, Thailand, Russia. The Covid-19 has impacted the reduction of the number of Trocathlon events (health conditions). Potentially, the Bicycle Number of stores concerned in France
259 224
Trade-in has benefited from the breakage encountered on our new bikes in 2020 (not measurable). by these sports activities (from 1/01 to 31/12)
Number of events related to sustainable development
240 92 (Note 93)
REUSE OF OUR PRODUCTS | RENTALS (SHORT TERM, SUBSCRIPTIONS, LONG TERM) organized by French stores (from 1/01 to 31/12)
Number of Decathlon brands offering product rental Number of awareness actions related
23 23 (Note 86) n/a 388 (Note 94)
(short term, subscriptions, long term) (as of 31/12) to Sustainable Development in the World (from 1/01 to 31/12):
Number of countries offering Decathlon products for rent - organised by Decathlon stores n/a 367
6 7 (Note 87)
(short term, subscriptions, long term) (as of 31/12)
- organised by Decathlon warehouses n/a 21
Number of Decathlon product rentals
57,688 63,090 (Note 88) Number of people involved in events related
(short term, subscriptions, long term) (from 1/01 to 31/12) n/a 16,191 (Note 94)
to Sustainable Development in the World (from 1/01 to 31/12)
Number of days of rental of Decathlon products
270,204 2,288,234 (Note 88)
(short term, subscriptions, long term) (from 1/01 to 31/12) NFRD 2020 methodological notes
Note 93: The year 2020 was more than particular in France due to the Covid-19 epidemic which had a strong impact on the event industry. Indeed, the practice of sports was impacted for several
Number of Decathlon brands offering subscription months (periods of confinement in particular) and strongly limited (maximum gauges limiting gatherings) when it was allowed. The figures for France are necessarily down compared to 2019:
5 5 (Note 89) 224 stores (-13.51%) have organized one or more events this year 2020 for a total of 2,686 events (-61%). This obviously reflects on events related to sustainable development with only 92 events
and long-term rental of Decathlon products (as of 31/12) (-61.7%) organized by 66 Decathlon stores and sites. These events brought together 2,075 participants (-59.8%) and still allowed the collection of 11.8 tons of waste. Finally, our flagship event,
Vitalsport, was also hit hard. Only 53 stores were able to organize the event (-61%) in partnership with 700 partner clubs (-74%) and they gathered 102,000 visitors (-83%). Although the France 2020
Number of countries offering subscription figures reflect a very disrupted activity, the mobilization of the teams and their energy deployed to propose concrete initiatives on the ground for the public must be highlighted.
3 3 (Note 90)
and long-term rental of Decathlon products (as of 31/12) Note 94 : The year 2020 was marked by a decrease in the number of awareness-raising actions due to the Covid-19 health context which, in most countries, made it difficult to organize this type
of event. In particular, our most important action, the World Clean up Day, was followed in 31 countries, compared to 42 last year, and gathered fewer participants per event organized. Some
countries adapted by opting for a different format such as a digital cleanup challenge or by encouraging our users to collect waste around their homes and then post a photo of the result. The
Number of subscriptions and long-term rentals results of this year 2020 reflect the health context and the resulting difficulty to come together. The holding of alternative awareness actions nevertheless demonstrates a real motivation of the
349 913 (Note 91)
of Decathlon products (from 1/01 to 31/12) teams to raise awareness and involve customers and employees for a more sustainable world. Note the implementation of a consolidated reporting at the global level for the first time in the
framework of the NFRD 2020, which explains the absence of historical data for 2019.

142 NFRD 2020 143

 CIRCULAR ECONOMY | WASTE REDUCTION & RECYCLING
Our performance indicators
SINGLE USE PLASTIC
Weight of single-use plastic packaging eliminated
2019

n/a
2020

300 tonnes (Note 95)

CREATING SUSTAINABLE VALUE
for Decathlon products (from 1/01 to 31/12)

Weight of single-use plastic e-commerce packaging

n/a 250 tonnes (Note 96) LONG TERM RELATIONS WITH SUPPLIERS 2019 2020
(from 1/01 to 31/12)
SUPPLIERS PANEL
NFRD 2020 methodological notes
Note 95: In 2020, the packaging teams eliminated 300 tons of plastic from an estimated 10,000 tons of plastic packaging (sales packaging, packaging for transporting finished products from our Number of production countries ( situation as of 31/12):
production plants, excluding logistics and e-commerce). The estimate of this overall quantity (10,000 tons) is still in progress and will be more precise in 2021. We are aiming for a reduction of
1,000 tons (cumulative over the two years 2020 and 2021).
- Number of production countries
Note 96: The estimate is extrapolated based on declarations from China, Germany and France only. And it includes only e-commerce plastic pouches but does not cover adhesive tapes, 24 24 (Note 102)
cushioning (bubble wrap), etc. The warehouses are currently not animated on the declaration of purchased E-com pouches, they will be in 2021. with physical presence of Decathlon teams
Next year this tonnage of e-commerce packaging will certainly be higher. The packaging teams are currently building a plastic-free e-commerce packaging offering. And they will report next year
on a tonnage of elimination of these plastic e-commerce packaging and therefore will declare a new data of tonnages of the new cellulose e-commerce pouches (paper/cardboard). Note the - Number of production countries
23 23 (Note 103)
commitment made by Decathlon of 0 single-use plastic packaging in 2026. Regarding the impact of Covid-19, it has made the measurement of the "single-use plastic" strategy complicated (no
possibility to go to the warehouse to take stock of plastic packaging), hence the data estimated with relative reliability and which will continue to be refined in 2021.
without physical presence of Decathlon teams

Number of Decathlon production offices (situation as of 31/12) 42 42 (Note 104)

PRODUCT RECYCLING Number of teammates responsible for managing

2,142 2,178
and coordinating relations with suppliers (situation as of 31/12)
% of Decathlon products sold in France
n/a 56% (Note 97)
having a recycling channel (from 1/01 to 31/12) Number of suppliers for Decathlon products (situation as of 31/12):
NFRD 2020 methodological notes
Note 97: The percentage indicated currently represents the products sold in France covered by an extended producer responsibility (EPR) out of the total products sold in France. The EPRs taken - Number of Rank 1 suppliers (finished products & components) 1,007 977 (Note 105)
into account are: textiles, shoes and bags, electronics, furniture. Indicator newly integrated into the NFRD 2020, hence the absence of historical data for 2019.

- Number of Rank 2 suppliers 346 362

WASTE MANAGEMENT
Number of Decathlon-owned production facilities (situation as of 31/12) 9 9 (Note 106)
Weight of waste generated by the sites (Decathlon stores,
87,593 tonnes (Note 98) 96,252 tonnes (Note 99)
Brand sites, own warehouses) (from 1/01 to 31/12):
TYPE & DURATION OF RELATIONSHIP
- Weight of sorted paper and cardboard 29,167 tonnes (33%) (Note 98) 38,258 tonnes (40%)
Number of Partners suppliers (situation as of 31/12) 43 45 (Note 107)
- Weight of sorted packaging 4,484 tonnes (5%) (Note 98) 3,209 tonnes (3%)
Average length of service for suppliers. (Top 100 suppliers in terms
- Weight of plastics sorted 1,461 tonnes (2%) (Note 98) 3,257 tonnes (3%) of volums purchased by Decathlon) (situation as of 31/12)
- < 1 year 0% 0%
- Other (wood, scrap metal, textiles, etc.) 11,587 tonnes (13%) (Note 98) 4,525 tonnes (5%)
- 1- 3 years 7% 3%
- Weight of mixed waste 40,894 tonnes (47%) (Note 98) 47,003 tonnes (49%)
- 3 – 5 years 3% 5%
Verified information - 5 - 10 years 38% 33%
Sorting rate by activity (from 1/01 to 31/12): M A Z A R S - AUDIT
- 10 - 20 years 44% 49%
- Sorting rate in stores 47% 39% (Note 100) - > 20 years 8% 10%
- Sorting rate in warehouses 66% 68.9% (Note 100) - Average 10.3 years 11.2 years
NFRD 2020 methodological notes
Recycling rate in stores and warehouses (from 1/01 to 31/12) n/a n/a (Note 101) Note 102: Production countries with a team: a Decathlon production office is present in the country. Albania, Bangladesh, Brazil, China, Egypt, Ethiopia, France, India, Indonesia, Italy, Mexico,
Morocco, Pakistan, Poland, Portugal, Romania, Russia, Sri Lanka, Taiwan, Thailand, Tunisia, Turkey, Ukraine, Vietnam.
Note 103: Production countries without teams: production countries whose suppliers are run by Decathlon teams from another country, no Decathlon office in that country. Austria, Belgium,
Bosnia, Bulgaria, Cambodia, Croatia, Czech Republic, Finland, Georgia, Germany, Hungary, Japan, Lithuania, Madagascar, Malaysia, Myanmar, Serbia, Slovakia, Slovenia, Spain, Switzerland,
NFRD 2020 methodological notes United Kingdom.
Note 98: Note that the 2019 data has been restated due to a change in the methodology for consolidating indicators to align with the change of CO2 tool (new Metrio tool in 2020) and have a Note 104: List of Decathlon production offices:
historical comparison on the same basis. DP Albania, DP Bangladesh (x2: DP Dhaka, DP Chittagong), DP Brazil, DP CIS, DP China (x10: DP Guangzhou, DP Nanjing, DP Ningbo, DP Qingdao, DP Shanghai, DP Shenzhen, DP Suzhou,
Note 99: Note the change in scope for these Waste indicators, which has been greatly expanded from 87% of Decathlon stores and 52% of warehouses in 2019 to 100% of store sites and 98.5% of DP Tianjin, DP Wuhan, DP Xiamen), DP Egypt, DP Ethiopia, DP France, DP India (x7: DP Chennai, DP Coimbatore, DP Mysuru, DP Surat, DP Kanpur, DP Delhi, DP Ludhiana), DP Indonesia, DP Italy
warehouses in 2020 (i.e., 1,715 stores and 68 warehouses.) The indicator does not take into account production offices and own production plants. We note an increase in overall waste tonnage (x2: DP Desio, DP Padova), DP Mexico, DP Morocco, DP Pakistan, DP Poland, DP Portugal, DP Romania, DP Sri Lanka, DP Taiwan, DP Thailand, DP Tunisia, DP Turkey, DP Ukraine, DP Vietnam
of 9.9% between 2019 and 2020. (x2: DP Ho Chi Minh, DP Hanoi).
This is due to: Note 105: In 2020, we continued our strategies to consolidate the Rank 1 supplier panel to 977 suppliers, compared to 1007 in 2019.
- the expansion of the scope of consolidation to include new countries where waste management is only partially established and monitored (lack of local channels or regulations; - A Rank 1 supplier: A supplier who has signed an agreement with a Decathlon group company to produce or assemble finished orsemi-finished products (via a manufacturing contract) or to supply
- the quantities currently allocated to these sites, among others, are linked to conservative estimation processes, both quantitatively (subject to the Decathlon United ratio, which is an international raw materials or components (via a purchasing contract), receiving purchase orders and invoicing the said company directly.
average and therefore does not take into account potential local specificities) and qualitatively (going to landfill by default). - A Rank 2 supplier: Supplier contributing to the value chain of Decathlon products, with direct commercial relationship with a Rank 1 supplier, with whom they organise the management of
The 2021 objective for waste tonnage is a reduction of 5% compared to 2020, i.e. a total of 100,694 tons of waste in stores and warehouses. purchase orders and invoicing. The Decathlon group reserves the right to intervene in the choice or validation of this Rank 2 supplier, without however intervening in the commercial and legal
Note 100: The-store sorting rates have decreased compared to last year (-17%). The expansion of the scope of consolidation and the inclusion of sites without data (as described in note 99 relationship between these Rank 1 and Rank 2 suppliers.
above), whose estimates are automatically included in landfill, explain these significant differences. The sorting rate target for stores for 2021 is 50% and 70% for warehouses (i.e. 60% overall Note 106: 9 Decathlon production sites: 3 sites in France (AML, ACL, Simond), 1 production site in Morocco (DFM), 1 production site in Thailand (NTF) and 4 production sites in China (Nanjing
for both activities). factory, TEC, CMW, Xinwei).
Note 101: In 2020, we will begin to measure the recycling rate with the countries involved in waste management in order to identify the quantities that are qualitatively recovered from our sorted Note 107: Concerning the evolution of the number of partnerships, we have continued to develop our Partnership strategy by validating 2 new Industrial Projects bringing the number of partners
quantities, and this information will be integrated from the 2021 NFRD. to 45. In 2020, our partners will account for 32% of our global purchasing volumes.

144 NFRD 2020 145

 BREAKDOWN OF PURCHASE VOLUMES 2019 2020 BUSINESS ETHICS 2019 2020
Breakdown of Decathlon's purchasing volumes by production area (from 1/01 to 31/12) (Note 108): % of countries with an Ethics & Compliance Officer
n/a 60% (Note 110)
who has been trained on the Sapin 2 law (as at 31/12)
- North Asia 46.05% 46.39%
- Europe 19.32% 19.9% % of teammates with access to the Whispli platform
n/a 89% (Note 111)
which allows them to report questions or alerts
- South-East Asia 16.85% 15.16%
- South-West Asia 15.07% 15.94% Number of alerts received in Whispli n/a 40% (Note 112)
- Africa 2.38% 2.26%
- Americas 0.01% 0.01% Alerts processed:
67.5%
- CIS (Commonwealth of Independent States) 0.32% 0.34% Types of treatment of Whispli alerts (%) n/a Alerts in process:
% of amount purchased from Decathlon partner suppliers 32.5%
29% 32.3% (Note 107)
(from 1/01 to 31/12) (Note 112)

Breakdown of volumes purchased by Decathlon per production process (from 1/01 to 31/12) (Note 108):
NFRD 2020 methodological notes
- Nutrition products (Sport supplements and food) 1.2% 1.1% Note 110: In 2020, 36 countries have a trained referent out of 60 countries considered for this indicator, so a country coverage rate of 94%. (For the global scope of the indicator, certain countries
have been excluded for which the United Compliance teams manage the subject directly without a local reference). Note that for 2020, the teams had initially planned to train 100% of the
- Chemical & Cosmetic products 0.5% 0.5% referents in person. Unfortunately, the Covid-19 health crisis prevented them from meeting physically and travelling. For this reason, a system of webinars was set up with electronic signatures
on the participation lists. This had the advantage of reaching more people, but on the other hand the monitoring of the number of participants in the training was less effective since people had
the possibility of viewing the webinars in replay. The number of 36 countries with trained referents is still a positive point given the context of the health crisis and the fact that many people have
- Electronic products 1.5% 1.5% been in partial activity or have had various emergencies to manage as a priority.
Note 111: Decathlon teams are gradually implementing the Whispli internal alert tool. The 1st channel for escalating an alert remains the whistleblower leader or the HR. The Whispli tool was first
- Footwear products 14.8% 13.2% deployed in France in early 2019. Since then, it has been used in 31 countries and the teams are continuing this deployment. By this term, we should not only understand the implementation of
the tool and the link to the tool, but also the translation of the tool into the local language and the communication around it. Communication is very important so that each employee understands
- Glove products 1.4% 1.2% and is familiar with the meaning of Whispli, what it is used for, how alerts are managed, the rules of confidentiality, the referents who manage alerts, etc.
Note 112: Indicators newly integrated in the NFRD 2020 hence no historical data for 2019. Target set of "100% of alerts received are ad-dressed or in process".
- Heavy Stitching products
10.5% 11%
(tents, backpacks, sleeping bagsn balls, etc.)
- Pyrotechnic products (Solognac hunting equipment) 0.2% 0.2%
- Bonded/inflatable products (air beds, rings, armbands, etc.) 2% 2.1%
DECATHLON FOUNDATION
- Helmet products 1% 1.1% Number of projects validated by the Decathlon Foundation
48 47
(from 1/01 to 31/12)
- Optical products
1.6% 1.3%
(sunglasses, swimming goggles, diving masks, etc.)
Number of beneficiaires of Decathlon Foundation projects
28,895 42,297 (Note 113)
- Bikes/Cycles products 11.8% 13.4% (from 1/01 to 31/12)
- Pastic and Composite products 6.7% 7.4%
Number of countries concerned
12 15 (Note 113)
- Wedze composite products (ski equipments) 0.3% 0.3% by Decathlon Foundation projects (from 1/01 to 31/12)

- Metal / metallic products

6.7% 9.2%
(scooters, fitness products, baskeball nets, football nets, etc.) % by category of beneficiaries of the Decathlon Foundation's projects:
- Simond products (climbing equipment) 0.1% 0.1%
- Textile products (natural fibers, synthetic fabrics, - % people with mental and/or physical disabilities n/a 29.8% (Note 114)
39.7% 36.4%
woven fabrics, thread to finished products)

% of turnover resulting from Decathlon products manufacturated locally (from 1/01 to 31/12): - % people from sensitive areas n/a 38.3%

- China 91.6% 93.2%

- % of people with diseases n/a 19.1%
- Europe 24.5% 24.9%
- Russia 11.1% 11.8%
- % other situations (violence, migrants, etc) n/a 12.8%
- India 41.2% 46.4%
- Brazil n/a n/a (Note 109)

NFRD 2020 methodological notes NFRD 2020 methodological notes

Note 108: The Covid-19 crisis impacted our overall purchasing volumes in 2020. They fell by 9.9% compared to last year. We faced a two-speed crisis, impacting the usual product mix: the Bicycle
and Metal universes achieved very strong growth, while the Textile, Footwear and Ski universes had to reduce their orders. It is worth noting the good resilience of our Industrial Panel. Thanks
to the "glocal" organisation of our Purchasing teams (global and local), the teams were able to accompany each supplier individually and provide a personalised response to the difficulties they
encountered. No major financial default by our suppliers has been observed to date.
Note 109: It should be noted that purchases made by Brazil in Brazil are no longer reflected in the IT systems of our purchasing teams. A reporting for this indicator for the Africa Zone will be
implemented during this year.
Note 113: In 2020, Lebanon, Indonesia, Sri Lanka and Mexico supported a Foundation project for the first time. The Decathlon Foundation teams support small-scale projects (20 beneficiaries)
to projects with thousands of beneficiaries. The number of validated projects is not in itself a KPI for the Decathlon Foundation, nor is the employability rate of the beneficiaries. What counts for
the Decathlon Foundation is the number of beneficiaries who have had regular access to sport thanks to the project funded. In 2020, in view of the health crisis, the Foundation decided to set
up an exceptional aid scheme for vulnerable people who had suffered particularly badly during this period. The Foundation thus donated nearly 270,000 euros to associations around the world
to help these people practice sport during the epidemic.
Note 114: Indicators newly integrated in the NFRD 2020 hence no historical data for 2019.

146 NFRD 2020 147

 Methodological note ORGANISATION OF REPORTING AND CONSTANT IMPROVEMENT
This Non-Financial Reporting Declaration illustrates Decathlon’s commitments, achievements and projects in terms of Corporate

GENERAL ORGANISATION Social Responsibility (CSR) for the 2020 financial year.
To create this document, we implemented the following organization:

OF REPORTS
- A project officer responsible for CSR reporting - a chief editor - a reporting and audit process project manager - a reporting
tool manager - a team 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, real estate,
legal, etc.);
- Strategic committees (advice process) with different participants (CEO of Decathlon, sustainable development director, ‘industrial
REGULATORY FRAMEWORK performance’ team representatives, communications and HR team representatives, etc.) to advise the NFRD team on the direction
and decisions pertaining to the extra-financial reporting aspect.
Decathlon is bound by the extra-financial reporting obligations relating to ordinance n° 2017-1180 of 19 July 2018 and the decree
pursuant to French ordinance n° 2017-1265 of 9 August 2017. The Non-Financial Reporting Declaration (NFRD) meets these The indicators and qualitative information were collected, verified and provided by the contributors from the relevant operational
obligations, which have changed following the Grenelle II Act. activities. The figures have thus undergone consistency and plausibility checks by the contributors who are responsible for the
reliability of the information they convey within the context of this reporting period.
All this information was then consolidated by the report project leaders and presented in the annual NFRD.
Some of the extra-financial indicators are drawn from information that has been regularly reported and coordinated internally by
Decathlon vigilance plan: the business’s teammates.
With regard to the publication of a vigilance plan following law no. 2017-399 of 27 March 2017 concerning the duty of A reporting protocol including the indicator definitions and the various procedures for collecting and consolidating data is updated
vigilance, we have made a special document available online. and shared with the relevant contributors each year. The 2020 data was consolidated using a dedicated computing tool (the PURE
It should be noted that the content of the Decathlon vigilance plan is to be read in conjunction with the annual NFRD: both reporting tool), which helps make information processing more efficient for Decathlon.
teams in charge of these approaches have worked together throughout the year to ensure synergy and synchronisation Each year since 2013, we have undertaken to organise the work and improve the collection, consolidation and reliability of data so
between the two documents. it is in line with any changes in regulatory requirements and the comments made by the independent third-party body; and likewise
The vigilance plan includes a correlation table that explains the responses in the NFRD and the vigilance plan: to take account of evolutions in Decathlon internal projects on sustainable development. The work we have carried out in recent
https://sustainability.decathlon.com/decathlon-annual-sustainable-development-reports years has enabled us to observe the relative reliability of some of the data. We have been dedicated to a strategy of progress and
continuous improvement over several years in order to strengthen the internal reporting process and reliability of the data we
communicate in our extra-financial reports.
The NFRD published every year enables Decathlon to measure and be aware of its level of corporate, environmental and societal
performance in order to make judicious decisions.
Decathlon SE1 is not listed on the stock exchange. However, in light of their materiality, we took into account the following criteria: The information in the NFRD and the conclusions of the audit conducted by the independent third-party body are also used by the
promoting and respecting the eight fundamental conventions of the ILO2 and information about efforts to promote human rights. Decathlon Treasury teams in the case of impact loan projects with banks and are also communicated to independent experts who
In terms of the fundamental conventions of the ILO, Decathlon applies the same standards across the 9 production sites we own assess the company’s annual share value.
as those required of our suppliers.
Moreover, Decathlon has met the new regulatory obligations relative to the Non-Financial Reporting Declaration since 2018, notably:
- formalising Decathlon’s value creation model: the business model was created with the involvement of different
representatives from the company’s financial teams and by relying on internal company documents, external megatrends and Verified information:
studies, as well as drawing on the European Commission’s guideline recommendations for non-financial information (2017/C
215/01) and the international reference framework on the integrated reporting of the IIRC (International Integrated Reporting In accordance with regulations, this Non-Financial Reporting Declaration has been verified by an independent third party
Council) in December 2013. body. The work carried out and conclusions can be found on page 156.
- presenting Decathlon’s main extra-financial risks: the internal auditing and risk management teams worked in collaboration so
that the NFRD team could use their work to identify, prioritise and deliver on the list of the main extra-financial risks.
- a review of the most strategic issues for Decathlon: by updating a materiality analysis based on a survey conducted in 7
countries (France, Spain, Italy, China, India, Vietnam and Bangladesh). This involved 2,100 teammates, 2,200 customer users and PRINCIPLES GOVERNING THE PRODUCTION
60 suppliers who answered an online questionnaire; and 45 representatives of civil society who were interviewed to learn about OF THE NON-FINANCIAL REPORTING DECLARATION (NFRD)
stakeholder expectations.
Workshops were also held to identify the most important challenges for Decathlon’s business, with approximately 30 internal In line with GRI (Global Reporting Initiative) G4 sustainability reporting guidelines, Decathlon applies the following principles when
experts and about twenty of the company’s leaders and shareholders. (Decathlon materiality analysis conducted from September writing its Non-Financial Reporting Declaration (NFRD):
2017 to October 2018 available at: https://sustainability.decathlon.com/decathlon-annual-sustainable-development-reports/ or C
ompleteness: to be as exhaustive as possible on relevant topics to enable readers of the report to assess the business’s CSR
 
page 12 of the DEFP 2018). performance;
- a new sustainable development policy entitled “2020-2026 Transition Plan”, partly as a result of a materiality study and partly R
elevance: topics deemed relevant are those that we feel are most important for our own activities and governance;
 
due to analysis of the main extra-financial risks. It was finalised in March 2020 and shared with Decathlon teammates by the
sustainable development manager and the human resources manager. C
larity: to be universally understood;
 
A realignment in the structure and content of the NFRD 2020, both in the subjects and indicators, with this 2020-2026 Transition P
unctuality: to deliver the report on the same dates every year;
 
Plan was undertaken for this document.
B
alance: to present a fair idea of the business’s overall performance by reflecting both positive and negative aspects;
 
A
ccuracy: to give accurate, detailed information to enable readers to gain a better understanding.
 

1. Decathlon has been a European company since 26 September 2019. - 2. ILO: International Labour Organisation: https://www.ilo.org/global/lang--fr/index.htm/
The 8 fundamental conventions of ILO are: the freedom of association and the effective recognition of the right to collective bargaining - the elimination of
all forms of forced or compulsory labour - the effective abolition of child labour - the elimination of discrimination in respect of employment and occupation.

148 NFRD 2020 149


REPORTING SCOPE
Decathlon had a presence in 60 distribution countries, with 93,710 teammates and a turnover of €11.4 billion excl. VAT in 2020.
As of 31/12/2020, the Decathlon group scope numbered:
- 1,697 stores (all sales forms combined)3
- 69 warehouses and logistics platforms
To establish the CSR target reporting scope for the 2020 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 2020 was 99.9% of the total turnover for Decathlon group subsidiaries. Any
restrictions on scope are set out for each indicator when required.
METHODOLOGICAL CLARIFICATIONS
1 - Note that the “Decathlon Brands” term refers to company-owned Decathlon brands (examples of Signed Sports 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 - The extra-financial information for Decathlon activities that comes under Facilities Listed in Environmental Protection
Regulations (ICPE) in France is consolidated at Group level by the CSR lawyer.
4 - Decathlon’s core business activities are, among others, the design, manufacture, wholesale, semi-wholesale and retail trade
of all its products and services destined for sports enthusiasts and their families, as well as personal goods generally. Under its
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 topics of food insecurity, responsible food choices and food waste have not been considered as significant in terms of the
number of referenced products and the turnover involved; however, of the products that allow for this, Decathlon can initiate actions
to reduce its impact.
Moreover, sports nutrition products and diet supplements have a long use-by date and are not particularly perishable.
5 - The impact of the pandemic on our business: In 2020, administrative decisions at national level due to the Covid-19 situation
led to store closures, with an average decrease of 27% in the number of days we were able to welcome customers over the year.
Due to the specific sports that could be practiced in the year, fitness, yoga, bodybuilding and cycling largely progressed, while team
sports (football, rugby, etc.), swimming and skiing were significantly penalised.
Quick decisions were made, with an optimal adjustment of resources to fit the situation: resizing teams in line with the health
protocol, balancing shopping areas in stores, renegotiating rents, a high reduction in travel costs, discussions with our industrial
partners to adjust supplies to customer demand and prioritising projects, amongst other things.
All this was undertaken without ever compromising the health and safety of our teammates and customers.
In this way, our turnover was upheld, declining by only 5.8% at constant exchange rates compared with 2019.
3. Excluded are franchised stores whose turnover is not consolidated in the balance sheet.
150 NFRD 2020
The share of digital sales increased significantly, due to the double effect of store closures and the partial shift of sales to
e-commerce. This enabled us to accelerate our efforts already initiated in this area.
Due to the exceptional situation, the impacts of Covid-19 on our business must be taken into account when analysing our figures
and performance. In the Non-Financial Reporting Declaration 2020, we have clarified this perspective in our analyses whenever
possible.
6 - Indicators not included in the NFRD 2020.
Regarding the Transition Plan 2020-2026, we are working with the teams to define new indicators that will enable us to stimulate
performance:
egarding “Agile and networking organisation”:
R
 
- The HR teams are working to progressively outline and implement a new Digital Maturity Index for all the countries by 2026. The
yearly data is not yet available.
egarding “Human Rights” and the commitment to “100% of teammates trained on the subject of Human Rights”:
R
 
- The relevant new training is being finalised and rolled out, and indicator reporting will be available as of the NFRD 2021.
egarding “Managing overstocks” and the commitment to “0 components and finished products incinerated or going to landfill in
R
 
2026”:
- Commitments have been made for the entire company, communicated to the teams in each country and validated. The teams
in charge of the “Managing overstocks" topic are setting up an accounting tool to provide them with reliable reporting data in 2021
(The current data is declared data and as yet incomplete).
egarding “Human, environmental and financial integration in our measures of value” and the commitment to “100% of teammates
R
 
remunerated according to extra-financial performance criteria”:
- Reflection on the assessment criteria and the method of calculation is underway.
egarding “Human, environmental and financial integration in our measures of value” and for the commitment to “100% of decision-
R
 
making tools include an in-house carbon price”:
- In 2020, the teams launched studies with 2 external partners (Estin & Co and CO2 Logic) with the aim of determining an in-house
carbon price for Decathlon; they also launched pilot projects in the supply, textile and transport business units. In 2021, the internal
carbon price will be rolled out and gradually integrated into the company’s decision-making tools.
7 - For the social dimension:
This year, in accordance with the action plan implemented by the 2016 Sustainable Development Report, the HR reporting project
manager appointed in October 2018 decided to include three additional countries when gathering social data sourced from payroll
software in order to improve the representativeness and reliability of the scope.
Romania, the United Kingdom and Morocco were thus integrated alongside the 14 previous countries (France, Spain, Italy, Belgium,
China, Poland, Germany, Portugal, Russia, India and Hungary), which increased the scope of social data sourced from payroll
software to a total of 86.75% of the global workforce.
Most of the quantitative data published for these countries are thus produced from each country’s own payroll software.
The quantitative data published for the remaining 13.25% were calculated using data reported in the “Identity Access” tool, whose
reliability is uncertain.
Note that certain indicators are calculated solely on the basis of the “Identity Access” tool (% of female managers, % of seniors,
breakdown by activity and breakdown by geographic region).
A data gathering framework has been established, with a standard definition for each indicator collected.
At the same time, remaining countries will be contacted over time, to test the data gathering framework using their payroll extracts
in order to make the data more reliable, with the aim of attaining 90% in the NFRD 2021:
- 2021: 3 additional countries (Netherlands, Mexico and Taiwan)
- 2022: 3 additional countries (Switzerland, Singapore and Canada)
- 2023: 3 additional countries (Colombia, Thailand and Malaysia)
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 NFRD (primarily for France at
this time), and also in the aim of improving the coordination of performance figures by the teams.
8 - For logistics-related figures:
In 2020 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 from production countries in 2020.
151
 9 - For the greenhouse gas emissions assessment (GHG): 10 - Restatement of previous data and error correction:
The scope taken into account to assess GHG emissions consists of company-owned Decathlon sites that were open for at least Some of the data calculated in previous financial years may differ from that published in our 2020 Non-Financial Reporting
one month in 2020, i.e. 1,715 Decathlon stores and 69 warehouses. Declaration, especially since calculation and inputting errors were detected. These modifications are not significant in any way. If
The number of sites is greater than the consolidated data in our financial tools as the sites that were closed during the year have method changes were introduced between 2019 and 2020, this is mentioned in a footnote for the indicator concerned.
been taken into account in the CO2 and waste data consolidation.
In 2020, we rolled out a new tool to collect and consolidate the data from our sites (Metrio). This tool provides us with a more REPORTING PERIOD
precise estimation as it calculates ratios for each site and country, as well as for the Group as a whole. Therefore, if a site does not
record actual data, the data will be estimated on the basis of its historical data, if this is available. If no historical data is available, The reporting period for extra-financial data is based on the calendar year (1 January to 31 December 2020), so as to ensure
the ratio used will be that of the country in which it is present, based on the country historical data. Finally, if the country is a new consistency with the trading year of Decathlon’s companies as well as the business’s existing reports. In cases where data refers
country, then the united ratio (the consolidated group ratio) will be used. We have also used a new tool to calculate the impact of to a reporting period different to the calendar year, this is specified in the body of the report.
international transport (EcoTransIT).
The CO2 emissions were calculated using the GHG Protocol method4, which divides emissions into three categories (scopes 1, 2 METHODOLOGICAL LIMITS OF THE INDICATORS
and 3). We use the operational control approach.
This is Decathlon’s eighth extra-financial report and it forms part of a continuous improvement drive implemented over several
We use the operational control approach. years, with the aim of structuring and reinforcing the process internally.
Scope 1 groups refrigerant leakage emissions (HFC 410a and HFC 407c) natural gas consumption and leased vehicles. Environmental, social and societal indicators can present methodological limitations caused by:
Data was estimated when accurate data was not available. The ratio was calculated on the basis of the average cooling capacity - non-harmonised definitions, national/international legislation and local practices
and the m2 in stores and warehouses. Most of the data for refrigerants is estimated, only Spain and Italy were able to report actual
- problems in collecting certain data without data collection software solutions
data.
- manual data entry in the PURE reporting tool: reliability depends on the quality of the information collected performed by the
When accurate data is unavailable for natural gas, values are estimated on the basis of the kWh/m2 ratio from the previous year
teams
and the m² for the relevant site. In 2020, 17.4% of natural gas kWh was calculated from estimated data, while 82.6% corresponded
to actual data. - the availability of certain data within a limited field
- extrapolating and estimating certain data in situations where actual data is not available
Scope 2 groups emissions associated with purchasing electricity. When actual data is unavailable, the value is estimated on the
basis of the kWh/m² from the previous year and the m² of the relevant site. - the gradual deployment of our internal reporting protocol to cover the collection, consolidation and management of indicators
In 2020, 16% of kWh of electricity originated from estimated data, while 84% corresponded to actual data.
We calculate our scope 2 emissions using the “market-based” and “location-based” methods. We primarily use the market-based
method for performance-tracking purposes.
Scope 3 groups the indirect emissions associated with our activities.
- with regard to products sold: extracting raw materials, processing these materials in plants, the use and end life of products sold.
- with regard to our sites: building our sites, waste generation, buying fitting equipment and checkout bags, indirect emissions
associated with purchasing electricity.
- transporting our products, employees and clients.
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 our 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 Impact database.
Compared with the CSR reporting scope:
- energy data for our sites: As for last year, only the stores and warehouses that had been trading for over a year were taken into
account when calculating energy efficiency. We also excluded the sites that closed during the year, production offices and central
offices. The scope takes into account 69 warehouses out of a total of 69 (100%) and 1,633 stores out of the 1,697 in total (96%).
This data was estimated when actual data was unavailable (see details above).
- 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 need an exhaustive report, given the low
consumption.
-The scope of sites included in tracking the generation of waste was greatly extended; this passed from 87% of Decathlon stores
and 52% of warehouses in 2019, to 100% of stores and 98.5% of warehouses in 2020 (1,715 stores and 68 warehouses).
When actual data was unavailable, we estimated this data on the basis of a kg waste/quantities sold ratio (for stores) or shipped (for
warehouses). This ratio was revised in 2020 on the basis of historical data and the type of site (logistics and stores). The countries
and sites for which no real data is available have been given a sorting rate of 0%.
In 2020, 60% of the waste quantities from stores and 66% of the waste quantities from warehouses originated from actual data; i.e.
63% of actual data overall. Therefore, 40% of the waste quantities from stores and 34% of the waste quantities from warehouses
involved estimated data.
In 2020, we committed to evaluating the recycling rate of the countries committed to waste management, in order to identify the
quantities that are qualitatively recovered out of the sorted quantities; this information will be included as of the NFRD 2021.

4. http://www.ghgprotocol.org/standards/corporate-standard

152 NFRD 2020 153

 NFRD CORRELATION TABLE
This table indicates where to find the information required by the regulatory obligations of the NFRD within this publication:

CORRELATION TABLE FOR REGULATORY OBLIGATIONS WHERE TO FIND THIS INFORMATION?

CUSTOMERS DESCRIPTION OF RISKS (-) DESCRIPTION OF OPPORTUNITIES (+) KEY PERFORMANCE INDICATORS
Climate change Fighting against climate change, page 48

Societal commitments in favour of sustainable development Our external stakeholders, page 108
CUSTOMER/SPORTS USER HEALTH
DANGER FOR HEALTH
Circular economy Responsible products and ranges, page 66 AND SAFETY, PRODUCT SAFETY
DURING USE (-)
(HARMLESSNESS, STRENGTH, ETC.) (+)
HEALTH Number of quality
The fight against food waste and food insecurity Upgrading waste, page 86
returns per million of
AND SAFETY Decathlon products sold
Animal welfare Materials selection, page 70
ACCIDENTS (-) CUSTOMER SAFETY IN STORE (+)
Responsible, sustainable and fair-trade food choices Upgrading waste, page 86

Collective agreements Awareness and action for a more inclusive society, page 26

Measures in favour of people with disabilities Awareness and action for a more inclusive society, page 26
CUSTOMER SATISFACTION,
The fight against discrimination, promoting diversity Awareness and action for a more inclusive society, page 26
CUSTOMER NEGATIVE IMAGE,
RECOMMENDATION, LOYALTY, Percentage of sports users
DISSATISFACTION,
SATISFACTION LOSS OF TURNOVER (-)
SHOPPING CART AMOUNT, delighted with Decathlon products
Business model Business model, page 10 PRODUCT INNOVATION (+)

Main extra-financial risks Main extra-financial risks, pages 16 and 95

Policies Transition Plan, pages 21, 49, 67, 81, 89

Results and key performance indicators Performance indicators, page 120

ETHICS DESCRIPTION OF RISKS (-) DESCRIPTION OF OPPORTUNITIES (+) KEY PERFORMANCE INDICATORS

BASIC SERIOUS INFRINGEMENT Percentage of suppliers

OUR MAIN EXTRA-FINANCIAL RISKS HUMAN OF HUMAN RIGHTS, FUNDAMENTAL
- rated A, B or C for Human
FREEDOMS AND THE HEALTH
This table below also shows the correlations between the list of main extra-financial risks and the key performance indicators: RIGHTS AND SAFETY OF PEOPLE (-) Responsibility in Production

% of countries with an
TEAMMATES DESCRIPTION OF RISKS (-) DESCRIPTION OF OPPORTUNITIES (+) KEY PERFORMANCE INDICATORS
CORRUPTION INTERNAL AND EXTERNAL ACTS INTEGRITY, LOYALTY,
Ethics & Compliance Officer
OF FRAUD/CORRUPTION (-) TRUST IN BUSINESS RELATIONS (+)
trained in the Sapin 2 law

MEANING TEAMMATE COMMITMENT, DTB 2020 (Decathlon Teammate

LOSS OF A SENSE OF VALUE (-)
AND VALUE COHESION (+) Barometer) survey

EMPLOYMENT
LOSS OF SKILLS INCLUDING EXPERTISE,
INSUFFICIENT ATTRACTIVENESS,
DTB 2020 (Decathlon Teammate ENVIRONMENT DESCRIPTION OF RISKS (-) DESCRIPTION OF OPPORTUNITIES (+) KEY PERFORMANCE INDICATORS
SKILLS AVAILABILITY Barometer) survey
DISEMPLOYABILITY, NON-RESPONSE
SKILLS AND TO DEVELOPMENT NEEDS
AND QUALITY, Percentage of people having
TALENT DEVELOPMENT (+) received at least 3 hours
MANAGEMENT FAILURE TO ANTICIPATE Scope 1 and Scope 2 C02 emissions
JOB EVOLUTIONS (-) of training in the last 2 years
PHYSICAL AND ENERGY SAVINGS,
CLIMATE CHANGE TRANSITION RISKS (-) RESOURCE AVAILABILITY (+)
Energy consumption per m²
Rate of waste sorting on sites
SHARING VALUE, PARTICIPATING
SHARING VALUE PAY CUT (-) IN COMPANY DEVELOPMENT, Number of shareholding employees
PROJECT INVOLVEMENT (+)
Percentage of products with
MANAGEMENT OF EMISSIONS environmental labelling
DTB 2020 (Decathlon Teammate ENVIRONMENTAL POLLUTION, LOSS OF RESOURCES AND POLLUTION, PROTECTION
HEALTH ACCIDENT, ILLNESS, TEAMMATE HEALTH AND SAFETY, Barometer) survey IMPACTS IN AVAILABILITY AND QUALITY (-) AND OPTIMISATION OF RESOURCES Percentage of suppliers
QUALITY OF WORK LIFE (+) IN THE VALUE CHAIN (+) rated A, B or C for
AND SAFETY OCCUPATIONAL STRESS (-) Frequency rate for
Environmental Management
workplace accidents

154 NFRD 2020 155

 CONFIRMATION OF PARTICIPATION AND MEANS AND RESOURCES
Our work involved the expertise of 7 people and took place between September 2020 and May 2021 over a total intervention period of 7 weeks.
We conducted about ten interviews with the people responsible for preparing the Declaration, representing in particular the Sustainable Development,

REPORT ON THE FAIRNESS OF INFORMATION

Internal Audit and Risk, Human Resources, Health and Safety, Environment and Compliance departments.

CONCLUSION
With regard to the Jobs and skills management risk, the Group has identified a key performance indicator: Percentage of people who have had at least 3
hours of training in the last two years. Work to improve the reliability of the information following the anomalies identified in the 2019 financial year was
undertaken in 2020 on the new Group training tool, but had not been finalised at the time of drawing up the Declaration.
DECATHLON Report of the independent third-party body For the Emission and pollution control, protection & optimisation of resources in the value chain and Pollution, loss of resources in availability and quality risk,
FINANCIAL YEAR ENDED on the consolidated non-financial performance declaration the Group has a key performance indicator: Percentage of products with an environmental label. However, a spillover problem between the tools used from
31 December 2020 included in the management report the creation of the environmental rating to the final labelling calls into question the reliability of the information published.
On the basis of our work, with the exception of the elements described above, nothing has come to our attention that causes us to believe that the
non-financial performance declaration is not in accordance with the applicable regulatory provisions or that the Information, taken as a whole, is not
presented fairly and in accordance with the Guidelines.
Dear Shareholders,
In our capacity as an independent third-party body, member of the Mazars network, statutory auditor of DECATHLON, accredited by COFRAC Inspection COMMENTS
under number 3-1058 (scope of accreditation available on the website www.cofrac.fr), we hereby present our report on the consolidated non-financial Without calling into question the conclusion expressed above and in accordance with the provisions in Article A. 225-3 of the French Commercial Code,
performance declaration for the year ended 31 December 2020 (hereinafter the “Declaration”), presented in the management report, in accordance with we make the following comments:
the legal and regulatory provisions of Articles L. 225 102-1, R. 225-105 and R. 225-105-1 of the French Commercial Code. • Some of the policies are deployed on a restricted perimeter. Regarding Transport and Logistics, the policies currently concern the European geographical
area, i.e. 71% of the quantities of items shipped in the 2020 financial year.
RESPONSIBILITY OF THE COMPANY
• Regarding Human Resources, the scope of publication is not exhaustive and homogeneous for all indicators and covers between 61.8% and 86.8% of the
Pursuant to legal and regulatory requirements, the Board of Directors is responsible for preparing the Declaration, which must include a presentation of the Group's workforce as at 31 December 2020, due to the absence of reporting by certain countries and the exclusion of certain data deemed unreliable. The
business model, a description of the principal extra-financial risks, a presentation of the policies implemented in light of those risks and the outcome of said countries concerned by these exclusions are specified indicator by indicator.
policies, including key performance indicators.
• On the environmental side, the scope was extended in 2020 and covers between 96% and 100% of the Group's stores and between 98.5% and 100% of
The Declaration has been prepared by applying the company's procedures (hereinafter the “Guidelines”), the significant elements of which are set out in its warehouses, thanks to the estimation of missing data as presented in the methodological note. The actual data covers between 63% and 84% of the
the Declaration and available on request from the company's registered head office. Group's data. The coverage rates and estimates are specified indicator by indicator in the methodological note.
• Faced with the Health and safety of team members risk, the Group continued for the second year to deploy the accident frequency rate reporting system.
INDEPENDENCE AND QUALITY CONTROL Nevertheless, work to make the indicator more reliable and standardised is still in progress with a view to publication in future years.
Our independence is defined by the provisions in Article L. 822-11-3 of the French Commercial Code and the profession's code of ethics. In addition, we
implemented a quality control system that includes documented policies and procedures to ensure compliance with applicable laws and regulations,
ethical rules and professional doctrine.

RESPONSIBILITY OF THE INDEPENDENT THIRD-PARTY BODY

It is our responsibility, based on our work, to express a reasoned opinion with a moderate level of assurance on: The independent third-party body, Isabelle MASSA
• the compliance of the Declaration with the provisions in Article R. 225-105 of the French Commercial Code; Partner
• the fairness of the information provided pursuant to subparagraph 3 of paragraphs I and II in Article R. 225-105 of the French Commercial Code, namely
the results of policies, including key performance indicators, and actions, relating to the main risks, hereinafter the “Information”.
However, it is not our responsibility to comment on the company's compliance with other applicable legal and regulatory requirements, in particular with Edwige REY
regard to due diligence and the fight against corruption and tax evasion, nor on the compliance of products and services with applicable regulations. Paris La Défense, 28 May 2021 CSR & Sustainable Development Partner

NATURE AND SCOPE OF THE WORK

Our work described below was carried out in accordance with the provisions in Articles A. 225 1 et seq. of the French Commercial Code, the professional
doctrine of the French National Company of Auditors (CNCC) relating to this type of intervention and the international standard ISAE 30001:
• We have reviewed all the entities included in the scope of consolidation and the description of the main risks;
• We have assessed the appropriateness of the Guidelines with respect to their relevance, completeness, reliability, objectivity and understandability, with
due consideration of industry best practices, where appropriate; ANNEX 1: Quantitative indicators including key performance indicators:
• We have verified that the Declaration covers each category of information provided for in paragraph III of Article L. 225 102 1 on social and environmental
LIST OF QUALITATIVE Quantitative social information Entities audited
matters;
AND QUANTITATIVE INFORMATION, Workforce at 31/12/2020 France - Portugal - Russia
• We have verified that the Declaration presents the information required by II of Article R. 225-105 when relevant to the principal risks and includes, where
appropriate, an explanation of the reasons for the absence of the information required by the second paragraph of III of Article L. 225-102-1; INCLUDING KEY PERFORMANCE Percentage of teammates on permanent contracts France - Portugal - Russia
• We have verified that the Declaration presents the business model and a description of the principal risks of the business of all entities included in the INDICATORS Percentage of people who have had at least
France - Portugal - Russia
scope of consolidation, including, where relevant and proportionate, the risks created by its business relationships, products or services, as well as 3 hours of training in the last 2 years
policies, actions and results, including key performance indicators relating to the principal risks; Results of the Decathlon Teammates Barometer France - Portugal - Russia
Qualitative information
• We have consulted documentary sources and conducted interviews to: (actions and results) Percentage of employee shareholders France - Portugal - Russia
- assess the process for selecting and validating key risks and the consistency of the results, including the key performance indicators selected, with the on the main risks: Frequency rate of accidents resulting in time off work (testing) France - Portugal - Russia
key risks and policies presented, and
- corroborate the qualitative information (actions and results) that we considered most important presented in Annex 1. For corruption risk, our work was • Meaning and Values Quantitative environmental information Entities audited
carried out at the level of the consolidating entity; for other risks, work was carried out at the level of the consolidating entity and in a selection of entities2; % of products with an environmental label France
• Jobs and skills management
• Where applicable, we have verified that the Declaration covers the consolidated scope, i.e. all the entities included in the consolidation scope in accordance Energy consumption per m2 France - Portugal - Russia
• Value sharing and qualitative review
with Article L. 233-16 with the limits specified in the Declaration; Waste sorting rate France - Portugal - Russia
of sustainable turnover
• We have examined the internal control and risk management procedures implemented by the entity and have assessed the process of collecting
• Health and safety of team members CO2 emissions scopes 1 and 2 France - Portugal - Russia - Poland
information with a view to ensuring its completeness and fairness;
and customers
• For the key performance indicators and other quantitative results that we considered most important presented in Annex 1, we have implemented: Quantitative societal information Entities audited
• Customer satisfaction % of ABC Human responsibility in production France - Portugal - Russia
- analytical procedures consisting in verifying the proper consolidation of the data collected and the consistency of its evolution;
- tests of details, using sampling techniques, in order to verify the proper application of the definitions and procedures and to reconcile the data with the • Fundamental human rights % of ABC Environmental responsibility of suppliers France - Portugal - Russia
supporting documents. This work was conducted with a selection of contributing entities2 and covered between 19% and 100% of the consolidated data • Corruption % of sports users delighted with Decathlon products France - Portugal - Russia
selected for testing. • Climate change and Return rate per million France - Portugal - Russia
• We have assessed the overall consistency of the Declaration based on our knowledge of all the entities included in the consolidated scope. the “Save the Frog" project (destruction)
Percentage of countries with an ethics & compliance officer
In our opinion, the work we have carried out in the exercise of our professional judgement enables us to provide a moderate level of assurance; a higher level • Environmental impacts and biodiversity Group
who has been trained on the French Sapin II law
of assurance would have required more extensive audit work.
1. ISAE 3000 - Assurance engagements other than audits or reviews of historical financial information.
2. France, Portugal, Russia; Poland on CO2 emissions.

156 NFRD 2020 157

THANKS
Decathlon would like to thank everyone who has helped to
produce this Non-Financial Reporting Declaration:
 The many internal contributors throughout the world, for
their involvement in the process of collecting information on
their actions and strategies, as well as their follow-up and
performance indicators
 The external stakeholders: customers and users, partners,
organisations that were willing to report of their experiences
and commitments alongside Decathlon
 Particularly for 2020, the teams in France, Portugal and
Russia who took part in the audits of their data
 The members of the dedicated management committee
this year: Isabelle Guyader, Michel Aballéa, Marie-Dominique
Théodore, Philippe Dourcy, Olivier Cestre, Wilfried Cornet,
Pierre Fahy, Jean-Sebastien Tronchon, Nicoletta Latorre,
Sophie Criquelion, Anne Coquerelle, Jon Calvo, Matthieu
Wattinne, Joeri Moons, Florent Rabouin, Mehdy Sueur
 The editorial team: Axelle Kiers, Charlotte Michalowski, Anne
Desormais
 The reporting team: Rahel Damamme, Charlotte Morizot,
Marie-Dominique Théodore
 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 and production: CD GRAPHIC
Photo credits: Decathlon Communications Department
Parilov/stock.adobe.com, lamax/stock.adobe.com

This report has been printed on FCS-certified paper using vegetable-based

ink, by an ISO 14001 certified printing company.
VITALITY
RESPONSIBILITY
GENEROSITY
AUTHENTICITY

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