#TomorrowStartsToday

2021 NON-FINANCIAL REPORTING DECLARATION

VITALITY
RESPONSIBILITY
GENEROSITY
AUTHENTICITY
CONTENTS
04 I STAKES & STRATEGIES 106 I CREATING SUSTAINABLE VALUE
05 I EDITORIAL 108 I GOVERNANCE
06 I DECATHLON IN FIGURES 114 I MEASURING VALUE
08 I 2021 HIGHLIGHTS 117 I DIGITISATION
10 I OUR VALUE CREATION MODEL 120 I ETHICS AND COMPLIANCE
14 I OUR VISION 123 I SUPPLY CHAIN
16 I OUR MAIN EXTRA-FINANCIAL RISKS 129 I TERRITORIAL DYNAMICS
18 I OUR MATERIALITY ASSESSMENT 132 I THE DECATHLON FOUNDATION
136 I EXTERNAL STAKEHOLDERS

20 I DEVELOPING PEOPLE 140 I APPENDICES

22 I TEAMMATE WELL-BEING 141 I PERFORMANCE INDICATORS
24 I DIVERSITY AND INCLUSION 141 I COMPANY PROFILE
28 I HUMAN RIGHTS IN THE VALUE CHAIN 143 I DEVELOPING PEOPLE
34 I HEALTH AND SAFETY 160 I PRESERVING NATURE
38 I SKILLS AND DEVELOPMENT 178 I CREATING SUSTAINABLE VALUE
40 I SHARING VALUE AND SHAREHOLDING 184 I M
 ETHODOLOGICAL NOTE
42 I DELIGHT FOR OUR PRODUCTS 184 I GENERAL ORGANISATION OF REPORTS
191 I NFRD CROSS-REFERENCE TABLE
192 I OUR MAIN NON-FINANCIAL RISKS

46 I PRESERVING NATURE 194 I C

 ONFIRMATION OF PARTICIPATION AND REPORT
ON THE FAIRNESS OF INFORMATION
48 I 1_FIGHTING AGAINST CLIMATE CHANGE 197 I G LOSSARY
AND PROTECTING BIODIVERSITY 198 I A
 CKNOWLEDGMENTS
50 I CLIMATE STRATEGY AND STAKEHOLDERS
58 I A CTIONS IN STORES AND WAREHOUSES
60 I S UPPLIER ENGAGEMENT
64 I TRANSPORT AND LOGISTICS
66 I B IODIVERSITY

72 I 2.1_DEVELOPING
MORE RESPONSIBLE PRODUCTS OUR PURPOSE
82 I 2.2_COMMITTING TO MORE To be useful to people and to their planet
SUSTAINABLE CONSUMPTION
84 I E
 CONOMY OF USE
88 I COMMUNICATION AND AWARENESS OUR MISSION
92 I T EAMMATE AND CUSTOMER ECOMOBILITY
To sustainably make the pleasure
94 I 3 _REDUCING WASTE AND RECYCLING
96 I PLASTICS and benefits of sport accessible to the many
99 I NON-DESTRUCTION
101 I PRODUCT RECYCLING OUR VALUES
104 I WASTE MANAGEMENT
Vitality, Responsibility, Generosity, Authenticity
sustainability.decathlon.com

2021 NFRD 3
 STAKES & STRATEGIES

STAKES EDITORIAL

& STRATEGIES “The crises we are facing are shifting the lines that had been established for years. This is
an opportunity to use all of our motivation as sportspeople to push past our own limits and
explore new horizons.”

COLLECTIVELY This year, our lives and our company were once again marked In 2021, we re-calculated our emission reduction trajectory

COMMITTED TO by the international context requiring constant vigilance

and adaptation. We are still living in uncertain times and
in order to contribute to global efforts to reach carbon
neutrality by 2050. Our new, science-based goal of reducing
we have learned to cope over the last months thanks to carbon intensity by 53% by 2026 ensures we can step up
SUSTAINABLE the tremendous vitality of our teammates. As sportspeople
return to their playing fields, we are encouraged to push past
efforts in areas that will have the greatest impact: renewable
energy used by our suppliers and on our sites, our eco-

PROGRESS our own limits and truly live our purpose "to be useful to
people and to their planet."
designed products and the development of new sustainable
business models.

These circumstances make us all the more dedicated to But we cannot take up this transition challenge alone. We
sustainable development and encourage us to stay true need all sportspeople, with their curiosity and engagement,
to the trajectories we have set for 2026 by pursuing our to make choices that will create the society of tomorrow.
Transition Plan. For the past several years, we have chosen That is why we are providing our customers and users with
to move forward based on a robust and scientific study of our more and more information in-store and on the Internet: in
data. We organise our work methodically around pragmatic addition to environmental information, we are now displaying
and ambitious action plans, to continuously improve our the carbon impact on all Decathlon textile products.
processes, in order to live this transition to the fullest,
backed by our motivation as vital, authentic, generous and Finally, as we now know, we have to consider both financial
responsible sportspeople. and extra-financial data in order to sustainably manage
the company. This year, we have begun monitoring human
The key challenges to guarantee our company’s sustainable and environmental performance reporting, in the same way
performance are becoming increasingly clear. Our work as financial markers. The sales realised with Ecodesign
to identify these issues, backed by a new materiality products, the results of environmental responsibility audits
assessment in 2021, has confirmed that the subjects we and our suppliers’ renewable energy consumption all help
identified as priorities in recent years (such as protecting everyone understand our performance in a global manner.
biodiversity) are indeed in sync with our stakeholders’ major And to ensure we all benefit from this progress fully, we are
concerns. For the past two years, we have been working to gradually integrating these concepts into the variable portion
identify the most relevant indicators to calculate the impacts of our teammates’ remuneration.
on ecosystems, in order to measure and improve Decathlon’s
footprint along the entire value chain. Through this constant Paradoxically, the health and climate crises we are currently
research, we are defining the indicators that will allow us experiencing, which are shaking our foundations and
to best direct our activities. This is how, this year, we were shifting the lines we had established years ago, are offering
also able to better measure the potential amount of plastics a true opportunity to challenge and reinvent ourselves.
released into the oceans related to our activities and define Sportspeople are perfectly familiar with the determination
associated action plans. and pleasure of ’getting started’, to discover new energy
and new landscapes, pushing themselves and their limits
Of course, this analysis highlights again just how important to discover new paths. This new human adventure is a
it is to put People at the heart of our organisation and challenge, one that we have to take up collectively to protect
decision-making system: not only Decathlon’s teammates, our playing fields.
but also the employees of suppliers who manufacture our
products every day. Using human and environmental audit
grids, our responsible production teams are shedding light
on complex new topics, such as forced labour. We are
developing these monitoring processes, which cover our
entire value chain, also to ensure that our suppliers become Anne DESORMAIS
increasingly autonomous. Our suppliers can then observe SD Report
DECATHLON IS COMMITTED TO THE UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS: their performance in terms of health, safety and well-being Managing editor
in the workplace in parallel with financial performance, to
observe themselves how they are improving.

2021 NFRD 5
 STAKES & STRATEGIES

DECATHLON IN FIGURES
As of 31/12/2021

€13.8 bn 60 countries of distribution 103,161 teammates 91% of teammates

10.1% more than in 2020 are happy to come to work
in sales excluding taxes 1 more country in 2021
92% in 2020
21.3% more than in 2020 Luxembourg

46.7% 53.3%
20.8% 1.47%
“Yes, somewhat”
women
91% and “Yes, absolutely”
men
of digital sales of sustainable sales 53% “Yes, absolutely”

1.36% in 2020
Breakdown of teammates by age Breakdown of teammates by activity

54.4% 77%
retail and services

1,747
12.1%
28.8%

74
logistics
5.2%
stores worldwide 4.7%
8.8%
3.3% design and production
(company-owned, warehouses 5.7%
excluding franchises) and logistics platforms <20 30 40 >50 support services

114 more than in 2020

78%
424 71.5%
million sports users
65 of delighted
sports users
of Rank 1 suppliers’ production
sites are ranked A, B or C
Decathlon in human responsibility
reached by our products 69% in 2020 in production assessments
in stores and on the Internet
brands
7.1% less than in 2020

5 service platforms

10.4%
of sales realised with
Ecodesign products
5.9% in 2020

77% of relevant sites for

63.4% our Rank 1and Rank 2 suppliers 50 61
of products with an were rated A, B or C for partner suppliers projects validated by
environmental labelling environmental management out of a total of 1,285 suppliers the Decathlon Foundation
63.8% in 2020 Down 4.2% from 2020

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 STAKES & STRATEGIES

2021 HIGHLIGHTS

PRESERVING Validation by the Science-Based Targets initiative DEVELOPING Update of the audit grid and Code of conduct
NATURE of new emission reduction commitments
along Decathlon’s entire value chain, p. 52 PEOPLE with more stringent supplier requirements, p. 30

82.6% of electricity Deployment of

Employee
Score A- a new survey tool
consumed in stores shareholding offered
in the 2021 measuring the level of
and warehouses in two new countries:
CDP climate satisfaction of workers
comes from renewable Lithuania and Tunisia, p. 41
questionnaire, p. 53 in production, p. 31
sources, p. 59

289 production sites have set a reduction trajectory

that was validated by Decathlon in line with science, p. 60 CREATING Update of the materiality matrix, p. 18
SUSTAINABLE
VALUE
Completion Acceleration Extra-financial
of Decathlon’s regarding the use performance
first biodiversity of polyester from integrated into global 3 People and Sharing
assessment more sustainable corporate reporting: committee meetings
and definition of sources, p. 78 sales realised with and 3 Environmental
an indicator, p. 66
Ecodesign products, Transition committee
sustainable sales, meetings were held,
renewable energies p. 108
in production,
p. 114

Improvement in the environmental impact

assessment of products and progress on in-store
and Internet labelling, p. 75 and 89 Launch of the
new industrial 5 more
transformation partner suppliers
project: “New (50 in total),
Structuring of new activities related
Industrial Giant”, p. 125
to the economy of use, p. 84
p. 124

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 STAKES & STRATEGIES

OUR VALUE OUR MISSION:

TO SUSTAINABLY MAKE THE PLEASURE AND MICHEL ABALLEA
Manager of Decathlon

CREATION MODEL
BENEFITS OF SPORT ACCESSIBLE TO THE MANY

Our resources Value creation

STRONG TEAMMATE ENGAGEMENT
THROUGH AUTONOMY AND RESPONSIBILITY  91% of teammates are happy to come to work
 50.9% of employees are shareholders
 103,161 teammates, of which 46.7% are women
 Support in personal and skills development
 At least 97 nationalities
 €2.65 billion spent on salaries
 Complementary and varied careers, from design to distribution

A VALUE CHAIN DEDICATED TO

THE PRACTICE OF SPORT ACCESSIBLE TO ALL  11.8 years of partnership with suppliers, on average
 Relationships of trust with our industrial partners:
 1,747 stores, 74 warehouses and logistics platforms
 78% of Rank 1 supplier production sites scored A, B or C
 1,285 suppliers in 44 production countries: 930 Rank 1 and 355 Rank 2,
 for human responsibility in production
 50 partners with which we have a close relationship
 77% of relevant sites for Rank 1 and Rank 2 suppliers
 A responsible audit culture: 989 industrial audits for human
 were rated A, B or C for environmental management
 responsibility in production and 129 environmental audits

A STRONG CULTURE OF PRODUCT INNOVATION

 65 Decathlon brands to meet users’ sporting needs  48 patents have been filed and extended around the world
 In-house laboratories and workshops; constant investing in R&D  Reveal Innovation, an event celebrating
 Co-design and co-creation with users  the culture of product innovation

SPECIAL AND LASTING TIES

WITH OUR USERS, PARTNERS  71.5% satisfied customers
 €3.7 billion in direct and indirect contributions, including
AND REGIONS OF OPERATION  €1.2 billion in taxes and social welfare contributions paid by Decathlon
 424 million sports users  71,864 Foundation beneficiaries,
 Presence in 60 countries of distribution  through 61 projects supported by teammates
 Production activities in 44 countries/regions

DESIGNING AND DISTRIBUTING PRODUCTS

WHILE LIMITING ENVIRONMENTAL IMPACT  1.47% of sustainable sales
 10.4% of sales realised with Ecodesign products
 728,625,696 kWh of energy consumed (gas and electricity,
 of which 82.6% is electricity from renewable sources)  63.4% of products with an environmental labelling
 8,965 million tonne-kilometres transported internationally  289 production sites have set a reduction trajectory
 that was validated by Decathlon in line with science
 8.46 kg CO2e/product sold, 0.76 kg CO2e/euro
 Score of A- in the CDP climate questionnaire
 16 industrial processes using raw materials
 100% cotton and 40.4% polyester are derived from more responsible sources
SOLID FINANCIAL FOUNDATIONS
 Stable family shareholding  €13.8 billion in sales excluding taxes
 €5.2 billion in equity  €400 million distributed in dividends
 22.4% Group effective tax rate
 €913 million in net income

OUR WINNING STAKEHOLDERS

EMPLOYEE AND
SUPPLIERS CUSTOMERS, NGOs AND PUBLIC FAMILY SHAREHOLDERS,
TEAMMATES USERS AND PARTNERS
AND BANKS CIVIL SOCIETY REGULATORS INVESTORS
Employees, social partners Business partners, Customers, users, Media, NGOs, professional federations, European Commission, OECD, AFIR/AFM, banks, etc.
Growing through responsibility Decathlon product suppliers consumer associations, education and research, local ministries of ecology, environmental Monitoring and guaranteeing investments
and freedom, making decisions Building long-term partnerships sports clubs communities, CSR experts organisations, communities for a resilient and sustainable company
where they have the greatest impact to share common social and Goal: delighted users Pragmatic, transparent and candid dialogue Being proactive rather
environmental values and goals than reactive to legislation

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 STAKES & STRATEGIES

Four societal trends that drive our actions

INTERVIEW
Jean-Marc LEMIÈRE 1 I ATTRACTION OF THE BENEFITS OF SPORT
Economic Performance Director
Helping people discover and experience the benefits of sport in a suitable
and easily accessible format, anywhere and at any age.

Given Decathlon's environmental transition This increasingly refined assessment phase is essential
objectives, what are the company's priorities for overall company management. Once we had estimated 2 I URBANISATION OF POPULATIONS
in terms of investments today? the financial cost at every level of the value chain, we could Seizing the opportunities provided by these environments
determine its impact on the quantities of goods sold and by highlighting our products and services.
First, we want to focus our efforts on reducing the thus establish what it represented for our organisation. For
CO2 emissions related to our activities, and take action a retailer, this is a significant investment, but one which we
directly where we can have the greatest impact. Within are able to take on.
this framework, we know that we need to work primarily 3 I DAMAGE TO THE ENVIRONMENT
on manufacturing. That is why we financially support our Is this asset mobilisation
suppliers’ use of renewable energies, as well as all types Preserving our playing fields by reducing the environmental impacts of our activities.
going to profoundly change the way
of research into eco-designing products that will have
less of an impact. This is where we can make the biggest
the company operates?
difference, but it is also where we really need to change Today, we have drafted our strategies for the company’s
how we do things in the long term. decarbonisation plans. The financial support needed
At the same time, we have had to find ways to make has been carefully thought out and evaluated, and our 4 I DIGITAL TRANSFORMATION
these efforts measurable and comprehensible, so they shareholders are really on board. Now we need to go into
are better understood and managed, while increasing greater depth, to bring the finance closer to what is actually Providing our teams, sports customers, suppliers and partners
conviction. Including extra-financial elements in overall happening on the ground in order to reconcile environmental (commercial, industrial and institutional) with a new, quicker
performance reporting improves visibility and helps us and financial indicators. Now we need to actually apply and more flexible mode of exchanging, working and connecting.
compare these types of elements just like we measure our strategies with our operational stakeholders, who
financial results. And, gradually integrating Environmental, are already doing a lot of work at their level, so that we
Social, and Governance (ESG) criteria into the variable part can change the scale of our transformation. Our entire
of teammate remuneration is also a good way to ensure organisation needs to integrate these changes, with much
everyone is fully committed to this transition. more fluid cooperation between decision makers, but
also with a much less linear conception of our business.
Our competitive advantages
Putting product circularity at the heart of our strategic The integration of the value chain, the value of our human vitality, generosity and authenticity,
How have you evaluated the value of our responsibility that we use to make bold decisions,
organisation also means we have to review our decision-
the financial investments dedicated making system, so that everyone understands and can our easily accessible products for a wide audience.
to sustainable development? determine how their own choices impact other areas of
the company. Today, decision-making involves exercising
Our work to finance the company’s environmental transition
not just economic responsibility, but environmental and
began with an initial diagnosis phase, when we assessed
human responsibility as well. In our transactional business
our carbon impact. Once we had identified our major
model, the challenge is to establish this new balance
sources of emissions, we were able to assign an economic
number identifying the difference between “business as
between human, environmental and financial capital. The global market for sports
usual” and a less impactful solution for each of the levers. Decathlon manages its activities on the global market, with a commercial presence in 60 countries and
We used this calculation to determine the financial effort production activities in 44 countries/regions. The field of activity is specialised distribution with the
required to meet our CO2 emission reduction targets. following three sub-sectors: manufacturing sporting goods, retailing sporting and leisure goods, and
“We have to take action sports-related activities. The distribution is fulfilled by pure-players (specialised chains of single-brand
and multi-brand sporting goods) and non-specialised distributors (sports departments of department
directly where we can have 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 greatest impact" 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.

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 STAKES & STRATEGIES

OUR VISION THE FIVE TARGETS OF DECATHLON’S VISION 2021.1

A CO-CONSTRUCTED COURSE OF ACTION
Given the challenges of an increasingly volatile, uncertain, complex and ambiguous world, Decathlon decided in 2020 to evolve its
#HEALTH
Vision process so as to gain agility and be able to withstand risks such as the COVID-19 pandemic. The co-construction exercise DECATHLONIANS are your partners for health, for a better quality of life.
We promote a mindful way of living through sports.
led to the advent of Vision V21.1, reflecting Decathlon’s desire to ensure resilience, keep its finger on the pulse of the present and
prepare for the future in the short, medium and long term. In 2021, the company and all of its teammates set out to bring the new
Vision to life, using its five targets as a foundation on which to start taking action. Tomorrow starts today.
#TranSPORT
DECATHLONIANS enable clean & healthy tranSPORT.

METHODOLOGY The pandemic has had a strong impact on the priority areas
identified and the volume of shared texts, so we analysed the
Questions asked on the collaborative platform:
“What will the world of tomorrow look like? What do you wish
collected data before and after 1 March 2020 to ensure that #LOCALLIVING
Decathlon’s new Vision is still well aligned with global concerns. DECATHLONIANS are 100% Local Living orientated, and globally connected.
for your family and friends? What role do you want Decathlon
to play in this world to which you aspire?” A new version of the platform was introduced during the
global lockdown in April 2020. The stance in favour of
Decathlon’s Vision is part of a continuous improvement process
that led the teams to rethink the project in 2019-2020. Launched
collective intelligence was maintained, while the action phase #REGENERATIVE
was deployed in shorter timeframes, enabling us to navigate
just prior to the start of the COVID-19 crisis, this project was DECATHLONIANS strive for responsible growth that benefits both people
an uncertain world. The first findings were unambiguous: the
forced to evolve over time to adapt to the new realities of our and the planet, acting within a regenerative economy.
content, consisting of 41,000 contributions and ideas from
society. The collaborative platform, which has been operational around the world, focused on converging themes, and above
since 2019, has helped ensure project continuity and allowed
us to establish major themes when we were unable to meet in
all, the desired timeframe for achieving these ambitions was
no longer the same. Indeed, Decathlon’s Vision was expected
#INCLUSIVE
person. DECATHLONIANS are fully inclusive and open to all,
to be fulfilled in 2021, rather than 2030. As a result, it became
we reflect the society that we want to be a part of.
VISION 2021.1, as part of a constantly changing movement.

TESTIMONIAL
THE CO-EVOLUTION PHASE
Charlie FELGATE Vision 2021.1 is a humanistic vision, in which personal events,

Vision Leader
emotions and experiences play an important role. Thanks to
a specific methodology, the co-evolution phase in which we
Anna MUSZYNSKA
find ourselves today allows us to establish concrete actions Vision Relay, Decathlon Belgium
in relation to the five targets that have been identified. These
actions are led locally by a network of 220 Vision Relays.
“The Vision guides all of my decisions and
Where is Vision V21.1 today? What is this new project about?
all of my actions every day: I live it 100%.
After 2020, a year marked by a major co-construction For several months, we have been working with three The short-term objective for 2022 is to ensure
effort, we dedicated our energy in 2021 to explaining the external organisations to propose a renewed mission for that the Vision is an integral part of the daily
five targets of the Vision to our teammates. Vision V21.1 Decathlon. We have now finalised the initial phase of the TESTIMONIAL responsibilities of our teammates in Poland and
is very different from the previous versions; while it is project, which first consisted of a prospective analysis Belgium. By striving to achieve this objective
decidedly humanistic, it is also more abstract and difficult to 2030 and beyond, and an exploratory anthropology and creating synergies within the global network,
to implement. We still need time to explain it so that more of sport. At the same time, ten experts—sociologists, Jules NAVARRO our goal is to transform Decathlon by the end of
and more concrete actions can emerge in all countries. anthropologists, etc.—identified potential causes that our Vision Relay, Decathlon Chile 2025 so that this—currently product-oriented—
company could serve. We selected 28 themes to be tested company focuses instead on people and
What comes next? with 11,000 consumers from 11 countries. Following services.”
Before we consider a future update, we first want to ensure a second survey—in-house this time—we were able to “My objective is to carry the Decathlon Vision
everyone takes ownership of Vision V21.1, especially narrow the list down to five themes, including the cause to the other side of the world. So, I make sure
our leaders who make the decisions that will create that we will choose to defend in the future. This study will that everyone—at our stores, warehouses
the Decathlon of tomorrow. But this new Vision also help put even more meaning at the heart of Decathlon’s and offices—is familiar with its five targets.
encourages us to look even farther ahead. It is a catalyst business model. At Decathlon Chile, we believe that we can
that has to help us transform our business model, and we
are now actively working on that.
initiate change locally through concrete
actions, and the Vision allows us to reinvent
the commerce of the future.”
#TomorrowStartsToday
www.decathlonvision.com

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 STAKES & STRATEGIES

OUR MAIN METHODOLOGY

This table presents and describes the main extra-financial risks identified within the company. Assessment of these risks is ongoing
and can be completed in the light of changes in the internal and/or external context. Decathlon conducts its analyses in terms of

EXTRA-FINANCIAL RISKS both risk (-) and opportunity (+).

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.
A “Company Referent” (the risk coordinator), who apprehends the risk, defines the autonomy framework (action framework), makes
For Decathlon, a risk is the possibility that an event will have consequences that are likely to affect our human, environmental,
it available and leads it. They circulate it within the community of referents located in the countries. Each leader (manager for the
material, financial and reputation capital.
country, region, city, store and/or Signed Sport/Manufacturing Process), with the support of their relay, is responsible for adapting
this autonomy framework to the local situation and enforcing it. This organisation is in keeping with the principles of subsidiarity
Decathlon implements measures to identify, prevent, manage and control its risks in order to achieve its objectives: creating and
(responsibility as close as possible to the consequence) in force at Decathlon.
preserving value, and managing deviations in performance. The extra-financial risks are managed using internal management
and control systems that play a key role in running and monitoring the company’s activities: design, production, logistics and
distribution.
OTHER RISKS CONSIDERED
Decathlon devotes particular attention to the risks associated with the inappropriate disclosure, loss or modification of its customers'
DEVELOPING PEOPLE Description of risks (‒) Description of opportunities (+) and employees' personal data by complying with the General Data Protection Regulations (GDPR). Decathlon also assesses the
influence of external interactions, especially within the framework of the Duty of vigilance legislation. Other additional risks may exist
of which Decathlon is not aware at the date of this declaration, or that are deemed insignificant at this date, and which could have a
negative effect on the company in the future.
Loss of meaning and lack of clarity Teammate commitment,
Meaning and values regarding corporate values (‒) cohesion (+)

Loss of skills including expertise, PRESERVING NATURE Description of risks (‒) Description of opportunities (+)
insufficient attractiveness,
disemployability, inadequate
Employment and response to development needs,
Availability and quality of skills, Physical and Energy savings,
skills management failure to anticipate job changes,
talent development (+) Climate change transition risks (‒) resource availability (+)
loss of connection between
teammates and the company (‒)

Pollution impacts, gradual Emission and pollution control,

Sharing value, participating
Environmental impacts depletion of resource protection and optimisation of
availability and quality (‒) resources in the value chain (+)
Sharing value Pay cut (‒) in company development,
project involvement (+)

Health and safety Accident, illness, Teammate health and safety, CREATING SUSTAINABLE VALUE Description of risks (‒) Description of opportunities (+)
of teammates psychological risks (‒) quality of work life (+)

Strategy for opening up

Transformation of to other economic partners
New consumption trends,
the business model development of the economy of use (+)
Serious violation of human rights, not implemented (‒)
Fundamental fundamental freedoms, health and
-
human rights safety of teammates, third parties,
suppliers and providers (‒) Data control along the entire value
Lack of data governance,
chain, better information management,
Extra-financial data reliability, integrity,
better decision making,
inadequate access (‒)
organisational efficiency (+)
Customer/sports user health
Danger for health during use (‒) and safety, product safety
Health and safety (safety, solidity, etc.) (+)
Integrity, loyalty, values and moral
Internal and external acts
of customers Ethics principles in doing business,
of fraud/corruption (‒)
trust in business relations (+)
Accident (‒) Customer safety in stores (+)

Customer satisfaction, COVID-19

Negative image, dissatisfaction, referral, loyalty, cart amount,
Customer satisfaction loss of turnover (‒) product innovation, COVID-19 is not identified as such in Decathlon's financial and extra-financial risk mapping tool. The pandemic risk, which became a
new consumption trends (+) reality in 2020, is indeed considered to have a global and cross-departmental impact 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 three lines of defence are used to
establish, evaluate and improve the associated control systems, in order to reduce our exposure to the risks.

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 STAKES & STRATEGIES

OUR MATERIALITY ASSESSMENT DISCUSSION - POINTS OF VIEW

METHODOLOGY
The 2020 Transition Plan was partly based on the issues
already identified in the 2018 materiality matrix. With the
its provider Datamaran1 to identify the digital audience for
these issues. This method ensures that the subjects are
Isabelle GUYADER
Environmental Transition Director
& Miguel RUIZ
Human Resources Director
current global environment under severe strain, including some representative and the occurrences are objective. As we use it
hard-to-predict issues, this mapping needed to be updated, and get used to it over time, we will be able to keep on listening
based on what we are hearing from our internal and external to our audiences on a regular basis and stay in sync with their
stakeholders. This assessment will help us allocate resources concerns.
fairly and prioritise issues within the company. The six-month study revealed growing concern about What did you expect Miguel - The results really highlight our priority action plans.
To get the most faithful representation possible of today's biodiversity, for example, and the importance of diversity and They shed light on the issues and areas of improvement
sustainable development issues, Decathlon has chosen inclusivity in our teams. from the materiality matrix update?
that already guide our actions. The vision, demands and
an innovative method to listen to stakeholders, relying on Isabelle - It is essential because it serves as the foundation expectations that our stakeholders expressed are very
for our policy and the resulting action plans. Therefore, it clear. And they give us a lot of confidence, energy and
was fundamental to update our assessment in order to desire to build our company’s future, a future in which
Personal data protection and IT security make sure our convictions were still justified. Decathlon creates human, environmental and economic
Product quality and safety Miguel - In today’s world, we can clearly see that certain value in a sustainable way. Still, I also pay special attention
Diversity richness
Working conditions major human issues must be taken care of, together with to human issues that aren’t sufficiently visible on the
and human rights
and inclusion the climate and environmental challenges that we are matrix, such as value sharing. Although they are not top-
Healthy and well-being Resources preservation
and circular economy
addressing. By prioritising these human issues, we can level priorities in the matrix process, we still believe that
working conditions
deal with them in depth and thus help Decathlon adapt. we need to continue to work on them.
Skills and know-how
Importance of issues for stakeholders >

development Business ethics Transition for a

Transparency low-carbon economy
and traceability Are you surprised by the results
Risk management
Natural Capital Delighted users revealed by the exercise? TESTIMONIAL
Energy efficiency Fair buying & Biodiversity
and renewable energy use practices Isabelle  - This mapping confirms the decisions we have
Prevention and
Empowering and fair management already made. We knew, for example, that there was Charlotte MORIZOT
environmental efficiency Raw material prices and availability
growing concern about protecting biodiversity, which was Materiality Project Manager
not an issue of concern in the previous study. These results and NFRD Audit
Sharing value confirm that the shift Decathlon is implementing towards
User environmental
information and ecolabelling
Attractive jobs a low-carbon transition is expected by our stakeholders.
and talent management
Compliance It also confirms that they now consider environmental “Exploring this innovative approach to learn the
ESG integration in vision Business model issues to be just as important as human concerns, which opinions of different stakeholders represents
Stakeholders dialogue
and partnerships
and value creation makes sense, because this fight is not about protecting the a real step forward for the construction of the
Agile organisation
and networked relationship planet, it’s about protecting humanity. materiality matrix.
Responsible
selling practices Product affordability
Sport promotion, practice Miguel - We listen to our stakeholders regularly. The issues We were able to collect and scan thousands of
License to operate
& community involvement that we identified as priorities are fairly well confirmed different data from qualified sources to get an
and social impact by this analysis. These results reflect our teammates’ objective result that reflects our current industry
Importance of issues for Decathlon > heightened awareness of the challenges that we will face issues and our real-time challenges.
in the future. They also validate the actions that Decathlon It is a dynamic analysis process that we will
PRIORITY : Level 1 priority Level 2 priority Level 3 priority employees are taking every day. learn to master better and better over time, to
ensure that we are always aware of emerging
ISSUES : DEVELOPING PEOPLE PRESERVING NATURE CREATING SUSTAINABLE VALUE
What impact will the results of issues.”
the assessment have on the issues that
will be prioritised and on the Transition Plan?
Isabelle  - Personally, I am very pleased to see that
Perspectives for future assessments Decathlon’s internal stakeholders consider the change
 Expand the panel of internal interviews to collect more international opinions; in our business model—and especially issues around
the economics of use—to be one of the most important
 Include stakeholder interviews in the external analysis;
issues. This is a reflection of the work we are doing to
 Use the latest update of the materiality assessment to review the Transition Plan (2023); reconcile economic, environmental and human values The materiality assessment
and to initiate the necessary transition. is available at:
 Prepare and comply with double materiality requirements;
sustainability.decathlon.com
 Use the tool’s potential with issue referent, risks and opportunities and internal audit.

1. For more information on Datamaran: https://www.datamaran.com/

18 #TomorrowStartsToday 2021 NFRD 19

 DEVELOPING PEOPLE

DEVELOPING Our commitments for 2026

PEOPLE STAKES

Well-being
2026 COMMITMENTS

60% of teammates1 say they are happy

to come to work every morning, to support
60%
2020

60%
2021

our project, their project, and the overall

55% 53%
WELL-BEING company purpose

THROUGH ENJOYMENT 50% women and 50% men

46.5% women
―
46.7% women
―

AND BENEFITS Diversity

53.5% men 53.3% men
and inclusion
OF SPORT 50% of team leaders2 are women n/a
50%

38.8%
3

90% 90%
90 % of Rank 1 production sites4 are

Human rights
ranked A, B or C in line with our audit grid
84% 78%
100% of our teammates concerned
are trained in human rights
n/a n/a
100% 100%
100% of our teammates5 feel safe

Health
in their work environment
93% 94%
and safety 100% 100%
100% of our teammates5 can express
themselves and are heard
93% 92%
100% 100%
Skills and 100% of our teammates5 say they take
development responsibility for their progress
88% 90%
100% 100%
100% of eligible teammates are co-owners
Sharing value of Decathlon (if they so wish), thanks to the
employee shareholder scheme 55.9% 50.9%
Agile, networked 100% of countries are driven
organisation by a digital maturity index
n/a n/a
76% 76%
Delight for 76% of our users are delighted 6

DECATHLON IS COMMITTED TO THE UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS:

our products 69% 71.5%
The Transition Plan was drawn up in 2020. Some indicators have been created or modified following the deployment of strategies and will therefore be available in 2022.

1. Who replied “Yes, completely” - 2. Female teammates with a hierarchical role in charge of at least one person. - 3. For more information on the detailed breakdown by country, see the
methodological note on p. 154 - 4. Rank 1 suppliers: suppliers linked contractually with a Decathlon company to manufacture or assemble finished/semi-finished products (via a manufacturing
contract) or to supply raw materials or components (via a purchase agreement), receiving purchase orders and invoicing the said company directly. - 5. Who replied “Yes, completely” or “Yes,
generally”. 6. Users who gave a score of 5/5 in our customer ratings.

2021 NFRD 21
 DEVELOPING PEOPLE

TEAMMATE WELL-BEING DECATHLON

TEAMMATES BAROMETER
FRENCH AGREEMENTS
ON WORK ORGANISATION
The “Decathlon Teammates Barometer” is an in-house survey REORGANISING EXCEPTIONAL NIGHT WORK
that is sent to all teammates. It uses 40 questions to assess In France, some employees are required to work nights on an
Cultivating the pleasure of working together the application of human fundamentals on an annual basis.
In 2021, 81% of teammates responded2. This recurring form
exceptional basis, for example, to move or refit stores, while
customers are absent for safety reasons. Even if new tools
of expression allows us to reliably compare human data and and processes have reduced the frequency of night work over
establish improvement actions involving our teammates in the past several years, Decathlon wanted to negotiate a new
Decathlon feels it is essential to provide teammates with spite of the decline due to the health crisis.
a workplace that is in line with its positive human values. agreement with its labour partners on exceptional night work,
When employees enjoy their work, they make an enduring This year, the results received during the health crisis show that since the old one dates from 2006.
contribution to the performance of the business. This is the level of human fundamentals has been maintained, and This new agreement has three objectives:
why the quality of life at work is one of the company’s core demonstrate the resilience of Decathlon’s organisation thanks
to teammate commitment, trust and solidarity.  Night work must be limited to tasks that are essential to
concerns. business continuity;
In a dynamic of global growth in this area, the company is adding The results in 2021 show a two-point decline in the area of
pleasure and engagement at work, compared with 2020.  Night work must protect teammate health and safety;
to its teams and forming a network at the international level in
 Night work must be approved by staff representatives.
order to deal in greater depth with every theme that contributes
to well-being at work (diversity, health, training, etc.). To meet these goals,
To guarantee teammate well-being at work, maintain the level the agreement includes some significant advances:
of commitment and overall personal development everywhere OBJECTIVE: 100%  New wage terms: the hourly rate for night work is simplified
in the world, Decathlon measures a set of criteria with all of its and increased. There are now to be two night shifts: 9 PM to
teammates each year using an internal barometer called the OF PART-TIME WORK IS DESIRED midnight with a 25% supplement, and midnight to 6 AM with
“Decathlon Teammates Barometer” (DTB). a 35% supplement;
In France, 26.1% of employees work part time.
Decathlon’s greatest wish is that its teammates find  New labour measures with the provision of a balanced meal,
fulfilment in their work and are increasingly happy and child care allowances and adapting night work schedules to
committed to it, in particular through working hours family and social responsibilities;
that match the requirements of both parties. During  Staff representatives are given all new information on a
a recruitment interview, it is essential to determine regular basis.
KEY FIGURES
AS OF 31/12/2021
whether the part-time position on offer, based on the
company’s needs, actually fully corresponds to the A FRAMEWORK
196 applicant’s needs.
Since 2019, the company’s Human Resources teams in
FOR THE ORGANISATION OF REMOTE WORK
Remote work was rare prior to the health crisis, but became in
Quality of Work Life leaders France have been using an annual survey to measure 2020 in order to ensure business continuity.
in France employee satisfaction with their working hours. Also, a
Pandemic travel constraints provided an opportunity to test this
(195 in 2020) series of checks is applied throughout the hiring period,
new mode of work organisation on a large scale, and confirmed
before the job interview, at the time of application and
a widespread desire among teammates to continue using it. Its
at contract signature, to ensure that the employment
general outline was defined in a collective agreement signed
conditions are a perfect fit for both parties. This
in July 2021 following contributions from teammates, leaders
response is then put into perspective through an in-
and labour partners.
depth discussion about the applicant’s overall situation
(parent, dual employment, student contract, etc.) in Negotiations for the remote work agreement were guided by the

76.1% order to avoid making anyone feel forced to accept a

part-time position.
following goals and concerns:
 To promote quality of life at work through a better work-life
of teammates out of the total The first step is to clearly define the working hours. Once balance;

91% workforce have permanent

contracts i.e. 78,451 teammates
this contract is established, an attempt is made to adapt
the teammates’ working hours to their personal needs,
 To guarantee efficient teamwork, creativity and project
advancement by adapting workspaces to this new hybrid way
of teammates are happy to come to work (79.4% in 2020 i.e. 74,393 teammates) while taking the stores’ constraints into account. of working;
(53% of “Yes, completely” and 91% of “Yes” in total in 2021, In 2021, the survey showed that 90% of teammates
55% of “Yes, completely” and 92% of “Yes” in total in 2020)1  To maintain the importance of working together and of social
surveyed3 were satisfied with their working hours. and human relations, which are part of the company’s DNA;
 To pursue our commitment to responsible and
environmentally-friendly work by reducing work commutes.
In addition to exceptional remote work, two other remote work
arrangements also exist at Decathlon in France:
 Regular remote work, for work that can be done partially
from home on a regular basis. In this case, teammates are
permitted to work remotely for up to two days per week;
 In France, working time is being reorganised, particularly to bring night work and remote work into line, in order to
 Occasional remote work, for those whose duties require them
establish a better work/home life balance for teammates.
to be present on site all the time. The teammates concerned
 Pleasure at work is increasing as Decathlonians continue to adapt to evolving situations. will be permitted to work from home for up to 12 days per year
(or 24 half days).

1. More information on all the indicators for workplace well-being on p. 145. 2. Out of a total of 70,405 teammates who responded to the Decathlon Teammates Barometer; more information on the results on p. 145.
3. 6,116 teammates working part-time out of 23,434 - 68% of the teammates involved participated in the survey, conducted in February 2021.

22 #TomorrowStartsToday 2021 NFRD 23

 DEVELOPING PEOPLE

DIVERSITY AND INCLUSION GENDER EQUITY

A NEW PROJECT AT THE UNITED LEVEL
To achieve the goal of "44% of female leaders" by 2024, WOMEN

Promoting equal opportunities Decathlon appointed a "Gender Equity and Women’s Leadership"
leader, Irene Merino, in July 2021 to lead a new project at the
LEADERS6

and preventing discrimination United level.

This project focuses on the development of female talent in
France  28.6%
order to reinforce our leadership and create an equity ecosystem 27.1% in 2020
Decathlon’s Vision advocates for an inclusive and open Several times a year, Decathlon also holds “Diversity and where every individual can express their potential as a way to
working environment for everyone. Thus, the company aims Inclusion4” events for both employees and others, to encourage drive our performance. Spain  42.6%
to create teams of sports talents that reflect the diversity of discussions on best practices in sports product design and The first months of this project dealt with diagnosing and 42.7% in 2020
local playing fields. retail at the international level. identifying discrepancies in order to go deeper and initiate
Decathlon is careful to protect the unique characteristics of The Transition Plan’s5 priority is to increase the number of action plans. At the same time, the main principles of the project Poland  53.8%
each person and provides a working environment in which women over all the teams, aiming to reach gender parity have been drafted and will enable work on:
all teammates can express themselves and act freely. among teammates and team leaders by 2026. Decathlon is  Reinforcing our human ecosystem through gender-balanced 51.4% in 2020
Decathlon tolerates no form of discrimination on the basis of also committed to the social integration of young people and leadership;
origins, gender, sexual orientation or identity, age, disability people with disabilities, two groups that have been greatly China  51.7%
 Identifying female talent, training the women and giving them
or membership in a political, labour or religious organisation. impacted by the health and economic crises. visibility. 52.2% in 2020
Actions are conducted on a regular basis at Decathlon in order All of the company’s diversity and inclusivity projects
to raise awareness of diversity issues among teammates and contribute to the broad mix of people in the teams and are In 2022, priority will be given to creating different networks and
communities dedicated to this issue, as well as the publication Brazil  35.7%
leaders. In France, for example, the people responsible for sources of wealth, performance, innovation and fulfilment for
recruitment follow the “Recruiting Without Discrimination” everyone who works at Decathlon. of a United gender equity policy. 32.2% in 2020
training module to learn how to avoid discrimination in the
hiring process. UK  44.2%
40.4% in 2020

KEY FIGURES
AS OF 31/12/2021

59.1%
of teammates are
under 29 years old TESTIMONIAL

3.1% (59.3% in 2020)

Cindy FEDZAK
of teammates
in France
have a disability
1% Professional Equity Leader,
Decathlon France
of teammates are
(3.2% in 2020; over 55 years old
3.6% in Italy; “For this new gender equity agreement,
(1.14% in 2020)
2.8% in Romania) we decided to add a new theme to the four already
required by law: preventing sexism.
< 20 30 40 > 55 At Decathlon, we are very proud of creating
a caring and respectful working environment.
To heighten awareness, we are committed to training
all our leaders on this issue by the end of 2023
and aim to reach as many teammates as possible.
A NEW AGREEMENT SIGNED IN FRANCE
We have already trained over 600 people so far,
In January 2021, Decathlon France signed a new gender equity including 70% of store managers in France,
work agreement with its labour partners. This agreement sets who can now train others and remind them of the
ambitious targets that the company aims to meet by the end rules every day.”
 In keeping with its corporate vision, Decathlon is developing initiatives worldwide to encourage inclusion and of 2023, including 25% women leaders in Signed Sports7 and
diversity in its teams. services (31% at the end of 2021), 40% female store department
managers (33% at the end of 2021) and 45% female logistics
 Decathlon France has signed a new gender equity agreement and is working to accelerate the prevention of sexism.
department managers (41% at the end of 2021). Decathlon France also offers its female teammates
 Decathlon’s Mission Handicap in France continues to work in the areas of recruitment, job retention and awareness To meet these goals, a roadmap has been put in place for “Women in Leadership” training via the Decathlon
building. each of the five themes comprising the agreement: preventing Academy platform to help them gain confidence, design
sexism, recruitment, professional advancement, remuneration a career plan that matches their ambitions and develop
 Historically strongly committed to young people, Decathlon France took strong action in 2021 to respond to the and work-life balance. their potential.
challenges of the COVID-19 crisis through its "Being Useful to Youth” project.

4. Two events organised in 2021 that brought together 185 Decathlonians and 108 people from outside the company. 6. Women leaders: teammates who manage at least one person.
5. Decathlon’s Transition Plan is available at: https://sustainability.decathlon.com/transition-plan-2020-2026 7. Signed Sports: Decathlon brands.

24 #TomorrowStartsToday 2021 NFRD 25

 INCLUSION
TESTIMONIAL DISABILITY In Italy, a new sign language interpreting service has been
available for customers since late 2021. Progress has also been
Decathlon is committed to promoting and assisting the
Ravi SINHA integration of people with disabilities in employment.
made on integrating teammates with Down’s syndrome, where
Inclusion Leader a teammate with Down’s syndrome herself has been leading
IN FRANCE training courses in order to help create ties and better integrate
these teammates. Testing is also under way on an app that
“Inclusion gives our teams, customers and community the opportunity to strengthen our co-existence - creating unique Decathlon France aims to apply its seventh disability agreement
memorises gestures, words and actions, which will be launched
and scalable solutions to drive our mission. signed in partnership with Mission Handicap and labour partners
in 2022.
In order to build a more open-minded company, the first opportunity for Decathlon is to strengthen its cognitive diversity by December 2022. This agreement is structured around four
by promoting different ways of thinking, along with new skills and knowledge. At the United level, numerous services key areas: the hiring plan, integration, awareness within the
and Decathlon countries are already welcoming new personalities. The “Talent Inclusion” project has therefore been company, protecting employment and developing relations
created to both integrate them and capitalize on these new competencies. The second challenge on which our company with the sheltered employment environment. To implement the
must work is internationalisation. We want the richness of human capital from different countries and nationalities to be corresponding action plans, the company is able to rely on a
represented in our leadership positions in order to enable in-depth dialogues and tailored solutions for our sports users. network of Referents (110 disability Referents and 12 network
Thus, in the next three years (2022-2024), we have a strong ambition to increase the percentage of our international Referents) who strive to improve their teammates’ working
teammates in leadership positions (country leaders, sports leaders ,etc.). Through these projects, we want to reinforce conditions.
the idea of inclusion that is fully embodied in our vision. It is only by merging our teammates and partners’ will to build a
better world that we will fully adhere to the purpose of Decathlon - “To be useful to people and to their planet.”
2021 HIGHLIGHTS WERE:
 Launch of an internal and external communication
campaign promoting the integration of people with
disabilities in the working world and in work-study
LGBTQI+ programmes;
LOCAL INITIATIVES  Updated "Recruiting Personalities” training programme
to raise leaders’ awareness of disability issues;
In line with Decathlon’s Vision V21.1 and its fifth target dedicated In Chile, several initiatives in 2021 can be highlighted:
 “Duo Day” event with 155 teammates across France
to inclusivity8, concrete actions are being taken locally to promote  100 teammates attended two awareness-raising sessions on the ready to get involved and 87 “Duos” trained at 57 sites.
the inclusion of LGBTQI+9 individuals in compliance with each diversity of sexual orientations and gender identities led by the In Hungary, teams continue working to improve the daily lives of
country’s legislation and culture. local organisation “Todo mejora / It gets better”; users with disabilities. In 2021, Decathlon Hungary launched a
In Brazil, for example, the inclusion of LGBTQI+ people is one of  Gender-neutral toilet facilities (with signs featuring inclusive new support service for its blind and partially sighted customers.
the six pillars of the new local “Diversity and Inclusion” project symbols) for both customers and teammates, as well as showers INTERNATIONALLY From the moment they enter the store and until they pay for
launched in 2021. This project has already: for non-binary staff10 ; their purchases, these users are assisted by a specially trained
Initiatives dedicated to integrating people with disabilities in the
 Led to the creation of an LGBTQI+ committee composed of  Participation in seminars held during Pride Month on topics such working world are also being prepared in different countries. teammate who responds to their specific needs and helps them
teammates; as LGBTQI+ families and inclusive leadership; test our products under the best conditions. Also, given the
In Brazil, disability is one of the six pillars of the new local
 Raised the awareness of 100% of Decathlon Brazil’s managers success of sensory-friendly openings that have been scheduled
 A published protocol supporting leaders and teams during a “Diversity and Inclusion” project launched in 2021. A teammate
and 249 leaders, through “Diversity and Inclusion” training that teammate’s gender transition. once a month for the past three years, stores began holding the
committee has been set up whose task is to better integrate
includes a chapter on LGBTQI+; operation every Monday from October 2021.
people with disabilities in the company. This year, a number of
 Allowed for internal and/or external communication campaigns concrete actions have already been taken, with a communication
during Pride Month and on the International Transgender Day of campaign to raise awareness among teammates on all aspects
Visibility.
of disability and testing of a mobile app that allows customers
to communicate with sign language interpreters in one store.
Decathlon Brazil has also set up a permanent communication
campaign broadcasted on internal and external channels to
promote the recruitment of people with disabilities. In 2021,
Stevenson BARRETO 21 people with disabilities were hired and a target of 6% of
People Management Leader, employees (about 150 people) was set for 2022.
Decathlon Chile

What progress was made in 2021 on improving

inclusion of LGBTQI+ people at Decathlon Chile?
There were a lot of projects for us this year. A hundred PROFESSIONAL INTEGRATION OF YOUTH IN FRANCE
teammates attended two awareness-raising sessions on the
diversity of sexual orientations and gender identities led by the The COVID and economic crises have made it increasingly also attended live events on our social media to maintain ties
local organisation “Todo mejora/It gets better”. During Pride difficult for young people to find employment11. Decathlon is with the professional world, where we presented our jobs
What message does Decathlon Chile
Month, we attended seminars dedicated to LGBTQI+ families and very aware of this issue and has been working for many years and provided a new vision of the private sector. At the same
want to send out through these initiatives? to create opportunities for young people to obtain their first time, the company multiplied its efforts to recruit 1,845 work
inclusive leadership. These initiatives were very well received, as
are the gender-neutral toilet signs and the provision of showers It is very important that we demonstrate that our company work experience. The company redoubled its efforts in 2021, placement trainees and 1,070 work-study trainees in 2021,
for our non-binary teammates. This encouraged us to go further is open-minded and inclusive. A lot of people are looking for a when it launched the "Being Useful to Youth" project in France exceeding the objectives set at the beginning of the year.
and work throughout the year on drafting a protocol to support workplace where they can feel free to be themselves and be (right from work placements for secondary school students). The "Being Useful to Youth" project was launched during the
leaders and teams during a teammate’s gender transition. We appreciated for who they really are. Through these initiatives, we The initiative helped fight isolation by offering certain Decathlon COVID-19 pandemic and has helped to centralise all the actions
published it in November on the occasion of the International want to encourage teammates and anyone who wants to join us Exchange courses to young people at risk, through partnerships in place for young people in a collective that will continue
Transgender Day of Remembrance. to feel safe being themselves. with schools and associations. Ten thousand young people working in 2022.

8. “#Inclusive - Decathlonians are fully inclusive and open to all, we reflect the society that we want to be a part of, Vision V21.1. 11. For more information: https://dares.travail-emploi.gouv.fr/dossier/les-jeunes-face-la-crise-sanitaire
9. LGBTQI+: Lesbian, Gay, Bisexual, Transgender, Queer, Intersex; the + sign refers to the whole gender and sexuality spectrum.

26 #TomorrowStartsToday 10. A person who does not identify exclusively as male or female.
2021 NFRD 27
 DEVELOPING PEOPLE

HUMAN RIGHTS PURCHASING STRATEGY

IN PRODUCTION
sector, such as detecting unacceptable critical situations
among the requirements in the social grid. The buyers then
integrate the results of the follow-up audits, as well as the

IN THE VALUE CHAIN Decathlon entrusts the production of its sports goods to a
worldwide panel of suppliers categorized according to industrial
processes14. The company's aim is to maintain long-term
action plans, into the panel's performance review. During this
review, buyers may revise the purchasing forecasts upwards or
downwards depending on the results of the audits and action
plans monitored by the Decathlon teams. They may consider
relationships with them based on trust. The teams based at the
terminating the relationship if the supplier still does not meet
Decathlon production offices are in charge of this relationship
Sharing our human ambitions with our suppliers
expectations after a certain period of time, despite the support
with suppliers on a daily basis. They verify suppliers are
provided.
complying with their commitments under the Decathlon Code
of conduct and carry out audits.
THE SUPPLIER ECOSYSTEM
Decathlon ensures that all human issues are addressed at The application of this Code of conduct is verified by means PURCHASING POLICY  Partners: 50 suppliers who share our vision and our values,
every level of the production and manufacturing chain for its of an internal and external audit system based on a regularly- with whom we have established a relationship of trust.
To sustainably make the pleasure and benefits of sport
teammates and users, as well as its suppliers and providers. updated audit grid, as well as through the regular presence They produce 34.7% of Decathlon's global output. In 2021,
accessible to the many, the Signed Sports product offering
Our Code of conduct, which was revised in 2021, responds to on site of Decathlon's local production teams. The strategy Decathlon began working with five new partners;
meets the needs of a variety of sports. These products are
the social issues highlighted by international organisations for making the process more reliable and implementing long- designed by the Signed Sports teammates and manufactured  Strategic and key account suppliers with whom Decathlon
(ILO, OECD, etc.) and in particular: human rights (child term corrective measures is under constant improvement. by Decathlon suppliers, using 16 industrial processes15. has a relationship based on sustainable performance;
labour, forced labour, debt bondage, freedom of association, This whole organisation has enabled Decathlon to maintain a
discrimination, decent living wage, etc.), health and safety relationship of trust with its suppliers despite the global crisis, THE ROLE OF BUYERS  Other suppliers representing less than 20% of total
(working environment, building safety, etc.), the management and to ensure compliance with established health protocols, production, which may be new entrants, local suppliers, etc.
Like all teammates working with Decathlon product suppliers,
of chemical substances, corruption, management and especially when factories resumed their activities. our product and component buyers are trained in certain
communication with employees. This document has In 2021, 78% of the production sites of our Rank 1 suppliers fundamental matters as soon as they start working in this
been signed by all our Rank 1 component and product were managing their human risks to an acceptable level13
manufacturers12. according to our criteria; we are looking to increase this figure
to 90% by 2026.

KEY FIGURES
AS OF 31/12/2021 On establishing a new partnership, the supplier undertakes to
comply with Decathlon's Code of conduct16 and its minimum
requirements. The audits serve to verify that the 12 chapters of
36 partner sites fundamental human rights for workers, as well as health and
safety conditions, are being applied correctly17.
involved in the HRP
Three types of investigation are carried out during audits:
autonomy programme
visual, documentary and in the form of interviews. On the basis
of this information, the auditors fill out a grid and obtain a score
ranging from A to E:
A - Excellence level: the risk management system is exemplary

1,280 and best practices are available;

B - Autonomy level: risks are managed autonomously through
production sites
for Rank 1 (902) and Rank 2 (378) suppliers 2,245 production teammates a comprehensive management system;
are concerned by HRP audits support suppliers on a daily basis C - Advanced level: short-term risks are controlled through a
basic management system;
(1,382 in 2020) (2,178 in 2020)
HUMAN RESPONSIBILITY
D - “Construction phase” level: immediate or high risk to
IN PRODUCTION AUDITS employee health; high risk of pollution;
DECATHLON’S AUDIT SYSTEM E - Unacceptable level: risk of death or basic human rights not
To evaluate production conditions through an auditing process, respected; risk of direct pollution to the environment.
Decathlon instructs OPM-SD (Operational Process Managers in In the event of C, D or E scores, Decathlon asks for an action
Sustainable Development) and HRP (Human Responsibility in plan to be implemented. If this is not done, Decathlon reserves
Production) auditors who are trained in-house on the SA8000 the right to terminate commercial activity conducted with the
 Decathlon updates its audit grid and revises its Code of conduct to incorporate stronger requirements for its suppliers. Standard. supplier. The deadlines required for implementing remedial
 The pandemic over the past two years and a new calculation method have impacted our panel’s performance: OPM-SD spread over 21 countries and 83 auditors based in actions vary according to the type of supplier. The frequency of
78% of our Rank 1 suppliers' production sites are rated A, B or C for Human Responsibility in Production at the end of countries of production. Decathlon also uses external auditors. the audits also varies according to the country and the human
2021, down 7.1% from 2020. In 2021, 60% of audits were conducted by internal auditors. and environmental risks: the higher the risk, the more frequent
are the audits.
 We continue our efforts to increase accountability and autonomy, for both our teammates and our suppliers, in order
to pursue stringent and effective development strategies.

14. More information on the supply chain on p. 122.

12. The requirements of the HRP audit grid demand that Rank 1 suppliers manage 15. Industrial processes: for the sake of readability of reporting, industrial processes are aggregated by broad sectors. See page 123 for more information.
their own suppliers regarding the subjects evoked in Decathlon’s Code of conduct. 16. Decathlon’s Code of conduct is available at: https://sustainability.decathlon.com/legal-documents
13. At least a C rating on our scale. 17. See page 62 for environmental audits.

28 #TomorrowStartsToday 2021 NFRD 29

 EVOLUTION OF THE AUDIT GRID PERFORMANCE OF OUR PRODUCTION PARTNER HRP AUTONOMY
AND THE CODE OF CONDUCT PANEL OF SUPPLIERS IN 2021
To meet its human rights goals, Decathlon updated and In 2021, 78% of Decathlon's Rank 1 supplier production sites Through the HRP autonomy programme created in 2019,  Be assisted by an internal auditor whose training has been
increased the requirements on its audit grid in 2021. New were rated A, B or C on a scale from A to E. The audit reflects a Decathlon aims to certify 90% of partner sites as autonomous validated by Decathlon;
questions were added to the chapters on chemical risks and situation at time T, and helps identify areas for short-, medium- on the management of human risks and audits by 2025. This  Perform at least one self-assessment per year using
forced labour (see p. 33). and long-term improvement at the production site. ambitious programme aims to: Decathlon’s audit grid and share the results;
To encourage autonomy and ultimately reduce auditing Despite efforts to stay in touch with suppliers and the  Help our suppliers sustainably and constantly improve human  Conduct an “Engagement and Well-being” survey every
frequency for its most advanced suppliers, the company implementation of a self-assessment tool, the COVID-19 crisis performance using self-assessment tools; year to assess employee well-being while guaranteeing
increased the requirements to obtain a B rating. impacted our panel’s performance for the second consecutive  Encourage partner agility and efficiency through autonomous confidentiality.
A number of webinars were held for production teammates year. Due to travel bans, 8.4% (76 sites) of Rank 1 production decision-making at the local level. In 2021, 36 partner sites participated in the HRP autonomy
throughout the year so that they could help suppliers understand sites could not be audited. So, in a concern for transparency To earn their autonomy certificate, Decathlon’s partners are programme. Four supplier sites have already met more than
the new grid. and reliability, this year it was decided that all sites that have not required to meet a number of criteria demonstrating that they 80% of the technical requirements and are expected to earn their
been audited for more than a year should be removed from the are effectively managing human risks independently through autonomy certificates in early 2022. Autonomous suppliers are
A new version of the Code of conduct was published following
list of A, B or C-rated suppliers. This new calculation method reliable systems and transparent sharing of information. required to renew their certificates half as often as they would
the update, presenting Decathlon’s minimum requirement
explains the decline in results. Production teammates involved These criteria are: their initial audit frequency (ex: initial audit frequency 2 years,
(corresponding to a C rating on the grid) and its goal for its
in reaching the target of 90% of Rank 1 supplier sites rated A, B recertification frequency 4 years).
suppliers (B rating) in each category.  At least a B rating on Decathlon’s HRP assessment scale;
or C by 2026 are working hard to reverse this trend and will travel
on site as soon as the health situation permits. This difficult  Demonstrate high and constantly improving performance on
context highlights the relevance of our work to build supplier human indicators;
autonomy, so that as many of them as possible are able to
progress independently towards sustainable performance.

access, smartphones, languages spoken by employees, etc.),

guaranteeing confidentiality and easy access for respondents.
The survey addresses six areas: skills development,
communication, stress at work, remuneration, health and
This year, a new survey tool was deployed in four pilot safety, and social connection. Once the results have been
PRODUCTION SKILLS At the end of this training period, they will be able to: countries (China, India, Bangladesh and Vietnam). The analysed and with the support of our external providers, our
questionnaire is based on Nike’s “Engagement and Well- partners set up action plans to meet the needs expressed by
 Detect unacceptable situations in respect of human rights;
Every employee is responsible for developing their own skills, being Survey18”, which is used by a number of companies their employees and they develop regular engagement routines
through a personalised development plan for each position now  Organise and capitalise on an HRP audit; in the textile sector. to ensure continuous improvement and monitoring.
available on Decathlon Academy and via regular monitoring.  Detect a risk related to the use or presence of chemical
substances. What results were observed from the first pilot sites?
In production at Decathlon, the guarantors of sustainable
development competencies are: Over 15,000 employees from ten production sites have
These skills are vital for the application of the whole strategy
 Production leaders:  they visit factories every week to of our suppliers’ compliance with human and environmental already expressed their opinions and the initial results are very
ensure that cost, quality, time and sustainable development issues. They are mandatory for teammates who visit plants. Lilian MEYER encouraging. At our supplier OMAX, for example, the weekly
issues are being addressed in seven areas (quality, supply Partner HRP employee participation rate was 76%. Thirteen corrective
Teammates must subsequently learn additional skills. These actions have been implemented in response to the first
chain, sustainable development, continuous improvement, Autonomy Programme Leader
are just as important, as they expand the teammates’ knowledge survey and the staff turnover rate has declined by 5%. One
industrialisation, advanced manufacturing and purchasing).
of fire risks, the principle of continuous improvement and the hundred percent of managers report being satisfied with this
 Production managers:  they are the managers of the detection of forced labour. Why did Decathlon decide to adopt
programme and want it to continue, as it helps them better
production leaders. They oversee the smooth running of
To reach the maximum level of training and become a Referent the “Engagement and Well-being Survey”?
understand employees’ expectations. We are encouraged by
production in all areas: quality, supply chain, sustainable
on the subject, certification is required from the Skills Leaders. Employee engagement is essential if we are to continuously these initial results and we aim to deploy the “Engagement and
development, continuous improvement, industrialisation,
Their role is to develop the network of Referents, ensure the improve working conditions in production. Thanks to our Well-being Survey” at 40 production sites in 2022.
advanced manufacturing and purchasing. They are the
training tools are up to date and available, and ensure an optimal suppliers’ self-assessment of their human risks and this new
guarantors of our suppliers’ operational management.
requirement level. survey tool, we and more importantly our partner suppliers have
 Operational process managers in sustainable development a 360-degree view of worker well-being on site, thus making
Finally, several series of webinars were held in 2021. They were
(OPM-SD): they are the Referents for sustainable development it possible to define areas for improvement. This project also TESTIMONIAL
available to everyone and helped improve our teammates’
in production. In their capacity as experts, they must be offers a unique opportunity to identify the human risks that
knowledge of fire safety, forced labour and chemical risks.
autonomous in all matters and capable of disseminating
information on them. They are in charge of competency At the end of 2021, 77% of production teams were trained on must be addressed and which will shape our future projects
and strategies. By using Nike’s survey, we have joined forces
Chandani LALJIBHAI BHOJAVIYA
and Decathlon’s requirement standards; they are the key the subject of sustainable development (vs 83% in 2020). Maintenance Assistant, OMAX
with other industry leaders in allowing production workers
players for integration and compliance regarding sustainable to express themselves more freely and with the assurance “We did exchange with management before the KNO
development issues. of confidentiality. It also avoids the proliferation of tools and app was introduced, but we were hesitant to share our
 Auditors on assignment: they are production leaders or demands towards our suppliers and their employees. opinions; there was a constant fear of authority or of saying
production managers who wish to contribute to sustainable something incorrect. But since we have started using KNO,
development in production issues through the certification of How does this survey tool work? we are able to share our feelings without hesitation. Now,
their audit skills and the time spent on this assignment. there is no fear in our minds.”
We called on a number of external providers to help us deploy
All must have acquired and received certification of the three the “Engagement and Well-being Survey”, including Labor
core skills within the first six months of their training. Solutions19 and KNO20. These two companies adapt to each
supplier’s situation to offer individualised assistance (Internet

18. For more information: https://www.laborsolutions.tech/post/nike-s-engagement-and-wellbeing-survey-now-available-to-anyone

19. For more information on Labor Solutions: https://www.laborsolutions.tech/
20. For more information on KNO: https://www.knoglobal.com/
30 #TomorrowStartsToday 2021 NFRD 31
 FIGHTING FORCED LABOUR In addition to updating the audit grid in 2021, we have made TESTIMONIAL
In 2021, we increased our level of requirements and further advances in our fight against forced labour:
According to the latest report by the International Labour modified our audit grid in this direction:  Deployment of two support guides for industrial partners:
Organisation, nearly 25 million people worldwide were suffering
 New subjects were added to the unacceptable level Created in 2020, the dormitory guidelines and ethical Krishna KUMAAR
under forced labour in 201621. The economic and social impacts
of the COVID-19 pandemic have made the populations most at (E) with regard to recruitment practices through third recruitment guidelines were both added to the audit grid and
the Code of conduct in 2021 and were deployed in all countries
DHAMODARAN
risk of forced labour even more vulnerable. parties, assistance for migrant workers before and
considered at greatest risk23 according to our mapping, i.e. Production Team Leader,
after arrival, and freedom of movement of workers in
Despite there being an auditing process applied throughout our 237 production sites; Referent on combating forced labour
dormitories and at the workplace;
value chain (for Rank 1 suppliers and some Rank 2 suppliers),  Improving teammate and supplier skills:  At a specific
each country has its own regulatory constraints which do not  Ten new questions were also added regarding the “At Decathlon, our mission is to be useful to people
recruitment practices of our suppliers who commit to webinar, over one hundred people (teammates and suppliers)
necessarily cover all of Decathlon's requirements in terms of and to their planet. By working on the issue of forced
not charging workers any expenses. learned about the eleven indicators of forced labour identified
human rights. labour, our aim is to achieve a more transparent
by the International Labour Organisation; awareness training
Driven in particular by the 2015 Modern Slavery Act22, and To help suppliers better understand these new and ethical supply chain. In the past two years,
sessions were organized at production sites for workers; a
then by the 2017 Duty of Vigilance, Decathlon continues to requirements, Decathlon has provided a toolbox we have been focusing on teammate and supplier
poster illustrating these indicators is being deployed at priority
strengthen its commitment to vigilance in three areas related to containing illustrations for each of the new questions in accountability in this area.
suppliers in high-risk countries (this has already happened at
modern slavery: forced labour, responsible recruitment by our the audit grid. 58 sites); By building on skills upstream of the chain and by
suppliers and debt bondage. integrating the appropriate tools, we have been able
 Training provided by the International Organisation for
to identify our main risks and prioritise our actions.
Migration: 15 OPM-SD were trained on the recruitment
practices for migrant workers; In 2022, we will continue to roll out these tools,
strengthen our teams and acquire the expertise
 Deployment of the Apprise app in at-risk countries: This
to implement effective and sustainable mitigation
tool helps auditors identify situations of forced labour on
measures. Finally, we will work with different
the ground and suggests additional questions for individual
EXAMPLE OF AN IMAGE MADE AVAILABLE TO SUPPLIERS stakeholders to use collective intelligence to go
interviews with workers while guaranteeing confidentiality.
even further and faster.”
58 production sites used Apprise in 2021.

Fees are communicated in

the worker’s language before
the worker leaves his/her
hone country/province

Fees respect regulation

in both countries/provinces “In MY
language”
KEY FIGURES
“In YOUR AS OF 31/12/2021
MIGRANT
language”
WORKER

MIGRANT
67%
WORKER
of production teammates
have completed "Fighting Forced Labour”
e- learning training

Broker has a legal

business/operating licence

EXTERNAL
RECRUITMENT
AGENCY/BROKER
CODE DE CONDUITE *
POUR LES FOURNISSEURS DE DECATHLON
et
est Afin d’être cohérent avec ces valeurs
“Chez DECATHLON, notre mission principes, DECATHLON s’engage à
de
de rendre le plaisir et les bienfaits respecter et garantir leur application
la pratique du sport durablement grâce au code de conduite de DECATHLON
accessibles au plus grand nombre.” pour ses fournisseurs.
est de
L’engagement de DECATHLON code de
ses Les exigences au sein de ce
réussir cette mission en respectant et
vitalité, conduite sont plus détaillées
valeurs de responsabilité, et
expliquées dans les directives
authenticité et générosité en promouvant pour les
toutes définitions de DECATHLON
un développement durable dans politiques
fournisseurs ainsi que dans des
ses activités. la Déclaration
à la complémentaires comme
Par conséquent, DECATHLON adhère des matières responsables
ou la
de
Déclaration universelle des Droits déclaration relative à l’esclavage
sur les
l’Homme, à la Déclaration moderne.
au
principes et droits fondamentaux
du
travail de l’Organisation internationale
des
travail, aux Principes directeurs
et
Nations unies relatifs aux entreprises
et
aux Droits de l’Homme et aux normes
à un
principes de l’OCDE relatifs
comportement commercial responsable.

TRAVAIL SÛR PROTECTION DE NOTRE

TERRAIN DE JEU
TRAVAIL
ÉQUITABLE
The Code of conduct, guidelines for dormitories,
and ethical recruitment guidelines for suppliers and partners are available at:
L’EMPLOI DURABLE EST ASSURÉ
L’EAU EST PROTÉGÉE
L’ENVIRONNEMENT DE TRAVAIL LE TRAVAIL EST VOLONTAIRE
EST SAIN ET SÛR LES DÉCHETS SONT RÉDUITS
LE TRAVAIL DES ENFANTS EST
LES BÂTIMENTS SONT ADAPTÉS LA PRODUCTION EST DÉCARBONÉE INTERDIT
AUX BESOINS
LES ÉMISSIONS ATMOSPHÉRIQUES LA DISCRIMINATION N’EST PAS
LES INCENDIES SONT ÉVITÉS SONT RÉDUITES TOLÉRÉE
& LA RÉPONSE D’URGENCE
LES PRODUITS CHIMIQUES SONT

sustainability.decathlon.com/legal-documents
EST EFFICACE LA LIBERTÉ D’ASSOCIATION
CORRECTEMENT GÉRÉS ET LA NÉGOCIATION COLLECTIVE
LES CONDITIONS SANITAIRES SONT RESPECTÉES
& D’HYGIÈNE SONT ASSURÉES
Lire plus
LE HARCÈLEMENT ET LES ABUS
NE SONT PAS TOLÉRÉS
Lire plus
LES HEURES DE TRAVAIL
NE SONT PAS EXCESSIVES
L’INDEMNISATION ET
LES AVANTAGES SONT JUSTES

Lire plus

de sport signés Decathlon.

*Fournisseurs = Fabricants des produits

21. ILO, IOM, Walk Free Foundation, Global estimates of modern slavery:

forced labour and forced marriage, Geneva, September 2017; updated data is expected in 2022:
https://www.alliance87.org/global_estimates_of_modern_slavery-forced_labour_and_forced_marriage.pdf 23. The risk mapping is available in Decathlon's 2020 Modern Slavery Statement:
22. Global Slavery Index : Legislation.gov.uk https://sustainability.decathlon.com/decathlon-annual-sustainable-development-reports

32 #TomorrowStartsToday 2021 NFRD 33

 DEVELOPING PEOPLE

HEALTH AND SAFETY THE SAFETY UNITED NETWORK

DEVELOPING AUTONOMY TO DEVISE GROWING THE NETWORK
THE MOST APPROPRIATE LOCAL RESPONSES TO IMPROVE RESPONSIVENESS
At Decathlon, every country is responsible for the health and This entire strategy includes discussions over the long
Protecting our employees and stakeholders safety of its own team members, customers, suppliers and
sports users, in accordance with the principle of subsidiarity, local
term. The current safety strategy is based on a network
of over 60 safety leaders around the world (one per
regulations and the level of risk. Still, autonomy does not mean country) who are assisted by 30 Referents. This network
they stand alone. was formed rapidly over the past few years and has
Since its creation, and particularly in the current health context, evolved with Decathlon United’s strong international
Decathlon has been uncompromising when it comes to the To ensure that safety principles are consistent all around the
development. However, the need for a more immediate
safety of its teammates, customers and partners. Vigilance world, and that they are lived by and applied with the same
local response, sometimes involving complex, riskier
through prevention and safety verification processes is degree of stringency, Decathlon has structured its strategy
and more volatile situations, requires a larger United
crucial in order to guarantee a safe and rewarding working around three key principles in recent years:
team in 2022.
environment for everyone. 1 - First line of defence25: the Country Leader appoints a This networking, sharing and the adjusted autonomy
Therefore, Decathlon is expanding its efforts to include the local Safety Leader, and reports regularly on the safety framework have enabled our company to adapt to the
field of health in order to meet these needs. The COVID-19 level in their country; global pandemic, using the toolbox created by each
crisis has highlighted the legitimacy of its strategy for Referent at their own level.
managing health and safety issues on the ground, especially 2 - Second line of defence: the country’s Safety Referent
and the Safety Leader pair is strengthened; the Referent So, Decathlon is structuring itself based on these new
through a permanent link between actions taken locally and
evaluates local safety management once a year; risks. Its goal is to strengthen the core in order to
support provided by central services.
support and structure the assistance we offer to these
The global pandemic also underscored the importance of 3 - Third line of defence: an internal audit provides an
safety stakeholders in the countries, while promoting
being constantly vigilant about teammates’ physical health oversight.
autonomy.
and well-being, as well as difficulties in their work. It has This organisation supports safety and health performance; it There can be several Referents within a local network
highlighted emerging but nonetheless critical areas, such as includes specific roles and a deployment strategy, backed by a if the country hosts different activities: so, there might
long-term illness and preventing occupational stress. human organisation in line with needs. be one Safety Referent for production and another for
In this context, the Country Safety Leader applies the Decathlon stores.
United autonomy framework locally and shares its results,
progress and areas for improvement with the Country Board26
KEY FIGURES once a year.
AS OF 31/12/2021 The Country Safety Leader and Safety Referent also assess local KEY FIGURE
safety management using a precise and detailed methodology. AS OF 31/12/2021
This process guarantees objectivity and identifies areas

30 safety Referents for improvement. Lastly, this assessment feeds United risk
mapping.
100%
in the Safety United network,
60 safety leaders, 1 meeting held each month of countries have a Safety Referent
THE ROLE OF THE SAFETY REFERENT, in line with their needs
(50 safety Referents in 2020)24

656
AT THE HEART OF THE SAFETY UNITED NETWORK
The Country Safety Referent serves as adviser and evaluator
occupational accidents in France within a framework of subsidiarity and autonomy. They are

94% (295 in 2020) trained to set up action plans and apply solutions to resolve
issues. They are also the guarantors of the framework, verifying
of teammates feel safe at their workplace and sharing the results. Through this cross-assessment, they
(93% in 2020) are fully informed of local matters and can independently
assess the level of risk in the prevention phase, report incidents,
launch alerts and apply any necessary corrective actions.  : COVID-19 pandemic
Referents also serve as coaches and tutors to help everyone In the context of the global pandemic and over the
involved become autonomous in deploying the action plan on past 18 months, Decathlon has restructured its
the ground. This support is prepared and clearly stated in an organisation. Following a phase of store closures
engagement letter that is written jointly by the Referent and the because of lockdowns, the company was able to
country they are assisting. maintain its business at an optimal safety level
Lastly, internal auditing performs the verification phase. These wherever possible thanks to continuous learning and
 The strategy and operation of the Decathlon Safety Referent Network around the world promotes safety through the
auditors analyse and verify that the two previous lines of collective efforts.
Safety United network, which serves local projects.
defence are working correctly, in accordance with the common Adaptation is ongoing, however, because vigilance
 The teamwork role of the Safety Referent and the Country Safety Leader pair is reiterated. The strategy is applied rules. must be maintained even as the intensity of the
every day through constant and close relations, in order to develop a toolbox that is suited to the local situation and to pandemic eases. It is now known what actions must
expand appropriate skills. be taken and these can be deployed rapidly.
 The Country Leader reports on the local situation regarding health and safety to the Board once a year.
 The occupational mental integrity and well-being autonomy framework is defined.

24. This figure is not comparable and should be considered in relation to the network reorganisation, see page 35. 25. Line of defence: this term refers to risk control in organisations.
26. The Country Board is composed of leaders from outside the country
(leaders from other countries, sports departments, processes, administrative and financial leaders, etc.).
34 #TomorrowStartsToday 2021 NFRD 35
 PREVENTING PSYCHOSOCIAL RISKS
Psychosocial risks are defined as all the factors that can weigh
on an employee and undermine their mental well-being at work.
These risks are complex and multifactorial.
Symptoms impact both the personal and professional areas of In 2021, we defined six golden rules:
life and are related to both individual and group situations, with
occupational, organisational and relational aspects. 1. I am never alone;
Issues can be related to either area and affect the person as a
whole. 2. I exercise to take care of myself;

3. As a leader, I am familiar with and apply local

DEVELOPING AN INTERNATIONAL STRATEGY legislation;
The various transformations being made in the company to
satisfy sports users require all teammates to demonstrate 4. As a leader, I create a safe and caring environment;
adaptability to the changes in management. Psychosocial risks 5. As a Decathlonian, I have access to the “Better Being”
have been integrated into Decathlon’s comprehensive health training modules;
and safety strategy, and are the focus of local attention and
intervention, with an autonomy framework that was formally 6. As a country leader, I ensure that my crisis
introduced in 2021. management includes the “Better Being” toolkit.
A toolbox has been created and made accessible to everyone. It
includes the autonomy framework for this subject, a training kit,
tools for sharing best practices and measurement tools, such
as a self-assessment questionnaire.
Since 2019, the “Better Being” collective has been defining
the guidelines for this approach. Following the strategic plan CONCRETE ASSISTANCE,
established in 202028, we strengthened the network and added ADAPTED TO EACH SITUATION
best practices and concrete examples to the toolkit. Today, Decathlon France provides several internal resources to
The collective defines a clear framework for prevention and teammates to help prevent the risks linked to stress, understand
action, then ensures that all local players in the Safety Network the symptoms of burn-out and define violence both within and
have access to awareness and training tools. outside the company.
These courses address topics such as “Working with
Uncertainty” and “Preventing Violence”.
In cases where a person is seen to be experiencing difficulties
at work, a number of external resources are available to them,
with guaranteed anonymity:
BETTER CONSIDERING The training aims to eliminate prejudices, help teammates  Social assistance for personal problems (helpline “Entraid”);
learn to live with an illness while still being able to work,
AND INTEGRATING encourage them to freely share their challenges and needs,
 Listening and emotional support (through an external
provider);
THE CONSEQUENCES OF and incite managers to adopt appropriate solutions. Within
 A ssistance after traumatic situations with psychological
this framework, Decathlon signed the Cancer@Work Charter in
LONG-TERM ILLNESS AT WORK France in October 2021. This charter brings together companies support guaranteed within 24 to 48 hours in the event of
wanting to reconcile cancer, chronic illnesses and employment death, robbery, etc.
During the COVID-19 crisis, Decathlon made a commitment around an action plan at the very heart of their organisation27.
to its employees to assist them in the event of long-term
illness. Chronic and long-term diseases can sometimes have
unexpected or poorly understood consequences on the lives TESTIMONIAL
of patients, both at work and at home. Complications that may
be invisible, related to treatment or pain intensity, impact the Franck MARTINEZ ORGANISING SUPPORT CELLS
sick person as well as their family and friends. So, our aim is to Quality of Work Life Leader,
establish the best balance between the illness and work. A number of initiatives to “stay in touch” have been launched
Decathlon France
First, it is crucial that people are encouraged to talk about this in different countries around the world, primarily during the
issue, and any obstacles to including sick teammates in daily various lockdowns; such as the “Listening Ears” collective in
“We are sending a strong message to our teams:
work are removed. To do this, training has been developed for India, which created a caring and supportive framework for any
we need to encourage people to talk, to remove stigma
all leaders. It reviews the issues and consequences of long-term teammate needing to talk and feel supported.
and encourage every employee to be themselves,
illness, highlights questions that arise throughout the course of so they can live their best lives with their physical A support group was set up in France and India, in the same
illness, and identifies the people involved and their roles. or mental illness, whatever the symptoms.” dynamic.

27. For more information, see the press release: www.decathlon.media/fr_FR/dossiers-communiques/decathlon-signe-la-charte-cancer-work 28. For more information: 2020 NFRD, page 24.

36 #TomorrowStartsToday 2021 NFRD 37

 DEVELOPING PEOPLE

SKILLS AND DEVELOPMENT DECATHLON ACADEMY

Since the health situation was still volatile in 2021, digital
DECATHLON EXCHANGE
Since 2005, the objective of the Decathlon Exchange teams
configurations continued to represent a very significant (present in 14 countries), is to give teammates the support
share of training. The “Transforming Classroom Training into they need to dare to take on Responsibility, so that everyone

Creating fulfilment trajectories

Distance Training” and “Facilitating Distance Training” modules assumes a proactive role and is accountable for their project.
continued to help teams adapt to new formats. The goal of the training sessions is to pass on the values, core
While face-to-face training has not yet returned to pre-COVID purpose and basic human values of Decathlon. They encourage
levels, there was a significant upturn this year as restrictions every teammate to experience fulfilment at work, within the
Training employees throughout their professional lives is a since only they can know what they need, particularly through were gradually eased and the health rules framework context of the company's global transformation, to promote
key part of maintaining the skills levels needed to gradually personal development and self-assessment tools. In this established in 2020 was maintained. At the same time, our empowered management.
transform business strategies. context, the company has created a Referent role to share teams opened a hundred new physical Decathlon Academy
At Decathlon, training aims to allow each teammate to knowledge and concrete experiences. The Referent can locations around the world to develop learning and share
experience their work with maximum fulfilment. To help them support teammates as they learn to fit in, acquire and develop experiences. In 2021, the priorities were to:
do so, the company has put in place all the necessary tools to skills. Launched in 2019, the Decathlon Academy platform continues
maintain and develop know-how and people skills. Tools to enable this human transformation are available on  Complete the digitisation begun in 2020 to give
its roll out and has seen a significant increase in the number
the Decathlon Academy platform, which brings together both teammates access to training despite the COVID-19
Our vision of skills management is based on two key principles. of visits this year (+41% vs. 2020). For 2021, it received an
digital and face-to-face training in one place, while providing pandemic, with the entire catalogue now available online;
First, skills acquisition must be accessible everywhere, in average score of 7/10 in response to the question: “Would you
different forms, throughout a person’s professional life. The physical spaces for dedicated exchanges. recommend this platform to your colleagues?” (6.6/10 in 2020)30.  Share the corporate culture (Purpose, Mission and
COVID-19 crisis has been a reminder of how important this is, To co-create the management of the future and guide each Values) by developing our Decathlon Exchange network
In order to improve the user experience and the satisfaction
and has resulted in the rapid increase in digitised content to teammate in their personal development, Decathlon Exchange of ambassadors. While health constraints prevented new
rate, many developments are currently underway or planned,
ensure every teammate can continue to grow in any situation. also offers a wide range of training courses in line with our countries from being added to the Decathlon Exchange
in particular to stabilise the tool and improve the reliability of
Secondly, teammates are responsible for their own learning company values, purpose and human fundamentals. network with a local physical site, 114 ambassadors helped
reporting. Today, the Decathlon Academy team’s priority is to
to disseminate empowered management, encourage
make browsing simpler and enable leaders to effectively lead
subsidiarity and co-create management content within
their teams in developing skills.
every country in which we are present;
In 2021, the Decathlon Academy teams also updated all retail
 Support a leadership mentality through a dedicated
training programmes, adding new topics such as digitisation
programme with new content and exclusive training, to
KEY FIGURES and omni-channel challenges.
meet immediate needs such as “Developing a Coaching
AS OF 31/12/2021 Attitude”, “Personifying Leadership”, “The Impact of my
Behaviour on Group Performance”, “Vulnerability as a New
Engine of Performance”;
Platform use worldwide in 2021:

59 countries have 90%

 E xperiment new teaching methods with seven podcasts,
 757,108 visits;
game-based training modules in twelve countries, targeted
 4,145,000 page views. master classes and short videos to help teammates
adopted the Decathlon Academy of teammates
become autonomous on subjects of responsibility;
digital platform29 say they are taking initiative
Top five face-to-face courses in 2021:  Open up to the outside world to allow our partners
(51 in 2020) for their own growth
 Suggesting the right equipment (sports); to benefit from what makes Decathlon unique and
(88% in 2020)
 First aid (safety); develop their own sense of responsibility, with training
already provided to 169 people from other companies or
 Understanding the technical characteristics
associations.
500 skills are available of Signed Sports products;

on the Decathlon Academy platform 3,800 Referents  Being an effective omni-channel seller;
 Presentation shelving that sells.
in 16 areas have been declared
KEY FIGURES
Top five digital courses in 2021: AS OF 31/12/2021
 Gestures and attitudes;
 Safety onboarding;
 Assessing my sports knowledge;
14
Decathlon Exchange worldwide
 In-store COVID protocols;
(14 in 2020)
 Data protection.

 Every teammate everywhere in the world is guaranteed access to training thanks to the digital format and the
114 ambassadors
(80 in 2020)
implementation of robust COVID protocols for classroom training.

 Decathlon Academy continues its deployment with about one hundred local projects launched and a significant
increase in the number of visitors to its digital platform.

 Decathlon Exchange has completed digitising all its content and can adapt to new needs with innovative formats and
exclusive content to support leaders.

29. The platform’s interface is available in 50 languages, and each country can translate the content locally based on its needs. 30. Result based on 3,000 users chosen at random.

38 #TomorrowStartsToday 2021 NFRD 39

 DEVELOPING PEOPLE

SHARING VALUE SUSTAINABLE DEVELOPMENT

ISSUES PROGRESSIVELY INTEGRATED
In addition, to further encourage ecomobility with our 23,434
teammates in France, the upper limit for the Sustainable
Mobilities Package was raised from €300 to €500 per year.

AND SHAREHOLDING INTO COMPENSATION

To support sustainable development, which is one of TESTIMONIAL
Decathlon’s strategic priorities, the company is gradually
adding new criteria to teammate remuneration32. Pierre FAHY
Fair compensation for everyone Since 2020, a variable portion of country leaders’ pay has
been indexed to extra-financial performance criteria. In 2021,
Environment Leader,
Decathlon Retail France
who contributes to performance the French compensation package, was brought in line with
the company's strategies. “I am convinced that adding a sustainable sales bonus
 Services, Sports & Processes, IT33: a bonus/malus system to retail teammates’ compensation will help speed
Requirements in terms of skills and human capital are The main objective is to compensate teammates fairly linked to the sales of Ecodesign products34 was applied to the up implementation of our sustainable development
constantly evolving. In this context, Decathlon wants to be a according to their contribution to the development of the quarterly global sales growth bonus; strategy. It is not always easy to change habits in store
company that is committed and empowering when it comes company's performance and to their creation of value31.  Stores & Logistics: a sustainable sales bonus35 was applied or to adapt our activities.
to sharing value. So, we have put in place strategies focused Teammates share in the company’s economic performance to the quarterly omni-channel sales growth bonus and in- So, this financial reward will be an added incentive
on employee compensation and shareholding. through a compensation package and an employee saving store commissions. to encourage the deployment of rentals, repairs and
scheme, which allows them to participate in the company’s second-hand sales.”
These changes were decided as part of discussions with all of
development while also building savings. Decathlon’s labour partners.

KEY FIGURES
AS OF 31/12/2021 STRENGTHENING BELONGING THROUGH SHAREHOLDING
Shareholding is an opportunity for teammates to invest in Decathlon teammates are given shareholding information
60% of teammates believe their business over the long term and to take part in a shared
adventure. It gives them an opportunity to better understand
by the 500 Relays in all the countries concerned. The Relays’
mission is to ensure that everyone gets the same information
that their pay is fair in relation to their the economic and financial running of the company, to feel through a detailed explanation of how the shareholding scheme
responsibilities and performance more involved, responsible, and to build up assets. With works.
(62% in 2020) teammates who contribute to economic performance, In 2021, two new countries (Lithuania and Tunisia), as well as
shareholding becomes an asset for the company and makes certain partners (Alltricks36). also began offering employee
it more attractive. shareholding. This means that shareholding is now available to
employees in 44 countries.

TESTIMONIAL

50.9% of employees €2.65 bn Dimitri DHAENENS

Administrative and Financial Leader, Decathlon Tunisia
are shareholders
payroll worldwide
(52,545 shareholders in 2021,
(€2.18 bn in 2020)
i.e. +0.47% compared to 2020) “Opening shareholding in Tunisia represents the culmination of five long years of work and negotiations with local authorities.
Throughout this marathon effort, the teams worked hard every day to ensure our teammates would also have the opportunity
to join the Decathlon family of shareholders; so they are very proud today. This is a major victory in a country with very strict
financial regulations and where shareholding is still rare.
To celebrate the event, we decided to give each of our teammates in Tunisia ten free shares so they can all fully experience
Decathlon’s purpose by becoming company shareholders. We also held a big kick-off party from different locations —virtually,
of course, due to COVID—with a studio created especially for the occasion; in this way, we could share the success with all of
the 250 teammates who joined us from multiple sites or via video conference.”

HOW IS EUR 100

FROM A TEAMMATE RESPONDING TO REQUESTS TO RELEASE FUNDS
 France is upgrading its compensation package by adding a bonus/malus to the variable part linked to sales of INVESTED IN EUR 30 are used by Decathlon to respond to requests
by employees to release funds.
Ecodesign products and by raising the ceiling of the Sustainable Mobility Package. THE DECATHLON
EMPLOYEE SAVINGS IMPLEMENTATION OF THE DECATHLON VISION
 44 countries now have access to employee shareholding with the scheme opened to Lithuania and Tunisia in 2021. INVESTMENT FUND EUR 70 are invested by Decathlon to implement
CALLED DECAVAL? the Decathlon Vision and long-term strategies.

31. Each teammate’s contribution to the company’s performance is assessed each year at 32. More information on these criteria on p. 116. I 33. IT: computers and information technology.
an individual annual review during which the teammate’s performance and goals are examined. 34. More information on sales of Ecodesign products on p. 76-77 and methodological note on 3 p. 141.
35. More information on sustainable sales on p. 84 and methodological note 4 on p. 141.
40 #TomorrowStartsToday 36. Alltricks is a Decathlon subsidiary specialising in cycling, running and outdoor sports equipment. 2021 NFRD 41
 DEVELOPING PEOPLE

DELIGHT FOR OUR PRODUCTS FACILITATING QUALITY AT EVERY

LEVEL IN THE VALUE CHAIN
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
Global Quality Performance is driven by the Quality
through a "skills matrix", so that each resource is used
department, which leads the action plans integrated into the
Customer and user safety and satisfaction
optimally, at the right time and in the right place.
entire Decathlon ecosystem, and deployed by a network of
Referents throughout the world. This performance is based
on listening to and understanding the needs of customers and
users in terms of safety and satisfaction. The position of the ACHIEVEMENTS IN 2021
Decathlon designs, manufactures and orders the manufacture The quality of the products continues to be monitored during quality network is to shed light on the risks and to co-construct
of its own Decathlon Brand products. The requirements their sale: Decathlon answers all sports users’ questions solutions with all the company's stakeholders. It involves a  The Offer process was created for the Quality
regarding customer and user safety and satisfaction are at regarding quality, safety and the lack of danger. The high level of consistency and continuous improvement. department and is structured around three priority areas:
the heart of the Quality teams' concerns, throughout the value company’s design teams also read online customer reviews
selling to others, the Marketplace and products from
chain: from design, during manufacture and up to the point of to continuously correct and improve product quality. This This performance is driven by key responsibilities:
other international brands. The Offer process aims to
sale and product use. The teams’ mission is to highlight the quality requirement is also beginning to be incorporated for  Performance management: ensuring consistency of quality guarantee that the products sold by Decathlon are reliable
non-quality risks in order to find the appropriate prevention second-hand products, sales to others, the Marketplace and and continuous improvement; in our customers’ view and that they all meet the same
and remediation solutions quickly, in collaboration with a products of other international brands.  Skills management: ensuring that each teammate is able to standards.
network of dedicated agents. act and react according to their level of responsibility;
This management system is based on an integrated network  A new performance management tool to measure the
 Q uality risk management: precisely determining the Quality performance of Decathlon products: a new digital
of team members, led by Quality Referents, located throughout elements of vigilance in each area;
the world. solution now allows Quality team members to monitor
 Technical approval: ensuring that user needs are met in all of the indicators in their scope on a single platform.
line with safety and regulatory obligations, translated into Thanks to more reliable data, this easy-to-use tool lets
technical design requirements, validated and controlled at everyone evaluate their own Quality performance and take
each stage; action if they observe a deviation.
 Supplier management: checking the correct transmission  A new version of the digital non-conformity
KEY FIGURES of key points of completion in the industrialisation and
93.9%
AS OF 31/12/2021 management solution: launched in stores and
production chain; warehouses in 2021, this new version of the tool has
of suppliers are involved  Management of non-conformity: detecting deviations as already reduced our Quality Corrective Action execution
early as possible, blocking and isolating non-conforming time by a third compared with 2020.
in chemicals management, having signed
products and being able to resolve situations quickly to
the Decathlon Restricted Substances List
71.5%
ensure user safety.
(84.6% in 2020)

of users are delighted

with the use of our Decathlon products
(69% in 2020)
86% of Decathlon Brand products
passed the test for toxicological compliance
(86.9% in 2020)

A CONTROLLED AND ORGANISED NETWORK

988 products returned, 1.9 day to initiate action, FOR CONSISTENT RISK MANAGEMENT AND UNIFORM QUALITY
per million products, and a response sent in 40 days
due to failure or dissatisfaction to answer a question or skin reaction issue The Quality department is composed of a support team and There are two main objectives:
(1,072 in 2020) (2.4 and 58 days in 2020) a network integrated within the various Decathlon design,
 K nowing how to detect non-conformity in order to remove
manufacturing and sales teams around the world. Each
products that do not meet the requirements as early as
country appoints a Quality Relay to take full responsibility
possible from the production line, and being able to provide
locally and make decisions as quickly and efficiently as
the appropriate solution thanks to the correct use of tools
possible.
and settings;
The support team assists all the Quality Referents in detecting
 Working together to be able to control the critical points of
their risks within their area of responsibility and co-writes a
our products.
tailored management system with each of them to cover the
risks identified. To assess the maturity of their Quality management systems,
 The Quality teams continue to work to complete the 2020-2022 project structured around three major strategic areas: our suppliers are audited every two years in order to identify
The network comprises more than 400 players, who are
improving user safety, guaranteeing product quality through a strong and unified network, and reducing the costs and production risks and to deploy corrective action plans. These
involved to different degrees. Referents provide the necessary
environmental impact of non-quality. audits use a standardised grid with five ratings: A, B, C, D
processes, tools and skills to ensure that the Quality system
is upheld. and E. Despite the deployment of self-assessment tools in
 New tools are being deployed to improve performance with increasingly reliable and centralised data, as well as much
production, the health restrictions over the past two years
quicker non-conformity management times. In order to maintain this level of quality, the production teams,
prevented Decathlon from increasing the frequency of audits
for example, have a role in training suppliers so they become
 Our Design teams are setting a new ambitious goal for themselves by launching the Product Excellence strategy: any this year and hampered skills development. In response to
increasingly autonomous in this area.
product receiving a customer rating below 4.2 must now be analysed and a clear decision must be taken. these constraints, the Quality team adapted its risk analysis
and established new partnerships with external providers
 New chemical risk training, aligned with the audit grid requirements for Human Responsibility in production, toward the in order to perform audits that had previously been done by
environment and quality, is now available for suppliers for better preparation and individualised support. internal auditors.

42 #TomorrowStartsToday 2021 NFRD 43

 A NEW STRATEGY BASED ENSURING QUALITATIVE PARTICIPATING IN EXTERNAL PRIORITY RISK SUBSTANCES
ON CUSTOMER REVIEWS CUSTOMER RELATIONS INITIATIVES TO SHARE EXPERTISE Decathlon is heavily involved in research to replace existing
AND PRODUCT EXCELLENCE Our teams also work to preserve the quality of our relations Since 2018, Decathlon has been a member of Apparel
chemicals and offer alternatives that are more respectful
of people and the environment, without reducing product
with sports users on product safety issues and to ensure that and Footwear International RSL Management (AFIRM)
Decathlon pays special attention to customer questions performance. In 2021, the teams continued the work already
their questions are answered as quickly as possible. and actively participates in its working meetings. This
and opinions. Customer reviews allow teammates to ensure begun and launched new actions:
In 2021, the average turnaround time was 1.9 day, with an organisation has created a Restricted Substances List
that the company is meeting its user safety and satisfaction  Flame retardants used on tents for the Canadian and U.S.
answer provided within 40 days. These results are the fruit of (RSL) that includes international information on regulations
requirements; they also offer opportunities for continuous markets have been replaced with safer alternatives that
strengthened processes during the lockdowns and better team governing the use of these substances in finished products
improvement. meet North American standards. Also, these tents now use
integration. for the textile and footwear industry. Decathlon's chemical
In line with their quest for excellence, in 2021 our Design teams risk management teams share this list with our suppliers a water-repellent treatment that does not contain any PFCs
set themselves the ambitious goal of no longer offering any With the creation of a network of Referents to address (perfluorocarbons) on these tents;
as a reference tool, to check and protect against chemical,
products37 with a rating below 4.2/5 by the end of 2022. customer feedback around the world, we were able to handle
health and environmental risks. The RSL is updated in-  A component engineer has been hired to eliminate the toxic
Any product not reaching that score must now be analysed almost as many cases internationally (208) as in France (246)
house every two years and covers all of the materials used substances contained in the glues used by Decathlon and
and a clear decision must be taken on whether to discontinue this year.
in Decathlon’s products. Today, 94% of Decathlon's suppliers by its suppliers;
or redesign the product, or set up concrete action plans. In have committed to comply with this list of substances and  Bisphenols (identified as endocrine disruptors) have begun to
addition to what was achieved at the Sports & Processes level, thresholds.
1million customer reviews received
be replaced in industrial textile processes, during which they
there has been increased monitoring of products with ratings are commonly used for dyeing polyamide. Decathlon is one of
More than Decathlon is also inspired by all the work done by the Zero
below 4.2 to obtain an overview of how this new strategy is the first companies to address this issue and to demand that
(> 1.5 million in 2020) Discharge of Hazardous Chemicals (ZDHC)38, foundation,
being deployed within the company. Since its launch in 2021, safer alternatives be used throughout its value chain. This
for everything concerning the risk management of chemicals
the Product Excellence strategy has already led to a general work will be accelerated in 2022 until all of these substances
in factories and in wastewater treatment, mainly in the textile
improvement in Decathlon’s offering, with the percentage
of products with ratings below 4.2 declining from 14.5% in
January to 11.1% in December.
Overall user rating for
Decathlon products: 4.5/5 process. In 2021, our teams actively worked on our application
for membership in the ZDHC foundation, which we will obtain
of concern have been totally eliminated.

(4.48/5 in 2020) in 2022.

QUALITY RETURN RATE HELPING SUPPLIERS Because pandemic restrictions prevented them from going Why was this alignment important?
to the plants, the Decathlon teams set up regular steering
RPM * (returns per million) is an indicator for the quality MANAGE CHEMICAL RISK and skills committee meetings in 2021 so they could stay in
Our suppliers asked if they could use our training to prepare for
of our products. A deteriorating RPM (increase in the audits efficiently and avoid nasty surprises. We worked hand in
touch with their Relay teammates, share the latest advances, hand with the HRP, Environment and Quality teams to best match
quantity of returned products) may be the sign of a design At Decathlon, product safety is crucial. As in all production-
monitor the set targets and increase data robustness. the requirements presented in the training with those of the three
or production problem for example, or it may indicate user related processes, chemical risk management is controlled
dissatisfaction with the product usage. For the analysis to across the board, with the objective of ensuring supplier grids.
be relevant, we look at the evolution of this indicator over autonomy by raising their level of competence in this area. Also, we now display the audit score in each of the training topics.
time rather than its raw value. In 2021, the strong focus on Chemical risk management at Decathlon is based around We also want to evolve content over time to include emerging
quality issues and the implemented action plans reduced several areas: topics such as endocrine disruptors; this will allow us to go further
the return rate by 10%.
 Establishment of a restrictive list of substances
Elise TURBELIN and prepare suppliers for future regulations, even though these
* RPM = (quantities returned / quantities sold) * 1,000,000 Chemical Safety Manager subjects are not currently audited.
in our value chain paired with a control plan to ensure
compliance;
 Development of a network of testing laboratories;
How many suppliers have been trained
QUALITY RETURN RATE Why offer new chemical risk training to suppliers? and what was their reaction?
 Management of non-conformities;
FOR DECATHLON PRODUCTS We wanted to create much more interactive and tailored training.
 Supplier and team training; The ongoing COVID-19 crisis made it very difficult to organise
PER MILLION PRODUCTS AS AT 31/12/2020 After nearly a year’s work, we are proud to be able to offer our training this year. Still, we have trained 21 suppliers using this
 Management of questions/feedback from our suppliers a tool that follows a chemical’s cycle of use from its new tool since June 2021 and we are also offering distance
customers and authorities on the subject. arrival in the warehouse to shipping to stores. Every step is training39.
1,269
1,158 1,159 1,213 1,072 Supplier training is led by the country production and included. With this new format, we can now tailor training to our
988 We have received very good feedback from both the most
industrial processes teams, based on a risk matrix. The suppliers’ specific problems and target the suppliers that are advanced suppliers and those having the greatest difficulties,
training is provided by Training Relays directly on the having the greatest difficulties so we can help them improve. particularly with regard to the level of detail provided in the
ground to improve the chemical risk management system Production Responsibility (HRP) audits and the Environment and content. The suppliers were very receptive and the training
in the plants, at the product, employee and environmental Quality audits show that we still have work to do, which was also sessions provided real moments of sharing that we hope to see
levels. a reason that motivated us to change the training to bring it in even more of in 2022.
line with the audit grids.
2016 2017 2018 2019 2020 2021

37. Products with "active" status having at least 18 reviews (worldwide), 38. ZDHC: an initiative that brings together a global ecosystem of organisations to build common guidelines promoting the use of less hazardous chemicals: https://www.roadmaptozero.com/
including products of other international brands. 39. A total of 43 suppliers attended chemical risk training throughout 2021, and 21 of them were trained using the new tool developed by the Quality team.

44 #TomorrowStartsToday 2021 NFRD 45

 PRESERVING NATURE

PRESERVING 'Preserving nature' represents a major

pillar of Decathlon's commitments and
NATURE covers three wide scopes of action:
THE PLEASURES
OF SPORT IN
A PRESERVED
1_FIGHTING AGAINST
ENVIRONMENT CLIMATE CHANGE
AND PROTECTING BIODIVERSITY

2.1_DEVELOPING
MORE RESPONSIBLE PRODUCTS
2.2_COMMITTING TO MORE
SUSTAINABLE CONSUMPTION

3_REDUCING
WASTE AND RECYCLING

46 #TomorrowStartsToday 2021 NFRD 47

 PRESERVING NATURE

1_FIGHTING AGAINST Our commitments for 2026

CLIMATE CHANGE AND STAKES 2026 COMMITMENTS 2020 2021

PROTECTING BIODIVERSITY
To reduce our carbon intensity by 53% (tCO2e/Eur value added1)
Climate in scope 1, 2 and 3 by 2026 from a 2016 base year2 0.88 kg 0.76 kg
change CO2 eq/Eur CO2 eq/Eur
CO2 emission intensity in kg CO2e per pre-tax sales


To reduce our absolute emissions by 90% (tCO2e)

-21.7% -64.7%
in scope 1 and 2 by 2026 from a 2016 base year
In our -90% -90%
stores and
100% 100%
warehouses
100% renewable electricity by 2026
58.7% 82.6%
The supplier sites accounting for 90% of emissions associated
with purchased goods and services are autonomous as regards
measurement of their CO2e emissions
Number of autonomous production sites as

662 sites 764 sites
regards measurement of their CO2e emissions

The supplier sites accounting for 90% of emissions

associated with purchased goods and services define
their own reduction trajectory in line with science
Number of production sites with a reduction trajectory

69 sites 289 sites
validated by Decathlon in line with science
At our
100% 100%
suppliers 90% of our purchase volumes are produced
at supplier sites that use renewable electricity2
Percentage of renewable electricity consumed by the sites
 12% 33%
90% of our purchase volumes are produced
at supplier sites that have an energy efficiency project2
Number of production sites with an energy efficiency programme

20 sites 62 sites
0 coal consumption at our Rank 1 production sites
by 2025 and at our Rank 2 production sites by 2030
Number of Rank 1 production sites that use coal

37 sites 31 sites
Industrial and 90% 90%
90% of relevant sites among our Rank 1 and 2 suppliers
local ecology scored A, B or C in line with our audit grid
at our suppliers 80.4% 77%
Transport <1% of our products are transported by air 4% 1.1%
Drawing up of methodological guidelines and assessment indicators In progress

Biodiversity
100% of new owned stores in France
are “Signature Biodiversité" certified
n/a 0%

DECATHLON IS COMMITTED TO THE UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS:

10% of our French real-estate base
includes the Nature First approach
n/a 1%
The Transition Plan was drawn up in 2020. Some indicators have been created or modified following the deployment of strategies and will therefore be available in 2022.

1. Decathlon's commitment to reduce business intensity, validated by SBTi, is explained in “tCO 2 e/Eur value added”. However, for reasons of clarity and to facilitate the management of this
target in the company, Decathlon manages the business intensity performances of its business units in “tCO 2 e/Eur sales”, and ensures a consolidated level aligned with the target validated
by SBTi. - 2. Decathlon's commitment to reduce its carbon footprint is reinforced by the new Science Based Targets initiative validation, on target scope 1, 2 and 3 in September 2021. This
development was validated in the second part of the year and so the information for ongoing projects will be reported in our 2021 NFRD, taking into account the performance indicators in
force at the start of this period. These indicators will evolve in 2022 in line with the new Group commitments, and they will be reported in our 2022 NFRD. As an example, we have expanded
the way we manage our suppliers to enable them to define their own science-based target trajectory, from a basis representing 90% of our purchase volumes to 90% of emissions associated
with purchased goods and services.

48 #TomorrowStartsToday 2021 NFRD 49

 1_FIGHTING AGAINST CLIMATE CHANGE AND PROTECTING BIODIVERSITY

CLIMATE STRATEGY BREAKDOWN OF OUR GREENHOUSE GAS (GHG) EMISSIONS BY SCOPE4

IN tCO2e AS OF 31/12/2021
In order to make the CO2e emission discrepancies between scope 1, 2 and 3

AND STAKEHOLDERS
more understandable and comparable, Decathlon has chosen to use a graph with a logarithmic scale.

10,884,350 11,067,439 11,698,731

9,516,950 9,874,679 10,428,156

Committing to global objectives

10,000,000 Scope 3

In August 2021, the UN’s Intergovernmental Panel on Climate

Change (IPCC) released what is currently the most up-to-date
assessment of knowledge on the physical bases of climate
change1. This alarming report highlights the unequivocal
role played by human activities in global warming, as they
are causing rapid changes in the atmosphere, oceans, soil,
cryosphere and biosphere in every region of the world.
Given the urgency highlighted once more by the IPCC, Decathlon
1,000,000
continues its efforts to lessen its emissions and follow the
worldwide environmental trajectory to limit global warming to
1.5°C. In 2021, the company made new commitments to this
effect that have been validated by the Science Based Targets
initiative (SBTi)2.

181,557 166,309 160,247 152,651

KEY FIGURES Scope 2
135,792
AS OF 31/12/2021

22.1% fewer CO equivalent emissions

100,000

8.3% per euro of sales excluding taxes compared with 2016

(0.76 kg CO2e/euro sales excluding taxes in 2021, 13.2% less than 2020)
41,644

fewer CO2 equivalent

31,520
emissions per quantity sold 25,428 26,858 27,026 26,391
25,065
compared with 2016 Scope 1
(8.46 kg CO2e/product in 2021,
10.3% less than 2020) 8.0% more absolute emissions compared with 2016
(10,501,320 tCO2e in 2021, 4.6% more than 2020)

10,000

2016 2017 2018 2019 2020 2021

Scope 1: Scope 2 - Market-based method 5: Scope 3:

direct emissions indirect emissions from energy consumption other indirect emissions
(supply, transport, use, end-of-life, etc.)

 The Science Based Targets initiative validates Decathlon’s new commitments that cover its entire value chain
(scope 1, 2 and 3).
BREAKDOWN OF OUR GHG EMISSIONS FOR EACH STAGE IN THE PRODUCT LIFE CYCLE
 Decathlon receives a score of A- in the 2021 CDP climate questionnaire, joining companies that are considered leaders AS OF 31/12/2021
on the subject (B in 2020).
 In house, our environmental databases and calculation methods are being harmonised; this is accompanied by a shift
Product manufacturing: 52%
to more efficient tools.
Site construction and operations: 2%
 Decathlon is developing an in-house climate risk assessment methodology and is continuing its efforts on the main
risks it has identified. Product use: 4%
Raw material extraction: 21%
 The company is maintaining its commitment to international initiatives (RE100, UNFCCC3 Fashion Industry Charter Teammate and customer travel: 12%
for Climate Action, Net Zero Initiative, etc.) to combat climate change collectively and was also an active participant in
COP26. Product end-of-life: 6% Product transport: 3%

4. In 2021, the calculation method changed due to use of the new SAC 1 tool (see note 63 p.161), which meant the historical 2016-2020 data was reprocessed.
1. For more information: https://www.ipcc.ch/about/ In 2022, the 2016-2021 data will again be reprocessed when we begin to use the SAC 2 version.
2. For more information on the Science Based Targets initiative: https://sciencebasedtargets.org/ These changes in the methodology aim to make Decathlon’s carbon assessment more reliable. See note 11, page 188-189, for more information.
3. United Nations Framework Convention on Climate Change. 5. Market-based method: a method that calculates CO2 emissions based on electricity consumption,

50 #TomorrowStartsToday using emission factors relating to the supplier from which the organisation has purchased its electricity.
2021 NFRD 51
 STRENGTHENING TESTIMONIAL Engagement of suppliers
AND DEPLOYING OUR STRATEGIES representing 90% of emissions score
Emmanuel CIBLA For 2021, Decathlon’s performance on engaging its suppliers In 2021, Decathlon again answered the Carbon Disclosure
A GOAL IN LINE WITH THE 1.5°C SCENARIO complies to the Transition Plan objectives in effect at the Project (CDP) questionnaire12. This time, the company was
Climate Strategy Leader
beginning of the reporting period. These relate to the perimeter of awarded an A- (leadership), an improvement over 2020
Following Decathlon’s announcement of its initial targets in suppliers with which Decathlon has direct contractual relations. (B score), despite the stricter requirements.
20206, the Science Based Targets initiative officially validated “Bearing in mind the critical challenge and time
At the end of 2021, the following results can be recorded: This score is based on:
the company’s new commitments on its three emission scopes pressure of the climate crisis, Decathlon is looking
in September 20217. Decathlon’s commitments are in line with to apply and contribute to the most robust reference  764 production sites are autonomous in measuring their CO 2e  Team efforts on the level of detail assigned to the various
the global trajectory to limit global warming to +1.5°C, the IPCC’s frameworks, in line with the recommendations emissions (compared with 662 in 2020); CDP questions (in particular, opportunities related to energy
most ambitious benchmark scenario: of the international scientific community.  289 production sites have set a reduction trajectory that was transition);
 To reduce its absolute emissions by 90% (tCO2e) in scope 1 In that regard, SBTi’s validation of our reduction validated by Decathlon in line with science10 (69 in 2020);  The definition of ambitious commitments validated by the
and 2 by 2026 from a 2016 base year; trajectory throughout the value chain is right on  33% of the electricity used by the production sites is from Science Based Targets initiative with the integration of a
target. Building upon this achievement, Decathlon renewable sources (12% in 2020)11; target on scope 3;
 To reduce its carbon intensity by 53% (tCO2e/Eur value aims at continuing its efforts and reviewing the
added) in scope 1, 2 and 3 over the same time frame;  Rank 1 suppliers are phasing out the use of coal: 17% of  The degree of involvement in corporate governance on
compatibility of its business model with a “low
 To engage suppliers accounting for 90% of emissions measured emissions for Decathlon’s production are related sustainable development issues.
carbon +1.5°C” world, and it intends to embrace the
associated with purchased goods and services to define their to coal use, compared with 23% in 2020; The CDP also identified areas for improvement: to increase
opportunities provided by an economy based on
own reduction trajectory in line with science. optimal product use, circularity and services.”  62 production sites have an energy efficiency programme mobilisation of the value chain on the new SBTi commitments
(20 in 2020). and to publish more information on climate risks13.
Decathlon expects these indicators to change in 2022 to reflect
the company’s new level of commitment on a perimeter that
has been extended to the entire value chain upstream of the
company, in line with the ambition validated by SBTi and the
expectations of the Fashion Industry Charter for Climate Action
sponsored by the United Nations Framework Convention on
Climate Change.
2021 PERFORMANCE carbon footprint, by the effects induced by the price evolution
of Decathlon products and by the characteristics of the mix of More information on supplier engagement

Full information on 2021 performance p. 160.

in decarbonising production on p. 60.
items purchased by customers:
90% reduction in absolute emissions (scope 1 and 2)
 Products8: as economic activity rebounded and the quantities
Between 2016 and 2021, there was a 64.7% decrease in our sold increased (+17%), the absolute emissions of CO2e rose in
absolute emissions (tCO 2e) on scope 1 and 2. 2021. However, thanks to Decathlon teams’ efforts to reduce
 On scope 1: our absolute emissions increased by 24% the impact of design, the company has been able to limit
compared with 2016, due to the increase in Decathlon’s this increase to +8.0% between 2016 and 2021. The share of
surface area after 2020, which saw the temporary closure of Decathlon’s sales of Ecodesign products was multiplied by AREAS WHERE DECATHLON CAN REDUCE ITS CARBON INTENSITY
many sites due to COVID-19 restrictions. The impact of our 1.8%, from 5.9% in 2020 to 10.4% in 2021. So, for products
Decathlon is taking action in different areas along its entire value chain to reduce its carbon intensity by 53% on scope 1, 2 and 3
natural gas consumption continues to increase in absolute representing Decathlon’s greatest impact, it is possible to
between 2016 and 2026. The following actions have been identified to contribute to this commitment:
terms and there was a sharp increase in emissions caused see a 15.4% reduction in CO2 emissions per euro of sales
by air conditioning. excluding taxes compared with 2016. Our encouragement
 On scope 2 (market-based method): despite an increase of suppliers to use only renewable electricity to manufacture
products has contributed significantly to this performance. It
19% 12.5% 30%*
in overall electricity consumption, progress made in the Actions to explore 100% polyester derived from DESIGN ACTIONS
purchase of renewable electricity has reduced Decathlon’s should be noted that the change in the tool consolidating the more sustainable sources
impact by 77.1% on scope 2 compared with 2016. In 2021, product environmental impact has led to historical data being
reprocessed and also contributes in a decorrelated manner to
9% 21%
82.6% of the electricity consumed by the company was Metal derived from more PRODUCTION ACTIONS
generated using renewable sources. this performance of the actions Decathlon has undertaken. sustainable sources
More information on the renewable energy
   More information on performance
  
Transport of products
4%
4% 26%
used in stores and warehouses on p. 58. related to ecodesign on p. 77. RETAIL ACTIONS
Other ecodesign actions
Therefore, the 64.7% decrease in absolute emissions (tCO 2e) on  Site construction and operation: a significant reduction in 2% -53% CO2/Eur 3%
4%
scope 1 and 2 is due to the results observed on scope 2, which Other actions Cotton & plastics derived
emissions on scope 3 compared with 2016 can be observed. value added
accounted for 87% of the emissions on scope 1 and 2 combined This is due to a decline in the number of buildings being built 2.5% from more sustainable sources TRANSPORT ACTIONS
in 2016. RE & energy efficiency 1.5%
for new store openings.
Recycling 19%
53% reduction in carbon intensity (scope 1, 2 and 3)  Customer and teammate travel: customer travel and ACTIONS TO EXPLORE
teammate business trips increased between 2020 and 12%
In 2021, Decathlon’s economic carbon intensity on all its 7% 100% of Priority 1** suppliers
scopes decreased by 27.5% in tCO2e/euro of added value 2021 following the easing of COVID restrictions and the Growing share
*Design actions in progress of being
use renewable electricity re-evaluated (alignment with European
and by 22.1% in tCO2e/euro sales excluding taxes. For resumption of business. However, thanks to the development of digital sales
of ecomobility and lower emission factors since 20209, 9% norms and recent tool, methodology
and database upgrades for Life Cycle
practical reasons, the teams are encouraged to fulfil the SBTi 0 Coal Assessments - LCAs).
emissions related to customer travel and teammate business
commitments on the basis of this second indicator. 14% 0.5%
travel have decreased with respect to 2016. Sustainable sales Energy efficiency **Production sites chosen by
The 2021 performance on the tCO 2e/euro sales excluding taxes Decathlon buyers to be managed
indicator can be explained by the concrete actions undertaken, More information on customer
   on decarbonisation issues.
and teammate ecomobility on p. 92.
by the methodological changes in consolidating Decathlon’s

10. Decathlon suppliers use the SBTi methodology to define their annual reduction targets.
6. For more information, see 2020 NFRD, p. 52. These action plans are validated by Decathlon, each supplier sending a signed letter of commitment.
7. The Science Based Targets initiative validated Decathlon’s ambitions for scope 1 and 2 as being in line with the global commitment 11. 519 production sites were chosen by Decathlon buyers to be managed on decarbonisation issues as of 31/12/2021.
to limit warming to 1.5°C, the IPCC’s most ambitious baseline scenario which requires global carbon neutrality by 2050. 12. For more information on CDP: https://www.cdp.net/en
SBTi is currently developing a classification methodology for companies’ scope 3 targets for the 1.5°C scenario. 13. The results of the 2021 questionnaire were published prior to the release
8. Excluding transport. I 9. For example, the CO2 emitted per kilometre travelled by car decreases each year. of Decathlon’s “Task Force on Climate Related Financial Disclosures” report.
52 #TomorrowStartsToday 2021 NFRD 53
 DECATHLON CARBON FOOTPRINT

PRODUCT CO2 eq EMISSIONS

LCA production LCA production

 Environmental phase reprocessing14 phase reprocessing14
Transition department
Impact of each product
 IT support x quantity sold PRODUCT SITES CUSTOMERS &
PRODUCTION TRANSPORT (STORES AND WAREHOUSES) TEAMMATES TRAVELS

 20 Sports &
Processes Environmental  57 environmental
Assessment Referents  50 CO2 in transition leaders
Real design data
(raw material weight, Production Referents
 120 environment relays process sequences)
in Sports & Processes teams Suppliers energy consumption
 IT support  200+ users Data related to stores Kilometers traveled by
and warehouses operations customers and teammates,
(energy consumption, AC, site modes of transport
 IT support Kilometers traveled,
construction, waste generation, etc.)
modes of transport,
 IT support specific fuels, etc.
 1000+ assessors
Life Cycle Analysis (LCA)

 15 Industrial
Processes Environmental  Environmental  Environmental
Data Referents Transition department Transition department
 Environmental
Transition department  IT support  IT support
 IT support

NETWORK ENVIRONMENTAL
TOOLS
OF REFERENTS DATABASE

CALCULATING THE IMPACT OF OUR ACTIVITIES AND STEERING PERFORMANCE

TOWARD GOVERNANCE  Resource Advisor17 is a tool used by Decathlon suppliers to  Metrio20 measures since 2020 the environmental impact the PACE tool for the environmental assessment of sports
OF ENVIRONMENTAL DATA share their monthly energy consumption data: more than 900 of the countries in which Decathlon is present. The tool’s articles;
In 2020, the design, production, logistics and retail teams production sites now have access to this tool and 764 use it analytical tables are used to support the implementation of  The network of Industrial Processes Environmental Data
were equipped with specific tools to improve the calculation regularly. Suppliers can enter several types of data, including environmental policies21. Metrio covers 90% of the impact of Referents: about fifteen people are responsible for selecting
accuracy of their business impact. This year, the focus was energy sources (kg of coal, kWh of electricity, m3 of natural our store and warehouse activity 22. In 2021, 34 teammates Decathlon's most representative production environmental
on harmonising the environmental databases, definitions and gas, etc.), as well as business-related information (number of from different countries were trained to use this tool and data. If this data is not available in public databases, the
calculation methodologies used by these teams. In this way, items produced, size, weight, production process, etc.). The to analyse CO 2 data. Q&A sessions were also held at each Referents work with the company’s suppliers and independent
Decathlon aims to establish true governance to professionalise tool uses emission factors18 to calculate the CO2e emissions quarterly collection to assist employees in their reporting. design offices specialising in life cycle analysis to develop
the structuring and management of its environmental data. for each production site and displays the performance of the Work has been carried out to improve the Metrio tool and data in accordance with European requirements;
entire panel of suppliers on interactive dashboards; reduce the risk of error. In 2022, we aim to finalise the
Tools used by Decathlon in 2021:  The network of CO2 in Production Referents: 50 people are
 EcoTransIT World19 is a tool developed specifically to identify automation of data import and improve data reliability.
responsible for monitoring suppliers’ energy measurement and
 SAP Analytics Cloud has been used since 1 January 2021
15
the CO2 impact of transporting Decathlon products. It provides their Science Based Targets commitments, and for monitoring
to make Decathlon’s overall environmental performance a more accurate itemised costing, with more real data and A NETWORK RESPONSIBLE action plans to reduce the carbon impact in production;
visible (emissions of CO2e and sales realised with Ecodesign less average or extrapolated data. It also improves reliability
products), and enable the Sports & Processes teams to take
FOR MONITORING CO2 EMISSIONS  Country environmental transition leaders: 57 people are
by reducing manual entry;
appropriate action. In 2022, this tool will add the impact of the Members of the CO2 emissions monitoring network use these responsible for measuring CO2 emissions and for actions to
products measured using the Glimpact tool16; tools for greater autonomy and to assist them in decision- reduce them. To support this network, Decathlon created a
making. Each CO2 Referent is responsible for assessing regional CO2 Referent role in 2021, to improve local expertise
 PACE is an in-house tool centralising information related
emissions and for ensuring that action is taken to reduce them. and autonomy in four specific geographical areas. The goal is
to article design (raw materials, industrial processes, etc.).
The network is composed of several groups of stakeholders at to appoint a local Referent for each of these areas by the end
This information is then used in Glimpact to calculate the
different levels of the company: of 2022.
environmental impact of all our products and components; 14. Reprocessing is intended to replace data
estimated in product ACV generated during design with  The network of Sports & Processes Environmental
data measured using internal tools when available.
15. More information on SAP Analytics Cloud: https://www.sap.com/ Assessment Referents: about twenty people are responsible
16. More information on Glimpact on p. 75. for training component and product engineers in using
17. More information on Resource Advisor:
https://www.se.com/fr/fr/work/services/energy-and-sustainability/energy-and-
sustainability-software/energy-management-software-resource-advisor.jsp
18. Emission factors translate energy use into greenhouse gas emissions. 20. For more information on Metrio: https://www.metrio.net/
They depend on the country and energy source. 21. As a French company, Decathlon is legally obligated to calculate and report the carbon footprint of each subsidiary: Carbon footprint per legal entity – French law.
19. For more information on EcoTransIT World: https://www.ecotransit.org/en/ 22. Based on real or estimated data, see methodological note on p. 163.

54 #TomorrowStartsToday 2021 NFRD 55

 MEASURING RISKS TO WORK ON ADAPTATION SCENARIOS PARTICIPATING IN INTERNATIONAL INITIATIVES
Following initial theoretical work modelling climate risks and In addition to developing a new methodology, Decathlon To take action to collectively combat climate change, Decathlon has been involved in international initiatives and coalitions30 for
opportunities by EcoAct23 in 2020, Decathlon decided to continued working on the risks and opportunities identified in several years, including:
develop a new in-house methodology this year, to identify and 2020, focusing particularly in 2021 on issues related to water
study more deeply the issues along its entire supply chain that and rising temperatures:
are specific to the company. Begun in 2021, this methodology
1. Water scarcity in the supply chain: the decline in the
was then presented to the Agence de la Transition Ecologique Contributing to global carbon neutrality: Evaluation and reporting standards:
availability of water for manufacturing will lead to a direct
(ADEME)24 in France and to the Oficina Española de Cambio
increase in production costs and supply difficulties for
Climático (OECC)25, the governing body of Spain’s ministry of
suppliers. In 2020, Decathlon conducted a first study with its
Ecological Transition and Demographic Challenge.
partner suppliers that revealed that fourteen of them are at
The goal is to assess the company’s main vulnerabilities and an extremely high risk of water depletion by 2030 under the
to map climate risks so the company can anticipate their RCP 8.5 scenario27. To lessen this vulnerability in the supply
management and reduce their direct impact. The positive chain and to find adaptation options, we launched various
feedback from ADEME and OECC (working together in a water management projects in 2021. One of these is the
working group as part of a consultation process), encouraged Sustainable Textile Processing project co-constructed by
Decathlon to implement this methodology, which incorporates several of Decathlon’s industrial process teams to determine
the risk of maladaptation26 for the first time. It will be launched Commitment standards:
the best balance between directly reducing the amount of
in 2022. water used and the energy consumption required for water
treatment. To develop new industrial practices in production,
Decathlon added specific questions to its environmental
TESTIMONIAL audit grid28 to encourage its suppliers to accurately and
regularly assess their water consumption, as well as setting
up closed-circuit recycling and use systems.
Sergio GONZÁLEZ 2. Global temperature increases: rising temperatures are
Climate Change Adaptation Leader, affecting operational activities at our suppliers, on the
Decathlon United logistics chain and in stores. So, Decathlon needs to work to
mitigate the direct impacts of this phenomenon, which could
“To minimise our vulnerability and avoid falling lead to a greater need for air conditioning. Under the RCP 8.5
into the traps of maladaptation, we need to strike scenario, 95 stores, four warehouses and 22 of our partner
the right balance between mitigation strategies suppliers are currently at extremely high risk of heat waves.
(reducing emissions) and adaptation strategies More information on these initiatives

To address this risk, the company launched a survey in 2021 and coalitions on p. 137.
(reducing vulnerability). As the climate changes, of internal best practices related to building insulation and
certain adaptation measures such as the greater store and warehouse energy efficiency.
use of air-conditioning, can be counterproductive.
By deepening our analysis of risks and opportunities,
we acquire knowledge that will enable us to make In November 2021, Decathlon was also an active participant
better decisions about business sustainability and at the 26th Conference of Parties31 (COP26) in Glasgow. Ahead
protecting the planet. We also need to bear in mind of the event, Decathlon and 778 other companies signed
that the measures we implement could always have an open letter published by the We Mean Business coalition,
an impact on people. In this way, adaptation has calling on G20 leaders to take urgent action to limit global
a fundamentally social dimension.” warming to 1.5°C32. At the France pavilion in Scotland, several
members of Decathlon’s environmental transition team spoke
at round tables about the role companies play in contributing
to carbon neutrality33 and the decarbonisation of the value
chain (Climate Group)34 . As a signatory of the Fashion Industry
Charter for Climate Action sponsored by the United Nations
Framework Convention on Climate Change, Decathlon also
contributed to drafting the new version of the charter published
for this global event35. Finally, the company’s representatives
at COP26 contributed to awareness-raising activities through
the organisation of “The Climate Fresk”36 and “2tonnes”37
workshops, and their participation to a conference on employee
engagement organised by the New York Times Climate Hub38.
For more information on these elements
see the report based on the recommendations of
the Task Force on Climate-Related Financial Disclosures29 (TCFD):
sustainability.decathlon.com

23. For more information on EcoAct: https://eco-act.com/ - More information on p. 54 of 2020 NFRD. 30. More information on these initiatives on p. 137.
24. For more information on ADEME: https://www.ademe.fr/en/frontpage/ I 25. For more information on OECC: https://bit.ly/OECCesp 31. For more information on COP26: https://www.un.org/fr/climatechange/cop26/ I 32. For more information on the open letter: https://www.wemeanbusinesscoalition.org/g20-2021
26.  Maladaptation is a term used to define an adaptation process that results directly in the increased vulnerability 33. For more information on the round table: https://ademe.smarpshare.com/app.microblog/#/61892b9dccbdf600010f15bf - Watch a replay of the round table here: https://www.youtube.com/
to climate variability and change and/or an impairment in existing and future capacities and prospects for adaptation. watch?v=MOur4Yu9dRk&list=PLoW8sG5JRWlVWt3DoUS0XyT80bF58Wkd9&index=5 I 34. For more information on the Climate Group: https://www.theclimategroup.org/
27. RCP 8.5: The “Representative Concentration Pathway” 8.5 scenario, as defined by the IPCC, is based on no reduction in emissions, 35. More information on this charter p. 62. I 36. For more information on “The Climate Fresk”: https://fresqueduclimat.org/ - More information on p. 91.
which would lead to an average increase in global temperature of between 2.6°C and 4.8°C. 37. For more information on the “2tonnes” workshop: https://www.2tonnes.org/ I 38. For more information on the New York Times Climate Hub:
28. More information on environmental audits on p. 62. I 29. For more information on the TCFD: https://www.fsb-tcfd.org/ https://climatehub.nytimes.com/ - Watch a replay of the conference here: https://www.youtube.com/watch?v=UA4FVNSmm4s

56 #TomorrowStartsToday 2021 NFRD 57

 1_FIGHTING AGAINST CLIMATE CHANGE AND PROTECTING BIODIVERSITY

ACTIONS IN STORES IMPLEMENTING A NEW SUSTAINABLE

REAL ESTATE STRATEGY AT THE UNITED LEVEL

AND WAREHOUSES To achieve its “100% electricity from renewable sources in

stores and warehouses” and “environmental certification for
100% of owned buildings for which this is possible” targets by
2 - Installation of photovoltaic panels on site through Power
Purchase Agreements (PPA): in 2021, Decathlon launched
an experiment with an external partner to install solar panels
2026, Decathlon has developed a new United-wide strategy at six stores in China and five in India, for which PPAs are

Improving our buildings’ environmental performance and launched initial testing in 2021. This strategy will first be
deployed for stores and warehouses owned by the company,
being negotiated. The goal is to build on the results of these
first tests to speed up the installation of photovoltaic panels
followed by leased buildings. Priority is given to: on site, to ensure that most of the buildings owned by
According to the latest report by the Global Alliance for As economic activity starts up again, a significant increase in 1 - Accelerating the environmental certification of stores Decathlon can be equipped with them. These programmes
Buildings and Construction (GlobalABC), hosted by the UN emissions is likely if no effort is made to decarbonise buildings and warehouses: Decathlon is focusing on international can then be complemented at a later time with off-site
Environment Programme (UNEP), the construction sector and improve their energy efficiency. Recognising the crucial certifications for its buildings and more specifically on EDGE renewable energy solutions;
represented 37% of energy-related emissions in 202039. While importance of this issue in the fight against climate change, (Excellence in Design for Greater Efficiencies) certification40; 3 - Biodiversity: Decathlon is conducting regulatory monitoring to
the COVID-19 pandemic led to significant decreases in CO2 Decathlon committed to 100% renewable electricity by 2026 this is a programme developed by the International Finance anticipate future local legislation on biodiversity. In 2022, our
emissions from buildings and construction, this report warns and launched a new international sustainable real estate Corporation, a member of the World Bank group. Of the teams plan to define a trajectory to reduce Decathlon’s impact
of the lack of real transformation in the sector. strategy in 2021. 356 stores owned by Decathlon, 101 have already received on biodiversity in countries that are subject to new laws.
certification (LEED, BREEAM, HQE, EDGE, etc.). In 2021, four  
More information on p. 66.
leased stores (three in Malaysia, one in India) underwent
testing for EDGE certification;
KEY FIGURES
AS OF 31/12/2021
TESTIMONIAL

82.6% of electricity from renewable sources Glauber FECCHIO

(58.7% in 2020)
-64.7% CO emissions 2
Real Estate Sustainable and Procurement Leader

on scope 1 and 2
“For the first time, Decathlon has adopted an international strategy to make its stores and warehouses more
(compared to 2016, -21.7% in 2020) sustainable: this is a big step for our company! In 2021, we focused on building a solid foundation for matters

26.9% of owned stores sales area of renewable energy, environmental certification, biodiversity and centralised purchasing. At the same time, we
launched several experiments for both our owned and leased buildings to test the feasibility of this new strategy.
with environmental certification In 2022, our objective will be to build on these experiments, increase the number of certified stores and sign as many
(21.6% in 2020) power purchase agreements (PPAs) as possible. Today, it is essential that Decathlon works harder on these issues
internationally, both to preserve the environment and to protect our company’s viability.”

CHANGE IN ENERGY CONSUMPTION - STORES AND WAREHOUSES

PER YEAR WORLDWIDE, IN KWH/M2, AS OF 31/12/2021

127.2 118 111

98.6
108.1 CHOOSING RENEWABLE ENERGIES TESTIMONIAL

74 Energy consumption is at the heart of all of Decathlon’s activities.

58.1 53 51.9 52.4 In 2020, Decathlon committed to use 100% of electricity from Emma WOOLLEY
renewable sources in its direct activities by 2026 in its efforts to
Renewable Energy Project Manager
limit its impact on the planet.
In 2021, nine new countries/regions joined us on this path,
enabling Decathlon to reach 82.6% renewable electricity “Despite the lockdowns and the pandemic-induced
STORES 2017 2018 2019 2020 2021 WAREHOUSES 2017 2018 2019 2020 2021 compared with 58.7% in 2020 (mainly through the purchase of store closures, we made our greatest progress this
Guarantees of Origin certificates). Decathlon has put in place year towards fulfilling our commitment to ‘100%
various international actions to achieve this result: for example, renewable electricity by 2026’. In fact, we increased
several stores were equipped with solar panels in Portugal our renewable electricity from 58.7% in 2020 to
(four stores) and Thailand (two stores). In China and Russia, 82.6% in 2021! Nine new countries/regions joined
the company purchased Guarantees of Origin for 100% of the us this year, including China and Russia. These
electricity consumed. This is currently the easiest and fastest two countries alone account for 17% of Decathlon’s
solution to implement, given local legislation in both countries; total electricity consumption, so their commitment
 Decathlon is developing its first sustainable real estate strategy at the United level, as well as establishing initial studies are also under way to install solar panels and develop marks a real turning point for us. These results were
experiments on renewable energies on site (photovoltaic panels) and on the environmental certification of clean power purchase agreements (off-site PPA). made possible thanks to the hard work of each of
buildings. these countries’ renewable energy managers and
9 new countries/regions have committed to electricity environmental transition leaders who have invested
 Nine new countries/regions joined Decathlon’s commitment in 2021, enabling the company to reach 82.6% electricity consumption from renewable sources: Brazil, China, Croatia, in renewable electricity solutions locally.”
from renewable sources (mainly through the purchase of Guarantees of Origin certificates. Philippines, Portugal, Romania, Russia, Taiwan and Thailand.

39. For more information: https://www.unep.org/resources/report/2021-global-status-report-buildings-and-construction 40. For more information on EDGE: https://edgebuildings.com/

58 #TomorrowStartsToday 2021 NFRD 59

 1_FIGHTING AGAINST CLIMATE CHANGE AND PROTECTING BIODIVERSITY

SUPPLIER ENGAGEMENT SUPPORTING OUR SUPPLIERS IN DECARBONISING PRODUCTION

AN AMBITIOUS NEW REDUCTION TRAJECTORY
After Decathlon’s first climate target was validated by the Science Now, the priority is to map the scope of action to identify, for

Encouraging our suppliers to adopt

Based Targets initiative in 2020 for suppliers representing 90% each product family, the steps in the manufacturing process
of our purchasing volumes, the company decided to increase its and the suppliers representing 90% of emissions associated
with Decathlon's product and service purchases.
more environmentally friendly practices
ambitions and to expand its scope of action in 2021.
In September 2021, the Science Based Targets initiative officially
validated Decathlon’s new emissions reduction trajectory along
RENEWABLE ENERGIES IN PRODUCTION
its entire value chain42. Two objectives are directly related to Our production sites must use renewable energy sources if we
In 2021, 73% of Decathlon’s total CO2 emissions were derived In order to reduce the risk of pollution that may affect the scope 3 and the activities of the company’s suppliers: are to drastically reduce the CO2 impact of Decathlon products.
from the extraction of raw materials and the production stages health of the local populations and to maintain the practice In 2021, the consumption of renewable energy in production
 To reduce its carbon intensity by 53% (tCO2e/Eur value added)
required to manufacture sporting goods. To contribute to the of sports in its production areas, Decathlon is also committed more than doubled: 33% of the electricity used on the
in scope 1, 2 and 3 between 2016 and 2026;
global effort to carbon neutrality by 2050, it is essential that to the ongoing reduction of environmental impacts caused by production sites of Decathlon suppliers is of renewable origin,
Decathlon works with its suppliers to reduce its footprint along the production of Signed Sports products. To achieve this goal,  To engage suppliers accounting for 90% of emissions
compared with 12% in 202044.
its entire value chain. Since the energy used in production the company must address the issues arising from the use of associated with purchased goods and services to define their
worldwide is still generated primarily using fossil fuels (coal, resources, the industrial contamination of water, soil and air, own reduction trajectory in line with science. Manufacturing and industrial processes teams worked hard
gas, oil), Decathlon decided in 2017 to assist its suppliers in and CO2 emissions jointly with its suppliers. with their supplier panel to progress on this issue in 2021. This
Following the announcement of this new trajectory, Decathlon
their transition. To monitor their emissions, suppliers measure is the case of the footwear industrial process, where more than
This is why Decathlon conducts environmental audits at its 248 held a webinar to explain its new climate ambitions to its buyers
their carbon footprint every month using the Resource Advisor 90% of the electricity consumed by Rank 1 suppliers is now
supplier production sites that present the greatest risk and that and to members of the production network43.
tool, which is now being used by 764 production sites (up generated using renewable sources.
generate more than 50 cubic metres of wastewater per day
from 662 in 2020). Since 2019, Decathlon has been working due to their industrial processes (dyeing, leather tanning, textile
to engage its suppliers in setting emission reduction targets printing, surface treatments and metal painting, for example).
using the Science Based Targets initiative criteria and has
made this commitment a pillar of its decarbonisation strategy.
TESTIMONIAL

Ambreen TABASSUM
KEY FIGURES41 Sustainable Development Operational Process Manager, Decathlon Bangladesh

289 production sites

AS OF 31/12/2021
“Production decarbonisation is a project that is particularly important to me, so I am very pleased to be involved
in a mission that is so meaningful for Decathlon and our planet. In 2021, our project made significant progress in
have set a reduction trajectory that was
Bangladesh: we were able to get 23 of our 26 Rank 1 suppliers to commit to their Science-Based Targets trajectories.
validated by Decathlon in line with science
764 (69 in 2020)
Five of them have installed solar panels on their sites and 17 are working on feasibility studies with GIZ45 to generate
electricity on site. We are also cooperating with other brands in the sector and with the United Nations Development
production sites are measuring Program to establish power purchase agreements (PPA), as well as other solutions supported by local legislation to
their CO2e emissions use more renewable energy sources and to be aligned with our mission: to be useful to people and to their planet.”

33% of the electricity used on production

(662 in 2020)

sites is of renewable origin

(12% in 2020)

STRONGER COMMITMENTS In 2021, priority was given to energy audits conducted with the
ON ELIMINATING THE USE OF COAL assistance of external organisations:
In 2021, 17% of the emissions measured on the sites of  In particular, Decathlon worked with the Apparel Impact
Decathlon’s Rank 1 suppliers were linked to coal use, compared Institute46 to enable ten of its suppliers in the textile sector to
with 23% in 2020. In order to increase its efforts to eliminate this participate in the Clean by Design programme to reduce the
highly polluting fuel, and having already committed to do so for environmental impact of this industry;
its Rank 1 suppliers by 2025, Decathlon has set a new target to  Reset Carbon assessed the energy maturity of seven suppliers
 The Science Based Targets initiative has validated Decathlon’s new climate targets directly related to scope 3 and its eliminate all coal use by Rank 2 suppliers by 2030. To fulfil
suppliers’ emissions. in the footwear industrial process and 24 suppliers in the
this commitment, teams have conducted feasibility and costing textile process. Using this analysis, it was possible to identify
studies for most of the production sites that currently use coal energy efficiency actions and related potential gains.
 33% of the electricity used on Decathlon suppliers’ production sites is of renewable origin (12% in 2020).
and are now working on reduction trajectories.
A team of Decathlon engineers also launched the “Sustainable
 Decathlon has strengthened its commitments to eliminate the use of coal by also involving its Rank 2 suppliers. Textile Processing” project, which supported 23 suppliers
ESTABLISHING ENERGY EFFICIENCY PROGRAMMES
having the highest energy consumption in 2021. Through this
 Decathlon has updated its audit grid and revised its Code of conduct to incorporate stronger requirements vis-a-vis its In order to reduce the impact of its suppliers emitting the most
project, actions to optimise processes and reduce energy losses
suppliers. CO2, Decathlon is helping them analyse their energy maturity
were implemented.
and then implement suitable efficiency programmes.
 Two years of pandemic, new audit grid requirements and a new calculation method are impacting our panel’s
performance: 77% of our Rank 1 and Rank 2 suppliers' production sites were rated A, B or C for environmental
management at the end of 2021, down 4.2% from 2020.

42. More information on Decathlon’s new emissions reduction trajectory p. 52.

43. More information on p. 55 : “A network responsible for monitoring CO2 emissions”.
41. Because Decathlon’s new emission reduction trajectory was validated by the SBT initiative in the second half of the year, 44. 519 production sites were chosen by Decathlon buyers to be managed on decarbonisation issues as of 31/12/2021.
the company performance monitoring published in the 2021 NFRD is based on the indicators in effect at the beginning of the reporting period. 45. For more information on GIZ: https://www.giz.de/en/html/index.html
These indicators will change in 2022 to reflect Decathlon’s new level of commitment and will be used in the 2022 NFRD. 46. For more information on the Apparel Impact Institute: https://apparelimpact.org/
60 #TomorrowStartsToday 2021 NFRD 61
 Today, the countries with the most sites involved in 3 - Hazardous waste management (chemical, bio-chemical,
TESTIMONIAL
environmental management are China, Bangladesh, India and electrical or production): hazardous waste must be stored in
Vietnam. specific areas, protected from weather events (rain and sun),
Tristan LOUIS However, this indicator will change in 2022 to target two and pose no risk of a leak reaching groundwater, the main
“Decarbonising our Production” project leader objectives: sources of drinking water. In 2021, Decathlon increased its
expectations regarding chemicals by requiring accurate
 E xpand the scope of the sites undergoing environmental
tracking of the quantities of hazardous waste entering plants
audits, in order to add new industrial processes with low
“The energy used by industry is one of the most important levers Decathlon can use to reduce its carbon impact. and generated by the supplier;
water consumption but high environmental risk;
Since 2020, the sharp increase in emissions measurements at our suppliers and the implementation of Science- 4 - Air pollution: the release of fine particles, harmful gases
Based Targets objectives has enabled us to set ambitious trajectories for production, including reducing CO2  Enable better control of environmental risks.
(NOx and SOx) and other types of gaseous pollutants into the
emissions as an absolute value: I am very proud of this. Our suppliers are working with us and have taken actions to atmosphere must be limited and suitable filtration systems
How are audits performed? And by whom?
optimise their consumption, modify their energy mix and move away from the most polluting sources of energy. But must be installed in the plants. To clarify its requirements,
all of this would not have been possible without the 50 or so Decathlon teammates, CO2 Relays in the countries of In each of its countries of production, Decathlon deploys OPM
Decathlon published a guide in 2021 establishing the
production, who assist these suppliers on the ground and who are driven by this same desire to reduce our impact.” SD (Operational Process Manager Sustainable Development)
maximum recommended release level according to the
Referents in charge of leading sustainable development projects
energy sources used (coal, biomass, refined oil and gas);
within the plants. Some of them are dedicated to environmental
management and have been trained to conduct environmental 5 - Energy management: CO2 emissions must be measured on
audits. In 2021, there were 16 such referents. Part of these scope 1 & 2, and long-term strategies must be put in place to
audits are conducted by them in-house, while another part is align emission reduction trajectories with science and with
PARTICIPATING IN INTERNATIONAL CONDUCTING carried out externally by a firm of experts applying identical
standards. The external firm is also responsible for the air and
the goal of limiting global warming to 1.5°C.

INITIATIVES TO LIMIT THE IMPACT OF ENVIRONMENTAL AUDITS water quality tests carried out during each audit and for their Several webinars were held throughout the year for production
teammates to help them best support our suppliers in
analysis.
PRODUCTION ON THE ENVIRONMENT KEY FIGURES understanding the new grid.
AS OF 31/12/2021 How are they scored? Decathlon published a new version of the Code of conduct48
Decathlon is involved in several international initiatives47 to work
Production sites are assessed based on a single environmental following this update, and it now includes the company’s
collectively to limit the impact of production on the environment.
audit grid with five levels: A, B, C, D and E. Decathlon requires its decarbonisation expectations: it presents Decathlon’s minimum
Several achievements can be mentioned for 2021:
suppliers to obtain a minimum score of C. If they are assigned requirement (corresponding to a C score on the grid) and its
 UNFCCC: as a signatory to the Fashion Industry Charter for goal for its suppliers’ production sites (B score) for each subject.
248 Rank 1 and 2
a D, the supplier has a period of six months to a year to take
Climate Action since 2019, Decathlon participated in drafting corrective action. If they receive an E related to an immediate
the new version published for COP26. This version increases risk of pollution for the environment, actions are instantly
production sites underwent PERFORMANCE OF OUR
the commitments of textile brands in fighting climate change. implemented and can include immediate suspension of
Decathlon also participated in a working group under the environmental audits PANEL OF SUPPLIERS IN 2021
production until the problem is resolved. The scores are then
auspices of the United Nations Framework Convention on (255 in 2020) In 2021, 77% of the relevant sites for Decathlon's Rank 1 and
published within the company to obtain an overall Decathlon
Climate Change to develop online training for suppliers. This 2 suppliers rated A, B or C on a scale ranging from A to E. The
United vision, then by country and finally by process.
“Climate Action Training for the Fashion Industry” consists audit reflects a situation at a given time, which makes it possible
More information on the purchasing strategy,
 to identify short, medium and long-term improvements at the
of five modules dedicated to climate change, greenhouse
gas emissions, their measurement, trajectory setting and
reporting, and energy efficiency and renewable energy
77% of relevant sites for our Rank 1 audit system and production skills on p.29.
production site.
Because of the COVID-19 crisis, some suppliers could not be
solutions. Six of Decathlon’s suppliers attended this course in
and Rank 2 suppliers were rated A, B or C EVOLUTION OF THE AUDIT GRID audited in 2020. In a concern for transparency and reliability,
three pilot countries before the modules were made available for environmental management AND THE CODE OF CONDUCT Decathlon decided this year to remove all production sites that
to everyone; (80.4% in 2020) are overdue for an audit by more than a year from the list rated A, B
To meet its environmental goals, Decathlon raised its
requirements on existing chapters and added two new themes or C. This new method of calculation and the higher requirement
 GIZ: Decathlon and the German international cooperation
to its audit grid in 2021: environmental risk governance and in our new audit grid explain the apparently poorer results this
agency for development (Gesellschaft für Internationale DECATHLON’S AUDIT SYSTEM energy management. year. In 2021, it became more difficult for production sites to
Zusammenarbeit – GIZ) are pooling their expertise to speed
improve from a D to a C. During the year, production teammates
up the elimination of coal use by industrial companies. Why conduct audits on environmental standards? So, Decathlon now focuses on verifying five main topics: worked hard to maintain ties with Decathlon’s suppliers and to
Several Decathlon suppliers have been put in touch with GIZ
To protect the health and safety of populations living or 1 - Environmental risk governance: suppliers must put in place guide them toward more sustainable development, as reflected
for technical feasibility studies aimed at replacing coal with
working near production sites and plants, and to preserve the a robust governance system that enables the effective by the number of audits performed in 2021 that exceeded the
biomass, for example;
local environment (from waterways to air quality). The aim management of environmental risks. This system assesses pre-crisis level despite the continuation of health restrictions.
 ZDHC: to help its suppliers to develop their risk management is to mitigate the impact of Decathlon’s production on the management organisation, environmental policies,
skills for the chemicals used in plants and for wastewater environment. continuous improvement strategies and the supplier’s ability
treatment, Decathlon’s teams actively worked on its application to detect and mitigate their potential risks through regular
for membership in the Zero Discharge of Hazardous Chemicals What kind of suppliers self-assessments and the implementation of corrective
initiative, which the company will obtain in January 2022. are subject to environmental audits? action plans;
To identify the relevant production sites, Decathlon has chosen
2 - On-site industrial wastewater treatment: discharged
an indicator based on the quantity of wastewater generated per
industrial wastewater must comply with Decathlon
day per site. The teams consider that sites generating more
requirements and local regulations. If there is a discrepancy
than 50 m3 of industrial wastewater are at a high risk of
between local standards and our specifications, we apply
environmental pollution. This is because high water use goes
the stricter rule. With the updated audit grid, requirements
hand in hand with high chemical consumption, which poses
for recycled water quantities are now stricter and accurate
a risk of direct pollution and endangers the health of local
monitoring of used quantities is required ;
populations. This use also requires greater energy resources
with the potential emission of pollutants.

47. More information on these international initiatives on p. 137. 48. Decathlon’s Code of conduct is available at: https://sustainability.decathlon.com/legal-documents

62 #TomorrowStartsToday 2021 NFRD 63

 1_FIGHTING AGAINST CLIMATE CHANGE AND PROTECTING BIODIVERSITY

TRANSPORT AND LOGISTICS TOOLS AND RESOURCES

FOR AUTONOMOUS DECISION MAKING
The right approach to the entire strategy is essential to
THE CHALLENGE
OF POST-SHIPPING IN EUROPE

encourage compliance with the commitments, according

Decarbonising the transportation of goods to each decision maker’s ambit. The ultimate goal is to allow
everyone to make decisions based on the maximum amount of Amandine BOURGHELLE
information regarding the issues and using reliable data. Today, Post-shipping Europe Manager
the teammates directly in charge of transportation matters
Currently, the transportation of Decathlon products accounts As pandemic restrictions are being eased, international
make these decisions, with guidance from the environmental
for 3% of Decathlon’s overall carbon impact. At a time of transport is subject to strong pressures, particularly financial
transition leaders. This performance management is enabled What are the main challenges
strong digital growth, the emerging business model must take ones. Through sustained education and leadership, we must
by the Metrio tool, which is deployed uniformly to the teams in of post-shipping at Decathlon?
into account both small - and large-scale transport as well as maintain our positions and commitments in the Transition
the countries. Thanks to the management of the transport and Post-shipping is the last leg of international transport,
storage constraints and opportunities. Plan. Local decisions are fundamental on this subject and
logistics network, 100% of countries used the tool for their CO2 between the port in the country of import and the destination
are guided by sustainability leaders. These decisions allow a
performance in 2021. This increased adoption of use leads to a warehouse. It involves three main issues in addition to quality
KEY FIGURES global vision of both the set of constraints and the solutions
better understanding of the strategies for decision makers and of service: delivery time, cost and, especially over the last
AS OF 31/12/2021 to be applied.
additional information to refine action plans. three years, sustainable development solutions. We are
In order to have a broader and more coherent impact, the focusing on the number of low-carbon kilometres travelled,
74 logistics warehouses worldwide BREAKDOWN OF THE QUANTITIES
country's sustainable development networks dedicated to
stores were merged with the transport and logistics networks
so that we use the same indicator as the company’s other
transportation activities worldwide.

6 warehouses have received OF FINISHED PRODUCTS TRANSPORTED in 2021. Shared communication (comprising a newsletter,
PER MODE OF TRANSPORT USED communication packs and a project Intranet site) ensures What are the main achievements in 2021?
environmental certification49 everyone shares the same level of information, with clear figures, In 2019, we were at 6.7% of low-carbon kilometres travelled,
AS AT 31/12/2021
for more coherent decision-making. The full management meaning the low-carbon kilometres travelled other than by
programme includes training courses, joint monthly meetings, diesel trucks. At the end of 2021, this figure was 30% and our

39% low-carbon kilometres 86% sea webinars and podcasts to help increase warehouse employees’
understanding of the subject. In this way, the topic of sustainable
target for 2022 is 50% (80% in 2026). The modes of transport
used are river barge and train. We also use trucks running
for product transport in Europe development is led autonomously by decision makers. on natural gas, B100 (rapeseed) and HVO 100 (biofuel).
(20% in 2020) 3.3% rail The two key elements to reduce our CO2 emissions are the
organisation of our internal processes and the choice of
REDUCING THE IMPACT carriers, which offers several solutions in moving toward
198 grams of CO generated 2 1.1% air OF INTERNATIONAL TRANSPORT low carbon flows. Trucks remain an essential solution for
our priority products that need to be available to customers
per article worldwide MODES OF TRANSPORT more quickly. Our teammates are committed and our service
(242 grams in 2020 in Europe)50
9.6% road Air transport has the greatest impact in terms of greenhouse
gas emissions. This mode of transport is the focus of a resolute
providers support us on these issues: we support them in
their investments and as they change their fleets, such as
policy in the attempt to limit it as much as possible and to use the transition of trucks from diesel to rapeseed. This year, we
air only for express demands for priority products. This year, also included our maritime carriers for a maximum of barge
1.1% of product volumes were delivered by air, which is 74% less or train solutions (carrier haulage55).
than in 2020. In absolute value, however, the carbon emissions
related to air transport increased by 19.2% compared with 2020, What promising initiatives
 Decathlon continues to renegotiate contracts with international carriers, to work towards low-carbon transport . Local 51 with a carbon impact of 12,792 tCO2e, as a result of heavier are being developed in the countries?
solutions allow a variety of solutions that are compatible with our low-carbon ambition: hybrid, electric motorcycles, products being transported. We are moving ahead together, although different energy
bicycles for e-commerce and electric trucks. The direct consequence of this commitment is the phasing in sources are used in different regions around the world:
of longer but less carbon-intensive means of transportation. natural gas and rapeseed are the preferred choice in France,
 Measurement reliability has increased, thanks to the guidance of environmental transition leaders in the countries. Therefore, Decathlon is renegotiating its contracts with whereas in Belgium it is biofuel consisting of waste oils
international carriers, using the carbon data calculated across or waste by methanisation. These are structural choices:
 CO2 trajectories are being written in each country with a better understanding and use of the indicator and a general the entire distribution value chain (transport, storage, and then rapeseed emits very little CO2 , but the question is whether it
usage of the Metrio tool. distribution from warehouses to stores, for both components should be cultivated solely for energy. We realise that things
and finished products). This data is provided by a CO2 calculation are not perfect; that what is most important is to engage in a
platform linked directly to the data lake53, which provides real- profound transition and to be aware of market offers to meet
time data to the EcoTransIT tool54. This calculation methodology the energy challenge.
was the subject of a Decathlon position paper at the European
DEFINING THE GLOBAL STRATEGY AND LEADING TEAMS LOCALLY parliament level, as part of the future provision of transport CO2
data to customers.
DEFINING DECATHLON'S LOCAL CO2 TRAJECTORIES Led by the country sustainability network, local transport teams In 2021, 71% of shipped products transited in Europe, so the This impact will also evolve as the company reorganises
In order to steer global performance to reduce greenhouse gas are regularly kept informed and made aware of the strategies. subject of post-shipping is fundamental for reducing this impact its warehouse network, to create structures dedicated to
emissions, Decathlon must be able to define a trajectory using This allows them to define their own carbon trajectory to meet further. Still, calculation efforts allow us to focus on carriers e-commerce and others dedicated to supplying stores. The
a set of data. The quality of this data is crucial for the impact the challenge of reducing Decathlon’s transportation and that offer low-carbon transportation solutions. In 2021, 39% transport issues for these warehouses are not the same
of decisions. Since 2019 therefore, the company has focused logistics greenhouse-gas emissions by 52% per item sold by of kilometres travelled were within Europe using low carbon (availability, speed, packaging, etc.) and can therefore be
on improving the reliability of its data, using a selection of tools 2026, and thereby contribute to our overall target defined in modes for the distribution of Decathlon products. Decathlon optimised.
and management of the people in charge of its collection, at the collaboration with the Science Based Target initiative52. is continuing to seek concrete solutions for the final kilometre,
international level. particularly for urban deliveries related to e-commerce, which
are made by electric vehicle or bicycle in Germany, Vietnam and
Chile, for example.

49. More information on building certification on p. 59.

50. The indicator’s perimeter has been changed: in 2020, the scope was European, whereas it is global in 2021. 53. A centralised storage location containing structured computer data from the company’s different databases.
51. According to the ADEME database, an emission factor is considered to be low carbon when it is below that of 54. For more information on EcoTransIT World: https://www.ecotransit.org/en/
a “truck of the same type (articulated or rigid) running on 100% diesel or with 7% biodiesel”: https://data.ademe.fr/datasets/base-carbone3 55. A term used in logistics and more specifically in maritime transport, which means
64 #TomorrowStartsToday 52. More information on Decathlon’s new emissions reduction trajectory on p. 52. that the maritime carrier is responsible for delivering the container to the consignee. 2021 NFRD 65
 1_FIGHTING AGAINST CLIMATE CHANGE AND PROTECTING BIODIVERSITY

BIODIVERSITY DEFINING ISSUES,

AND MEASURING PRESSURES
In its Global Assessment Report on Biodiversity and Ecosystem
Services59, IPBES also highlights that biodiversity contributes to
human societies and their well-being:
AND IMPACTS ON BIODIVERSITY  Regulatory contributions (habitat creation and maintenance,

Committed to fighting the erosion of life BIODIVERSITY ISSUES

pollination, regulation of air quality, climate, etc.);
 Material contributions (energy, food, medicinal resources,
To share a common framework, understand the issues and etc.);
build action plans to preserve biodiversity, Decathlon relies on
The erosion of biodiversity, with a decline in animal and scientific definitions that are shared with the teams internally.  Non-material contributions (learning and inspiration, physical
plant populations, is one of the nine planetary boundaries56. and psychological experiences, etc.).
According to the Intergovernmental Science-Policy Platform So, when the company refers to biodiversity, it uses the definition
put forward by IPBES, which includes: These contributions vary depending on the state of health of the
on Biodiversity and Ecosystem Services (IPBES)57, the decline ecosystems.
in biodiversity and the threat to ecosystems is accelerating at  Genetic diversity (differences between similar individuals,
an unprecedented pace in human history. such as at the species level); The pressures on biodiversity exerted by human activities
change life circumstances and therefore have an impact on
There is still time to change however, if decisions are taken  Species diversity (differences between distinct groups of the resources available, including those necessary for human
at all levels, both global and local, and in all areas of activity: individuals); life. IPBES has identified five major pressures on biodiversity:
economic, health, quality of life, etc. So, we must protect and  Ecosystem diversity. changes in land and sea use, direct exploitation of certain
then restore our resources to re-establish a balance between organisms, climate change, pollution and invasive alien species.
The balance between species and their habitat (ecosystem) is
the natural functions provided by ecosystems.
fundamental to human life on Earth. This biological diversity It is within this framework that Decathlon must base its actions
Decathlon has been working on the subject for several years, includes the genetic differences in human, plant and animal while taking into account the specific nature of its activities.
seeking an approach that measures our footprint as broadly as species, as well as differences in the environments in which
possible, while being the most representative of the company’s they live.
activities so we can establish the most effective action plans.
Through this scientific rigour, we aim to limit the pressures
and impacts of Decathlon's activities on biodiversity, and to
restore natural areas. Measuring our biodiversity footprint
therefore involves all activities in Decathlon’s value chain, A REPRESENTATION OF BIODIVERSITY AND ITS ISSUES60
from supply to product use and product end-of-life.

KEY FIGURES
R
GENETIC DIVERSITY SPECIES DIVERSITY ECOSYSTEM DIVERSITY

65 artificialised km 2
eq. 2 artificialised km 2
eq. BIODIVERSITY DISEASE TRADE

Dynamic pressures on the terrestrial ecosystem Dynamic pressures on the aquatic ecosystem
linked to Decathlon’s activities for 2021 linked to Decathlon’s activities for 2021
FAMINE CONFLICT

6,830 artificialised km 421 artificialised km

PROVISIONING REGULATING CULTURAL
2
eq. 2
eq. ECOSYSTEM SERVICES
Static impacts on the terrestrial ecosystem Static impacts on the aquatic ecosystem POPULATION
WAR
35% OF
MOVEMENT
linked to Decathlon’s activities since its creation linked to Decathlon’s activities since its creation
BIODIVERSITY
LOST IN
45 YEARS
FISHING & AGRICULTURE INDUSTRIES TRANSPORT SPORTS & LEISURE

HUMAN ACTIVITIES PRESSURES ON HUMAN BEINGS

 Decathlon relies on internally disseminated scientific definitions in line with IPBES, in order to share a common
framework of understanding, build the action plan and define Decathlon’s responsibilities in its activities.
 In February 2021, Decathlon set out its biodiversity commitments with the organisation Entreprises Engagées pour la I LAND USE OVER-EXPLOITATION CLIMATE POLLUTION INVASIVE R
Nature58. CHANGE SPECIES FLOODING DROUGHT STORMS

 Decathlon identifies measurement methods that are applied to certain perimeters: property, product design, production PRESSURES ON BIODIVERSITY DISASTERS
and the supply chain. The company has chosen a tool (the Global Biodiversity Score) and a single unit of measurement
(artificialised square kilometre equivalent). Thanks to this method, Decathlon is in particular able to measure its I IMPACTS R RISKS
impact linked to the artificialisation of ecosystems.
 In line with the carbon footprint, Decathlon is conducting an initial global biodiversity assessment to enable local
teams to include the “artificialised square kilometre equivalent” indicator in their strategies and action plans.

56. Planetary boundaries are the thresholds that humanity should not exceed in order to avoid compromising the favourable conditions under
which it has been able to develop and live sustainably in a safe ecosystem, i.e., by avoiding brutal and unforeseeable changes to the global environment:
https://www.stockholmresilience.org/research/planetary-boundaries/the-nine-planetary-boundaries.html
57. A group dedicated to biodiversity and supported by the UN: https://ipbes.net/news/Media-Release-Global-Assessment 59. For more information: IPBES, 2019, “The global assessment report on biodiversity and ecosystem services”, p. 22-23.
58. For more information: https://engagespourlanature.ofb.fr/entreprises 60. Infographic by Decathlon, based on IPBES studies and the Fresque de la Biodiversité workshop.

66 #TomorrowStartsToday 2021 NFRD 67

 MEASURING BIODIVERSITY IDENTIFYING DECATHLON’S
To assess biodiversity, we have chosen MSA61.km² as indicator, PRESSURES AND IMPACTS
which represents the average abundance of species; this The five major biodiversity pressures discussed previously Within this framework, Decathlon measures the pressures
measurement is expressed as a percentage and characterises (changes in land and sea use, direct exploitation of certain generated by its own activities. These readings should lead
the integrity of ecosystems. To make it easier to understand, organisms, climate change, pollution and invasive alien species) to two distinct action strategies and enable the company to
Decathlon has chosen to change the name of the indicator have direct impacts or consequences (e.g., the depletion of engage in evolving its practices to contribute to the fight against
and instead uses the term “artificialised square kilometre vegetation in forests due to climate change). So, there is a more the erosion of biodiversity.
equivalent”. dynamic reading of the issue including the pressures, and a In line with these criteria, Decathlon's priority issues are to:
To measure this footprint, Decathlon has chosen to use more static reading with the impacts.
 Reduce pressures on biodiversity by modifying the
the Global Biodiversity Score® (GBS) developed by CDC manufacture of sports goods that contributes to both climate
Biodiversité62. This tool was created to produce a customised change and erosion of resources, for example;
and turnkey result, since no regulatory context yet exists for this
issue63. When applied to the company's different activities, this  Restore biodiversity equal to the extent of Decathlon’s
same calculation methodology generates a measurable result impacts by acting on the company’s building footprint, for
that can be used to develop improvement scenarios. It offers example.
the advantage of being adaptable to various levels of accuracy: Where consumption data is not available, it calculates the
the more data is added, the more reliable the results will be. impacts based on purchasing and sales financial data.
The tool reports impacts related to the use of resources, such By combining the definition of the metrics and use of the tool,
as cotton or polyester for instance. major pressure points can be identified and therefore the most
relevant impact reduction scenarios and action plans can be
established.
Dynamic pressures

To observe the pressures on biodiversity, it is necessary to look at each of its ecosystems (terrestrial and aquatic64). Indeed, each of
these ecosystems requires specific actions.

Marie-Morgan GRÉBENT It is complex work, which takes a great many parameters into
account, using both real and extrapolated data, for now. It is an
BREAKDOWN OF TERRESTRIAL BREAKDOWN OF AQUATIC
Biodiversity Project Manager DYNAMIC PRESSURES DYNAMIC PRESSURES
iterative approach: we will continue improving this collection and
With a total of 65 terrestrial artificialised km2 eq. With a total of 2 aquatic artificialised km2 eq.
reliability process to gain an increasingly refined assessment of
Decathlon’s footprint each year.
Antoine LABLÉE
How do you measure our impact around the world?
Biodiversity Project Leader 75% 62.9%
Marie-Morgan  - To identify the most relevant calculation Climate change Land use
methods, we had to select criteria that are essential for our
What assumptions did Decathlon use organisation. We had to choose an internationally recognised 24.4% 29.7%
measure with an associated robust method. Then it was the Land use Climate change
in defining biodiversity protection?
ease with which the indicator can be used that helped us make
Antoine  - First, the challenge was to outline the extent of our our final choice: it is vital that every entity is able to perform its
0.6% 4%
Pollution Water use
responsibility: what subjects are involved, in what activities? diagnostic simply and autonomously, as it does for water or
Then we had to identify what information we wanted to gather:
only the results, or also the identified pressures and on which
energy consumption, for example. 3.4%
Pollution
scope? It is this process, that was both necessary and thorough, How can this measurement be implemented?
that led us to make these choices. They are crucial if we are to
Marie-Morgan - We rely on the local teams, in each perimeter, to
act as quickly and as effectively as possible on priority issues.
gradually integrate the biodiversity indicator in decision-making.
Beyond the tools, the teams still have a lot to learn before they This data shows that the erosion of biodiversity is indeed directly In this case, land use refers to the occupation of fresh water
What methodology are you using linked to climate change, which is responsible for nearly 75% surfaces. Therefore, actions taken on terrestrial environments
have a full understanding of the subject. The process is gradual,
to calculate our footprint? of the terrestrial dynamic pressures. So, by working on climate cannot compensate for pressures in aquatic environments.
and we are identifying and capitalising on victories to expand the
Antoine  - No regulations currently exist on this issue. spectrum. change, action is also being taken to limit biodiversity loss.
Stakeholders are looking for the right indicator, by adapting the More information on actions related to climate change on p. 52.

tools that are already available to their own activity.

61. MSA or “Mean Species Abundance“, a metric created by the PBL (Dutch environmental assessment agency).
62. For more information: https://www.cdc-biodiversite.fr/
63. At the international level, an agreement on a common goal should be reached at COP15 in 2022 (which has been postponed several times due to the pandemic). 64. Since the GBS methodology is under development, Decathlon’s impact on marine biodiversity has not yet been modelled.

68 #TomorrowStartsToday 2021 NFRD 69

 Dynamic pressures by activity

BREAKDOWN OF TERRESTRIAL BREAKDOWN OF AQUATIC

DYNAMIC PRESSURES PER ACTIVITY DYNAMIC PRESSURES PER ACTIVITY
With a total of 65 terrestrial artificialised km2 eq. With a total of 2 aquatic artificialised km2 eq.

80% 88%
Production Production

14.8% 6.2%
Other Other

3% 4.6%
Logistics Logistics

1.6% 0.7%
Stores, retail Stores, retail

0.4% 0.5%
Services Services

0.2%
Site construction

The dynamic pressures on terrestrial & aquatic surfaces mainly come from product manufacturing.

Static impacts DEPLOYING STORE ACTIONS IN FRANCE

As it upgrades its real-estate base, Decathlon has been working Since 2020, store locations in France have been following the
with Act4Nature65 since 2020 on measurable actions, with the “Signature Biodiversité” approach, which is a diagnostic based
MEASURING OUR DEBT TO BIODIVERSITY Therefore, this analysis enables Decathlon to assess its debt following goals: on 74 criteria that are evaluated for environmental performance,
By studying the pressures generated by its activities, Decathlon to biodiversity, define its responsibilities and measure the path such as: ecological continuity, water resources, plant density,
to be taken to restore the resources and ecosystems affected  100% of new owned stores in France will be “Signature
hopes to halt or correct certain mechanisms through preventive light pollution, climate, quality of life, etc. The result (a score
by the company’s activities since 1976. Biodiversité”66 certified by 2023;
and curative actions. between 0 and 100) expresses the site’s biodiversity footprint
Based on simulations performed by the GBS, Decathlon has  10% of our French property base will include the Nature First
Decathlon is one of the first companies to carry out this global and is used to identify priority actions. This diagnostic is
been able to determine the impact of its overall activity since its approach by 2023.
assessment, which also allows us to consider all the impacts repeated every three years to measure the evolution of the
related to the company’s activities since its creation. creation. This corresponds to an area of more than 6,000 square indicators. For example, the Saint-Malo store’s first result
kilometres, which is equivalent to the surface area of a French was 42/100, then 79/10067. Today, five sites have undergone
Department. renaturing actions: Saint-Malo, Haguenau, Lorient, Vannes and
Hénin-Beaumont.
Learn about the Saint-Jouan-les-Guérets store (video link):

BREAKDOWN OF BREAKDOWN OF https://sustainability.decathlon.com/biodiversity-and-decathlon
TERRESTRIAL STATIC IMPACTS AQUATIC STATIC IMPACTS
With a total of 6,830 terrestrial artificialised km2 eq. With a total of 421 aquatic artificialised km2 eq.

78.5% 77%
Land use Land use

21.5% 16.5%
Pollution Water use

6.5%
Pollution

Considering the breakdown of Decathlon’s terrestrial and aquatic static impacts, the next restoration actions are to change the
company’s occupation of the land and to clean up spaces.

65. For more information on Act4Nature: http://www.act4nature.com/

66. For more information on “Signature Biodiversité”: https://signature-biodiversite.com/
67. Evaluation carried out in 2019. More information on p. 65 of the 2020 NFRD.
70 #TomorrowStartsToday 2021 NFRD 71
 PRESERVING NATURE

2.1_DEVELOPING Our commitments for 2026

MORE RESPONSIBLE PRODUCTS

STAKES 2026 COMMITMENTS 2020 2021

100% 100%
100% of cotton is derived from
more sustainable sources
(recycled, BCI, organic cotton)1 100% 100%

100% 100%
100% of polyester is derived from more

Eco-responsible
sustainable sources (recycled, solution-dyed)
20% 40.4%
materials
and industrial
processes 95%
95% of the materials used 95%
for our packaging is derived from
more sustainable and certified sources2 98.8% 80.3%

Other materials: we identify the main human and environmental risks for
the materials used in our supply chain in order to structure our commitments

100% 100%

100% of sales realised

Ecodesign with Ecodesign products 5.9% 10.4%

The Transition Plan was drawn up in 2020. Some indicators have been created or modified following the deployment of strategies and will therefore be available in 2022.

DECATHLON IS COMMITTED TO THE UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS:

1. Target achieved since 2020.

2. FSC or PEFC certified pulp.

72 #TomorrowStartsToday 2021 NFRD 73

 2.1_DEVELOPING MORE RESPONSIBLE PRODUCTS

MORE RESPONSIBLE PRODUCTS ASSESSING THE ENVIRONMENTAL IMPACT

OF PRODUCTS AND DEFINING ECODESIGN CRITERIA

Offering our customers

Thanks to Glimpact, Decathlon’s calculations now comply with
the most advanced life cycle analysis method in Europe. We
offered several training sessions this year to teach Decathlon
products with a lower impact designers how to use this new tool.
From now on, Decathlon will be using this new impact
measurement to develop the environmental labelling it provides
On 29 July 2021, humanity’s demand for ecological resources to its users as it strives toward greater transparency.
and services exceeded what Earth is able to regenerate in a
year1. Earth Overshoot Day comes sooner and sooner each More information on environmental labelling on p. 89.

year, which means that Decathlon has to help preserve
resources.
The company knows that 86% of Decathlon’s total carbon TESTIMONIAL
impact is generated by its products and it is aware it needs
to develop more environmentally friendly activities. So, it is
picking up the pace on its commitment for the ecodesign of Quentin BADONNEL
its products in line with its mission: to sustainably make the Environmental Assessment Leader
pleasure and benefits of sport accessible to the many. The ENVIRONMENTAL ASSESSMENT
company aims to generate 100% of its sales with Ecodesign Since 2009, Decathlon has been conducting environmental
products by 2026. “Thanks to Glimpact, we can now use a methodology
assessments of its products, analysing their complete life cycle
that complies with European frames of reference.
from the extraction of raw materials to their end-of-life. If it is
This enables us to improve the reliability of our
to obtain the most exact calculation, it needs an efficient tool,
data, be even more transparent, and show that it is
reliable calculation rules and representative databases. Once
possible to assess an entire catalogue of products
indicators have been calculated, they are used to identify the
KEY FIGURES using a tool that is both exacting and accessible to
processes having the greatest impact. Then, armed with this
AS OF 31/12/2021 everyone. By working in this direction, Decathlon
data, designers and buyers can make the best choices in terms
opens the way for other companies; we are in fact
of materials, processes and suppliers.
the first company in the clothing and sports sector to
This is why it is important to conduct an environmental
10.4% of sales
have generalised and extensively used Glimpact to
assessment of all Decathlon products: today, we have assessed assess our products’ environmental impact. We are
more than 50% of our references representing 78% of sales. now working hand in hand with other companies that
realised with Ecodesign products
In 2021, the priority was to change the tool used to calculate use the tool to continue to improve the quality of the
(5.9% in 2020)
product impacts. Decathlon now works with Glimpact2, a assessment for the entire textile sector.”
company that uses the Product Environmental Footprint
(PEF) method developed under the auspices of the European
40.4% of polyester is derived Commission, for its environmental assessments3. This new
tool provides a reliable and comparable score by standardising
from more sustainable sources
and weighting 16 impact categories (carbon footprint, water
(20% in 2020) In addition to changing the tool we use in 2021, Decathlon teams
use, fine particulate emissions, etc.)4.
have continued their participation in the European Product
Environmental Footprint Category Rules (PEFCR) project led by
the Sustainable Apparel Coalition5, which now aims to define
rules for measuring the environmental impact for each product
type in the clothing and footwear sectors.
Decathlon is also continuing discussions with French and
European institutions to demonstrate the need for global
governance of the databases used to calculate the impact of
products sold in the European market. This year, our company’s
engagement has led to the establishment of a multi-brand
 Decathlon is continuing the environmental assessment of its products and is using a new tool based on a methodology working group to collectively pursue our efforts on this subject.
recognised at the European level.

 Decathlon has registered and clarified the definition of the “Ecodesign” designation to identify its products created
using an ecodesign approach. 10.4% of sales were realised with these products in 2021.

 Decathlon continues to be dedicated to choosing more sustainable materials in order to reduce its environmental
impact.

 In a concern to extend the life of products and for the circular economy, the company is conducting many projects
to take action right from the design stage, to offer sports goods that are more durable, more repairable and more
recyclable.

2. For more information on Glimpact: https://www.glimpact.com/

3. For more information on the Product Environmental Footprint (PEF) method: https://eplca.jrc.ec.europa.eu/EnvironmentalFootprint.html
4. For more information on impact categories: https://ec.europa.eu/environment/eussd/smgp/pdf/EF%20simple%20guide_v7_clen.pdf
1. For more information on Earth Overshoot Day: https://www.overshootday.org/2021-calculation/ 5. For more information on the Sustainable Apparel Coalitions: https://apparelcoalition.org/

74 #TomorrowStartsToday 2021 NFRD 75

 2021 PERFORMANCE
In 2021, 10.4% of sales were realised with Ecodesign products
DEFINING DECATHLON ECODESIGN PRODUCTS  Specific criteria6 (5.9% in 2020).
In 2021, Decathlon registered the “Ecodesign” designation Despite this, Decathlon was unable to reach its target of 12% set
 Textiles – The product meets at least one criterion in
along with a new logo in order to complete the identification for this year, as part of its goal of reaching 100% by 2026.
the list, for example:
of its products created using an ecodesign approach. Our
- More than 70% of the product weight is made using Several factors can explain this delay. With design time
teams also expanded the definition of Ecodesign products
recycled polyester; averaging up to 18 months, the presentation of new Ecodesign
to include two new criteria: durability and repairability.
products in stores did not pick up until the fourth quarter of
Specific criteria for textiles, footwear and equipment has - At least 30% of the product’s primary fabric is recycled
2021. This delay is also due to the COVID-19 crisis because of
finally been established, which will come into force in-house cotton;
the large stocks generated by temporary store closures during
in 2022. The definition process for Decathlon’s Ecodesign - More than 90% of the product’s primary fabric is organic lockdowns.
products is constantly evolving. The company will be adding cotton;
to it over time as it takes into account new technologies, Lastly, ecodesign solutions do not yet exist or are currently
changing science and methodologies. - More than 50% of the product weight uses Biton7; difficult to implement for some types of products, so
- More than 50% of the product is dope dyed8. Decathlon's Sports & Processes teams are moving ahead at
To be considered Ecodesign, a product must meet at least very different speeds depending on the product. Given this, our
some of the following design criteria:  Footwear: 25% of the product weight is composed of priority for 2022 will be to invest in research and development
materials or uses processes that are less impactful to find new ecodesign solutions, and to develop a network
 Common criteria (recycled cotton, recycled polyester, dope dyeing, etc.); of Referents for each product type in order to identify and
 10% reduction in the product’s impact on at least two  Equipment – The product meets at least two criteria prioritise the actions that need to be implemented.
indicators (including climate change CO2 equivalent) in the list, for example: Decathlon will also specify the criteria used to define Ecodesign
with respect to the previous product (before ecodesign) - More than 40% of the product weight is made using products for each of these types. Our teams are working hard
and without a significant decline in other indicators. recycled plastic; to grow the share of sales realised with Ecodesign products and
Decathlon has chosen to focus on certain key indicators: aim to reach 30% by 2022.
- 10% reduction in the weight of the material used;
climate change, air quality, resource depletion and water
eutrophication; - At least 20% of the product weight is made of steel rather
than aluminium.
 Durability: ⅓ longer lifespan compared to the average
lifespan in the same product family; For more information on the definition
 Kipsta SG 500 “L” football goal:
of Ecodesign products: https://sustainability.decathlon.com/
 Repairability: 80% of breakage and breakdowns can be our-ecodesign-approach-and-criteria a new design for a more durable product
repaired.
Ecolab, Decathlon’s internal design office, helped
Kipsta9 redesign its SG 500 “L” football goal10 in 2021.
This team of ecodesign experts conducted a
comprehensive analysis of the product’s life cycle
in order to propose solutions to Kipsta’s designer to
reduce this goal’s environmental impact.
The changes made to this model, including replacing
aluminium tubes with steel ones, have reduced the
product’s carbon impact by 34%.
To increase the product’s lifespan, the Kipsta team
also added an anti-corrosion treatment and now offers
a five-year warranty (vs two years for the previous
version).

sustainability.decathlon.com

6. Only the textile criteria were already in force in 2021, whereas the criteria for shoes and equipment will take effect internally in 2022.
7. Biton fabrics are made of two threads, of which only one is dyed in order to reduce water consumption and the impact on water.
For more information: https://sustainability.decathlon.com/our-ecodesign-approach-and-criteria
8. In dope dyeing, the colour is added directly to the solution before extrusion in order to avoid the traditional dyeing process, which consumes large amounts of water. 9. Kipsta: Decathlon’s brand dedicated to football.
For more information: https://sustainability.decathlon.com/our-ecodesign-approach-and-criteria 10. Product available in stores in 2022.

76 #TomorrowStartsToday 2021 NFRD 77

 CHOOSING MORE SUSTAINABLE 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 materials. The criteria chosen by Decathlon include the
reduction of pesticides and CO2 emissions, as well as use of renewable resources11.
WOOD
Decathlon uses wood fibres to manufacture components in its In 2022, Decathlon will work on the leather sector in order to
products, for its packaging, for shipping pallets, for buildings make rapid progress on the action plans identified in 2021.
and store layouts and to generate biomass energy at production
sites.
In 2021, 73.4% of the paper pulp15 used by Decathlon for
packaging was FSC and PEFC certified16 (58% in 2020). This
year, the company’s score on the CDP Forests questionnaire17
improved from C to B- for timber. This is thanks to the efforts
made in traceability, the objectives set, along with risk
COTTON measurement and analysis. The wood sector was Decathlon's
In 2021, 100% of the cotton used by Decathlon came from more priority in 2021 because of the significant quantities of wood it
sustainable sources: 70.8% BCI cotton12, 16% organically grown uses in its activities.
cotton and 13.2% recycled cotton. On other deforestation factors, the company received the
The objective was attained, but the teams are nevertheless following scores: C for palm oil, C for soybeans and D for leather.
continuing their work to improve the traceability of the cotton All of Decathlon’s teammates are determined to completely
used and give a second life to cotton-based products. eliminate the use of palm oil and soybeans within two years; the
quantities the company consumes are already very low.

Domyos Woodbike: controlling raw materials and contributing to reforestation

In 2021, Decathlon launched its first stationary bike in Europe with a frame made entirely out of beechwood from France.
The approach used to design this new fitness device illustrates Decathlon's commitment to control the raw materials
it uses in manufacturing its products. To limit its impact on forests, the company has committed to plant ten trees in
SYNTHETIC & POLYESTER THREADS France, with Reforest’Action18, for every tree used to manufacture a Domyos19 Woodbike. Decathlon aims to plant at least
Although Decathlon’s synthetic thread production and 15,000 trees to contribute to reforestation. Based on the life cycle analysis conducted at the design stage, using this
TESTIMONIAL French wood in place of steel has reduced the stationary bike’s carbon footprint by 35%.
consumption needs had been declining over the previous two
years due to the COVID-19 crisis, they increased again in 2021,
up 26% over 2020. A significant achievement this year is that Fabrice BESCHU
Decathlon has doubled the share of polyester it uses from
Chief Operating Officer
more sustainable sources, from 20% in 2020 to 40.4% in
2021.
This rise can be explained first by the sharp increase in the “To reach our commitment to realise 100% of our
quantities of polyester purchased by Decathlon’s synthetic sales with Ecodesign products by 2026, we need to
fibres industrial process team from more sustainable sources13. speed up our transition to more durable components.
In this process, the share of dope dyed threads14 used has also This means that every one of our Sports & Processes
surpassed the share of virgin threads for the first time (dope teammates has to work in this direction. From now
dyed thread: 35%; virgin thread: 15%; recycled thread: 50%). This on, we must always prefer the most environmentally WOOL FEATHERS
transition is also backed by the new guidelines announced by friendly components if the increase in the price of the
company management to speed up the ecodesign of Decathlon finished product due to the use of sustainable raw A code of best practice was put in place in 2018 with breeding Decathlon works with suppliers who observe decent breeding
products. materials is less than 10%.” farms in South Africa, then extended to Uruguay and Argentina. conditions: no animal abuse, no force-feeding of geese and
Decathlon makes sure that breeders do not practise mulesing, ducks, no live plucking. Since 2020, 100% of the feathers
that their animals are raised in wide-open spaces and that the for garments used by our suppliers are Responsible Down
living and shearing conditions are good, while animal welfare Standard (RDS)21 certified.
requirements are being followed20.

15. Paper pulp used exclusively for retail and shipping packaging.

16. FSC: Forest Stewardship Council / PEFC: Programme for the Endorsement of Forest Certification schemes.
17. More information on the CDP Forests questionnaire: https://www.cdp.net/en/forests
11. A renewable resource is a natural resource whose stock can be reconstituted over a short period of time on a human scale, at least as quickly as it is consumed. 18. More information on the partnership with Reforest’Action: https://www.reforestaction.com/blog/decathlon-lance-un-velo-dappartement-avec-une-structure-bois
12. BCI: Better Cotton Initiative; for more information: https://bettercotton.org/ 19. Domyos: Decathlon’s brand dedicated to fitness.
13. In 2021, Decathlon's synthetic fibre industrial process represented 50% of the synthetic materials consumed 20. When Decathlon talks about animal welfare, it means that the company encourages practices that respect animals during shearing:
by the company and about 85% of our consumption of threads made using more sustainable sources. Decathlon works only with suppliers that do not practice mulesing, and who take care to avoid injuring the animal (micro-cuts) during shearing.
14. See Note 9 on p. 76. 21. The RDS label guarantees the protection of geese and ducks raised for the production of textiles with down and feathers.

78 #TomorrowStartsToday 2021 NFRD 79

 ANTICIPATING THE ENTIRE EXTENDING PRODUCT LIFESPAN Alongside laboratory testing, the members of the Long
Decathlon launched the Long Lasting Products project in Lasting Products project committed to promote product
PRODUCT LIFE CYCLE 2019 in order to extend the lifespan of its products. The durability in-house. General training on the subject as well as
project’s goal is to integrate durability (resistance, reliability, more specific modules on methodology have been initiated
OPTIMISING THE USE OF performance over time and timelessness), as well as within the company. The aim now is to set up a network
MATERIALS THROUGH DESIGN repairability, right from the product design phase. of Referents to deploy the methodologies by product type
To combat climate change, Decathlon has committed to reduce within the various design teams.
Progress made on durability
its carbon intensity by 53% (tCO 2e/euro value added) between
2016 and 2026. This requires that we all work together at every Using the methodologies defined in 2020, Decathlon
level of the company. continued laboratory testing combined with usage testing in
2021 on five product families (socks, shoes, gloves, T-shirts
Recognising that on average 20% of the fabric intended for
and bags). Through these tests, we were able to:
textile manufacture is not actually used, the members of the
Minimal Waste Design project are addressing these issues by  Establish durability criteria that are now integrated into
optimising use of the material through design. The aim is to the definition of Ecodesign products22;
use pattern making and completely rethink the product to  Build a database of best practices to be used in product
imagine and propose new, more frugal shapes. design;
In 2021, Decathlon’s Minimum Waste Design group supported  Identify Decathlon products whose durability makes
27 projects to modify fabric consumption and reduce the CO2 them Ecodesign products.
impact of textile products. According to estimates, these 27
projects will help us save 861,856 m2 of fabric. All of the pattern
optimisation work carried out in 2021 saved 1,096,120 m2 of
production scraps and avoided 8,330 tCO 2e.
The team responsible for this project is assisting Decathlon
Signed Sports and sharing the Minimal Waste Design method
with as many people as possible so that it eventually becomes
the rule. Thanks to various workshops, 40 indirect projects
were undertaken independently in 2021. In 2022, we will focus
on developing training and tools to further accelerate the
deployment of this method.
Kalenji Dry+ Breath T-shirt: an Ecodesign product through durability
In 2021, a Kalenji23 brand T-shirt made from 90% recycled polyester was one of the first products to be created
Optimised trouser design through the Minimal Waste Design approach using the complete durability approach and to be recognised as Ecodesign in this way. During the process,
with 25% less material and a reduction in production scraps. the Kalenji team helped create a tool that both assesses and anticipates the degradation of textile products.
Tests were conducted with the participation of 400 volunteers, who were asked to try to wear out the clothes
to provide us with as much information as possible. To understand when and how degradation can occur, the
teams then observed product evolution in real time. Following the various tests, the Kalenji Dry+ Breath T-shirt
was found to be 50% stronger than the average running T-shirt. This is because of its denser-than-average knit
that provides better resistance to abrasion and reduces shrinkage.

IMPROVING PRODUCT RECYCLABILITY TESTIMONIAL

Decathlon aims to act on every part of its value chain to reduce
the environmental impact of its products. It is working to better Balthazar
take into account product end-of-life and improve recyclability
right from the design phase. In 2021, five experiments were VERLET-BANIDE Progress made on repairability of breakage and breakdowns that are covered by a repair
launched in footwear, helmets, textiles, electronics and bicycles. Product Recycling Project Manager solution for each type. A threshold of 80% was set for a
Using the repairability index developed in France by
The objective of this approach is to start on the ground using ADEME24, Decathlon established criteria to define its Decathlon product to be considered Ecodesign25. In 2021,
the knowledge of partners such as recyclers and producer products’ repair potential in 2021. For each product family, it the company began working on the repairability of several
responsibility organisations in order to establish recyclable “As a product designer, Decathlon has an important product families: a scooter, and all treadmills, kayaks and
was possible to check that:
design rules that are appropriate for our industries. With role to play in the issue of recycling. We are able paddleboards will be the first to be recognised as Ecodesign
to take action upstream of the cycle and thus  Documentation is accessible; for repairability in early 2022.
these experts, we will co-create training programmes and
methodologies dedicated to recycling and recyclable design in anticipate our products’ end-of-life for the least  Replacement parts are available; From now on, the goal for the design teams will be to
2022, which will then be deployed in Decathlon's design teams. possible impact. To do this, we need to listen to  The product can be disassembled; apply these criteria to all new products to make them
recycling professionals and our partner Producer
 The repair cost is at least 30% lower than the purchase more repairable by providing accessible repair solutions,
Responsibility Organisations. By working with them
price of a new product. developing documentation and making replacement parts
and taking their constraints into account as much as
Using these four criteria, and through extensive work to available for at least ten years.
possible at the design stage, we will be able to make
our products easier to recycle.” identify the most common problems for each of the product Information on Decathlon's repair workshops on p. 87.

families, the teams were then able to define the percentage
Information on product recycling on p. 101.


22. More information on the criteria for an Ecodesign product on p. 76.

23. Kalenji: Decathlon’s brand dedicated to running.
24. For more information on the ADEME repairability index: https://www.ecologie.gouv.fr/indice-reparabilite
25. Excluding bicycles for which this threshold is not high enough, given their already considerable repairable potential.

80 #TomorrowStartsToday 2021 NFRD 81

 PRESERVING NATURE

2.2_COMMITTING TO MORE Our commitments for 2026

SUSTAINABLE CONSUMPTION

STAKES 2026 COMMITMENTS 2020 2021

REUSE OF OUR PRODUCTS

30% 30%
30% of products in our ranges
are classified as repairable
4% 4.7%
Repair
100 % 100 %
100% of our repairable products are repaired
in our workshops or by our customers
78.9% 77.1%
100% of our countries have a
Second life
second-hand sports product range 14
countries/regions
30
Number of countries/regions offering a range

of second-hand sports items
countries/regions

Rental/ We are developing rental and subscription models

In progress
subscription to meet the expectations of new consumption patterns

COMMUNICATION - AWARENESS

100% 100%
Communication 100% of Decathlon products
about our products have an environmental labelling
63.8% 63.4%
Awareness-
A minimum of 1 event per year and per site In progress
raising actions

Ecomobility We share the best ecomobility practices in different countries, cities, etc,
of teammates in order to minimise the environmental impact of our teammates’ travel

The Transition Plan was drawn up in 2020. Some indicators have been created or modified following the deployment of strategies and will therefore be available in 2022.

DECATHLON IS COMMITTED TO THE UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS:

82 #TomorrowStartsToday 2021 NFRD 83

 2.2_COMMITTING TO MORE SUSTAINABLE CONSUMPTION

ECONOMY OF USE DEVELOPING SECOND LIFE PRODUCTS

IMPROVING SECOND LIFE PRODUCT AVAILABILITY DEVELOPING AND IMPROVING
THROUGH DIGITAL SOLUTIONS AND BUY-BACKS SECOND LIFE PRODUCTS IN STORES

Developing a more eco-friendly offering Developing the position of second life products Areas dedicated to used products are proliferating in Decathlon
stores around the world, as we redesign merchandising, train
from e-commerce returns in the Marketplace
our teams with time dedicated to second life products and
The overall value chain has to be reconsidered in order to improve customer communications29 (in-store corners, signage
Product economy of use and functionality must be an increase the popularity of second life products in Decathlon’s testing, etc.).
integral part of Decathlon’s business model if it is to meet offering and make second life sales a true resource-
its international climate and environmental commitments.
12 countries have a digital application used
generating activity. To do this, various sales processes have to
Choosing product use over ownership requires that it be tested to make these products available.
considers how the product can be repaired, leased, resold or Since October 2021, second life products from e-commerce by teammates to manage second life products
reused for as long as possible, and then eventually recycled. As have been included directly in the decathlon.fr general
a designer and distributor, this means that the company needs
30 countries offer second life products,
Marketplace28. This first step in France will gradually be
to rethink the entire value chain in order to create sustainable extended to other countries. Our goal is to bring all products
value, while having the least impact on the environment. It is together in one place for sports users, who will be able to representing 50% of countries
fundamental today that we move toward implementing these choose their item from new products and second life ones, in a
promising business models at every level of the company, high-quality digital experience.
with structuring action plans to develop all these activities, Lastly, Decathlon is maintaining its Trocathlon concept,
while taking into account their specific constraints. For this project to be successful, the products must be promoting local events where individuals can sell their used
centralised, refurbished and made available to the information products to others. Although the Trocathlon events have been
system for sale on line. In 2021, a team of 25 people was disrupted severely by COVID-19-related restrictions over the
recruited and trained to meet this need. Thanks to this activity, past two years, they still allow individuals to set their own price
undertaken at the Brétigny warehouse in France, we have been for their products. It is now possible for users to be paid by
able to determine space needs and develop the necessary bank transfer if they wish, in which case Decathlon charges a
know-how around each step of product reuse: centralisation, commission.
KEY FIGURES necessary repairs, refurbishment, posting on line and shipping.
Thanks to the integration of sustainable sales in our financial
AS OF 31/12/2021 This unique competency develops our ability to understand
reporting, the process dedicated to second life products has
users’ needs and to return to the market products that have been
grown considerably. Its promise is growing, especially for
inspected and meet Decathlon's quality requirements. Products
bicycles, in all countries in which Decathlon is located; it offers
are examined using detailed check lists developed by Decathlon
1.47% sustainable sales
a single solution for customers, online as well as in stores, while
brand design engineers and are specific to each type of product.
1,133 workshops
26 meeting quality requirements.
(second life products,
product rentals, product repairs)
(1.36% in 2020)
and 4,095 technicians worldwide
(1,114 workshops and 4,377 technicians in 2020)
€2.5 million of all second life product sales Trocathlon: €1.6 million or 28,954 units
came from e-commerce returns in 2021 680 events in France (initiative impacted by
the COVID-19 crisis)
Accelerating the buy-back system
0.21% of global sales
Buy-backs: €8.2 million or 87,000 units sold
The buy-back system lets users sell their sports products back (growing strongly)
from second life products, 97,474 to us directly in store or online. This system is currently used for
bicycles in good condition, but Decathlon plans to extend it to
Store returns: €5 million or 57,900 units sold
503,157 Decathlon and OIB27 Decathlon product rentals
other products in 2022. E-commerce returns: €2.5 million or 9,700 units sold
second life products sold worldwide (short period, subscription, long period)
If the company is to develop this area, service simplicity Donations: 26,095 units worth €550,000
(0.09% of global sales and 98,616 products in 2020) (63,090 in 2020)
is fundamental. At Decathlon, customers receive payment 200 associations supported through Commerco
immediately in store when they sell a product back to us. This and Donnez.org
system was originally developed to help buy new products, but
payments are now made directly to users’ bank accounts so
customers are no longer required to purchase a new product.
Products for resale are then inspected and are covered by a two- TESTIMONIAL
year warranty. The new owners are guaranteed satisfaction or
their money back. Eric FORTUNE
Economy of use Leader

 Second-hand products are available on Decathlon's retail websites and are being phased in alongside new products in
the value chain; they are also available in stores. This decision has triggered global discussions on how Decathlon can “As we transition to a less environmentally impactful
reorganise its logistics chain, on new skills developed by the teams and has shown encouraging economic performance. business model, we are gradually moving away from
product ownership to product use and to extending
 Product rentals are growing in popularity. Digital solutions and dedicated teams are structured to develop the various product lifespan as much as possible. These are
solutions (subscriptions, short and long-term rentals) internationally. profound changes that affect our entire value chain
and logistics, because they require all our teammates
 Workshops are considered the cornerstone of product durability by taking the subject into account right from the design to learn new activities and skills. Today, we aim to move
stage, allowing product lifespan to be extended. from good intentions to concrete implementation of
our ambitions.”

26. For more information on sustainable sales, see methodological note 4 on p. 141. 28. Marketplace: a space reserved on the country's retail website for dealers other than Decathlon.
27. Other international brands. 29. More information on second life product communication in stores on p. 90.

84 #TomorrowStartsToday 2021 NFRD 85

 EXPANDING PRODUCT RENTALS TESTIMONIAL
After several years of testing in different areas to build strategic
convictions, rental has now become a sustainable activity that Éric MERMET
allows Decathlon to rethink its business model.
Rental Leader, Decathlon Switzerland
Several rental solutions currently exist:
 Monthly rentals with subscription: offering flexibility (usually
a minimum of one or three months). This has started in France “Ski equipment rental already existed in Switzerland in the chain of stores with which Decathlon joined forces in 2018.
and is to be deployed in other European countries in 2022; We maintained this activity because it is a good relay of growth, associated with the frequency of customer and user
visits to our stores, and also because rentals fulfil a need, since more and more of our customers prefer to pay for use,
 Long-term rentals: with a longer commitment period rather than ownership. Following the COVID-19 crisis, we have seen a 50% increase in rentals during the 2021-2022
(between 12 and 36 months), currently being tested in France; season. Thanks to this success, we have integrated the rental offer fully into our Swiss business strategy and are
 Occasional rentals: for short periods (between one hour and now developing other winter rental offers, such as snowshoes. For the summer season, we are testing paddleboard,
two weeks). This is still in the exploration stage with different electric mountain bike, trekking equipment and tennis racket rentals (in some stores). Along with this development,
levels of maturity and interest depending on the country. we are examining the best options and services to put in place to simplify the lives of users so that rental becomes a
For each model, the offer, exact conditions, customer experience natural reflex.”
and logistics are being studied to determine the most appropriate
format that best matches user needs.
In 2021, Decathlon focused on structuring its teams, offering
and information systems, so that rentals can be deployed
effectively around the world. A “rental leader” was appointed to PUTTING WORKSHOPS AT THE HEART OF
identify rental proposals globally. This strategy revealed a priority
area for us: monthly rentals with a minimum commitment of OUR STRATEGY TO INCREASE THE PRODUCT LIFESPAN
three months for children’s bicycles. The teams were also able
to refine pilot tests, to continue to explore and gain a clearer INTERNATIONALLY
understanding of the characteristics and issues related to this
topic.
In France, for example, the government offered a bicycle repair

B’TWIN KIDS MONTHLY RENTALS 1.23% of overall sales bonus to encourage soft travel modes.
Overall activity is also borne up by the development of user
generated by product maintenance
Monthly rental contracts for children's bicycles30 were self-repair as the supply of replacement parts has grown
and repairs in Decathlon workshops
launched in May 2021 at our Bordeaux stores (France). The and the desire for a sustainable sports experience32 has been
first months were spent collecting feedback from users and integrated right from the product design stage. Longer repair
inhouse teams, before deploying the offer to all French stores times due to increasing demand and more free time during the
in October. As of 31 December 2021, 872 contracts had been
signed, representing approximately 2,167 months of rental.
77.1% of products repaired pandemic period encouraged self-repair.
These steps include an online after-sales service site
Today, the biggest challenge to be overcome is synchronising OCCASIONAL PRODUCT RENTALS (considered repairable) in Decathlon workshops
with replacement parts and tutorials for possible repairs:
a single information system for all the countries and offerings Decathlon’s ambition is first and foremost to provide an https://support.decathlon.co.uk/. This platform, available
to guarantee a consistent customer experience, while adapting alternative to systematic purchases. Several convincing
2,064,295 products repaired
in 14 languages and in 13 countries, includes chat and video
the conditions to specific local needs. examples stand out: conferencing with a technical expert who can guide users in
Managing this global offer is complex, because the  Tent rentals through the Quechua offer: during the warmer carrying out repairs.
in Decathlon workshops
requirements are new to our internal organisation: product seasons, camping equipment (tents, mattresses, sleeping
repairs, recurring invoicing, customer risk management bags, etc.) can be rented. The offer is currently being tested
(fraud, payment continuity) and long-term valuation are new IN FRANCE
via a dedicated website31 and customers can either pick up Decathlon helps users increase the lifespan of their products
approaches that need to be understood in an organisation that the products in stores or have them delivered directly to through a network of 1,133 in-store workshops and 4,095 In France, 900 technicians at 300 in-store workshops and ten
had been designed as linear-based with a single transaction the campsite. Logistics services (product deconditioning/ technicians worldwide. regional workshops repaired nearly 122,000 products that were
(e-commerce or in-store payment). Product managers, who reconditioning) are provided by an external partner. The either returned to their owner or sent to a second life or used
Product repair is the cornerstone of our circular economy
are experts in their sport, determine optimal uses and related offer was available at all stores in France in 2021, but will product sales channel.
approach, and at the heart of the development of a new
offers. The offer is structured by the departments and services only be on offer in 20 identified stores in 2022; it will also business model based on increasing the product lifespan. Our workshop teams in France are aware that we have to make
in the stores closest to the users. be made available in Belgium as we continue refining our This activity will also allow us to refurbish rental items and this approach global, so they drafted a new project in 2021
All of the observations are used to structure an entire part of logistic scenarios and the profitability of the model; provide the information needed for more sustainable product to integrate these new practices. The main areas of focus for
the economy of use, since rented equipment can be repaired  Water sports equipment rentals: in Italy, Spain and Portugal, design through a wider variety of replacement parts. 2022 are:
and then made available for rental once again, or for second we are developing water sports equipment rentals in season, Maintenance and repair solutions are based on the coordination  Recruiting and training technicians;
life sale. In 2022, Decathlon aims to extend this offer to adult in tourist areas; between Decathlon brand technical managers, the repair  Developing skills to support the deployment of mobility;
bicycles (currently being tested in France), as well as weight process and the supply of replacement parts.
 Ski equipment rentals: in Switzerland, adult and children’s ski  Developing user repair services and making replacement
training and fitness equipment. After that, the company will
equipment is available for hire. In 2021, this model represented In 2021, the workshop activity was borne up by a complex parts available.
look at all equipment requiring a significant level of investment
a total of 2.3 million rental days. This success can be explained environment: although the global COVID-19 pandemic limited
(e.g., heavy fitness equipment) and intended for regular sports
by favourable weather conditions (sufficient snow cover over access to repair services, successive lockdowns encouraged
training.
a long period), practice of the sport throughout the entire users to change how they travelled individually, particularly
Monthly rental is different from (long-term) leasing due to the country and attractive rental conditions (COVID-19 guarantee, through the use of bicycles.
flexibility it provides to customers. no deposit required).

30. With a minimum commitment of three months. 32. More information on design approaches on p. 81.
31. More information on the Quechua offer: www.quechua.fr/service-location-decathlon-materiel-de-camping

86 #TomorrowStartsToday 2021 NFRD 87

 2.2_COMMITTING TO MORE SUSTAINABLE CONSUMPTION

COMMUNICATION MAKING ENVIRONMENTAL

IMPACT VISIBLE IN PRODUCT
This score complements the carbon footprint information, to
provide complete product information.

AND AWARENESS
Decathlon’s goal is to continue working towards improving
COMMUNICATION calculation methods for all products concerned and finding the
best display format, in order to contribute to better informed
ENVIRONMENTAL LABELLING consumption, with the least impact.
FOR INFORMED CONSUMPTION
Decathlon provides product environmental labelling to help Product carbon footprint
Working toward better informed consumers make informed consumption decisions. The
company has been working for several years on displaying
The carbon footprint of each product is calculated by its
product engineer. This footprint is the sum of the greenhouse
and lower-impact consumption the environmental score, information that allows customers
to compare the impact of products within the same category.
gases emitted over the product’s entire life cycle: raw materials,
manufacturing, transportation, use and end- of-life. To make
In 2021, Decathlon enriched this labelling with the carbon it easier to understand, the carbon footprint is converted into
footprint of textile products. This information is necessary kilograms of CO 2 equivalent. In 2021, Decathlon deployed a tool
Decathlon’s environmental impact reduction targets are to understand the impact of each product, and will ultimately that combines European databases and methodologies in order
linked to the company’s structural changes, and to the need to allow customers to compare products of the same category to gradually automate this calculation and evolve it accordingly.
get customers and users to embrace its product and service in a reference database that is shared with other stakeholders
The goal is to provide an environmental labelling for all
offering. (companies and institutions).
Decathlon products by 202636.
To better inform choices towards more responsible The environmental labelling includes:
consumption, it is gradually increasing customer awareness  The environmental score (A to E);
and information, to ensure maximum clarity and transparency.  The product’s carbon footprint.
At the same time, Decathlon is using the powerful vector The goal is to provide a context of transparency and clarity that
of sport to communicate the importance of protecting our facilitates consumption decision making.  : The Ecodesign logo
playing fields, by regularly offering sporting events focused
on environmental protection. The environmental score
Since 2014, Decathlon has been adding the calculations
regarding the environmental impact of its products in its
databases34. An overall score of A, B, C, D or E is assigned to
each product in order to compare its environmental impacts
with those of other products within the same category. This
score is a calculation of the product’s impact on the environment This information is indicated by Ecodesign markings
KEY FIGURES (air and water discharge, greenhouse gas emissions, depletion on the products. Only articles that meet these
AS OF 31/12/2021
of natural resources) at each stage of its life cycle, based on criteria37 bear this logo, which is accompanied by a
a method established by ADEME. Decathlon currently covers one-sentence claim informing the customer about the
only three product categories: textile/clothing, footwear, other progress made on the product.

63.4% of apparel and footwear products 22,861 people participated textiles (sleeping bags, etc.)35.

have an environmental labelling and the carbon in World Clean Up Day worldwide,
footprint is displayed for some products cleaning up 77.7 tonnes of litter

27,717 people 1,470 teammates attended

participated in 1,098 events organised 112 “Climate Fresk” workshops worldwide
by Decathlon sites around the world

 Decathlon has enriched its environmental information and transparency in product communication in stores and on
digital platforms by publishing the carbon impact on certain products33 on the internet, alongside the environmental
score (A, B, C, D, E).

 Decathlon has continued to hold sporting events related to environmental protection despite an increasingly complex
COVID-19 crisis context.

33. For more information: https://www.decathlon.media/fr_FR/dossiers-communiques/decathlon-partenaire-d-une-consommation-eclairee 34. More information on product ecodesign on p. 74.

35. More information on calculating environmental impact on p. 75.
36. Indicators related to this deployment will be progressively added to internal and then external reporting.
88 #TomorrowStartsToday 37. More information on Ecodesign criteria on p. 76. 2021 NFRD 89
 TOWARDS GREATER AWARENESS IN STORES These spaces may also include other types of communication AWARENESS-RAISING EVENTS FOR CUSTOMERS AND TEAMMATES
In recent years, Decathlon has increased the number of about how to give products a second life. For example, recycling
alternatives to new product purchases as it works to develop collection points (e.g., neoprene wetsuits, fins, tennis balls,
the circular economy, and it has developed an Ecodesign etc.) are provided in cooperation with local partners, in order
product offering. These new models must include clear and to communicate the need to recycle sports goods (notably in
consistent information on both products and services, in digital France, following the entry into force of Extended Producer Awareness-raising events around the world:
spaces and in stores. Responsibility (EPR) for Sports and Leisure Goods in January  Number of participating countries: 40
Throughout the world, efforts have been focused on 2022) (see page 103).
 Number of events: 1,098, including 740 on WCUD
better presenting the service offering right from the store The aim is to find the correct balance in providing the right
 Number of participants: 27,717, including 22,861 on WCUD
entrance, including making the workshop space highly visible information to customers: visible and attractive enough to be
to encourage product repairs. To ensure that our second life clear and encourage a change in consumption habits, while  Amount of litter cleaned up: 77.7 tonnes
offering is clearly understood, different types of specific also detailed enough to be as transparent as possible.  Number of gigabytes deleted: 5,018 during digital WCUD
second life product corners have been designed to find the right
level of communication and organisation: either integrated in
Top six countries by number of events:
the product’s department or in a separate, dedicated space, for
example.  Spain: 155
 France: 117
 India: 71
 China: 64
 Poland: 49
 Brazil: 26

WORLD CLEAN UP DAY

As part of a principle of responsibility of local stakeholders,
each Decathlon site around the world is encouraged to organise
an event that combines a civic act of cleaning up litter and the
practice of sport outdoors, in order to raise awareness among
sportspeople of the importance of preserving the spaces in
which they practice sports.
World Clean Up Day38 (WCUD) continues to attract interest,
but each site can decide to join other organisations if it makes
more sense for them to do so, to have a greater impact and
to encourage collective involvement39. These events always
involve a sporting aspect and are held on the occasion of
specific international events. The appointment of environmental
transition leaders for each zone has facilitated decision-making
for these events.
In 2021, teammates linked WCUD with a variety of disciplines:
orienteering, walking, running, hiking, kayaking, sailing, fishing,
diving, paddleboarding and climbing.

THE CLIMATE FRESK

The Climate Fresk40 is an educational module that encourages
participants to take ownership of climate change issues.
Through collective intelligence, this training workshop helps
participants connect the effects, causes and mechanisms of
climate change, and highlights the role humans play.
This experience is currently being led at Decathlon by
41 “freskers”, who raised the awareness of 1,470 teammates
at 112 workshops worldwide in 2021.

38. More information on World Clean Up Day: https://www.worldcleanupday.org/

39. See the ecomobility actions deployed in Spain on p. 93.
40. More information on “The Climate Fresk”: https://climatefresk.org/
90 #TomorrowStartsToday 2021 NFRD 91
 2.2_COMMITTING TO MORE SUSTAINABLE CONSUMPTION

TEAMMATE AND Using these results, discussion workshops were organised with
teammates to identify priority action plans:
PARTICIPATING IN INNOVATIVE
INTERNATIONAL INITIATIVES

CUSTOMER ECOMOBILITY
 Promoting active home/work travel for health benefits;
 Raising awareness of Decathlon's issues and commitments A number of initiatives were deployed in various countries to
related to the reduction of its greenhouse gas emissions; encourage awareness of sustainable urban mobility.
 Improving the accessibility of more sustainable means of For example, Decathlon Spain and Decathlon Portugal
transport to Decathlon sites and warehouses; participated in European Mobility Week between 16 and 22

Encouraging more environmentally friendly travel  Increasing bicycle fleets for teammates;
September 202146.

 Providing shared electric cars;

One of the company’s carbon impacts is travel by customers  Improving dedicated facilities (showers, secure parking
coming to Decathlon stores, together with teammates going areas, etc.).
to work. In order to reduce this impact, to promote more
environmentally friendly modes of travel and encourage their FOR CUSTOMERS Ecomobility in Spain
use every day, Decathlon has decided to become an agent for  Decathlon measures its teammates and customers’
Decathlon is developing ecomobility in close collaboration In 2021, the impact of teammate and customer
more sustainable mobility41. The key elements in this strategy travel in terms of active or ecomobility43. The result
with local institutional networks and all stakeholders mobility accounts for 93% of Decathlon Spain global
involve reducing retail-related greenhouse gas emissions, is expressed as a percentage of the kilometres
(associations, collectives, etc.) near our sites. While we want CO2e footprint, excluding the product impact. In
while highlighting the health benefits of active modes of travel travelled.
to keep customers coming to stores (since home delivery this country, Decathlon has held more than 300
for our teammates, customers and users, as well as all our ecomobility events at its 94 stores. At the same time,
 The network and community for ecomobility topics has its own carbon impact), this dialogue aims to improve
local communities. a digital platform offered online events promoting the
are growing: local alliances are multiplying, and the travel efficiency through financial incentives or improved
number of mobility Referents located in the countries infrastructures. benefits of active mobility. The final weekend was
is increasing. devoted to in-person events in 23 cities to promote
The success of these actions is amplified in many European
sustainable mobility, with bicycle repair workshops,
KEY FIGURES countries through financial subsidies for mobility (bicycle
 Decathlon has established itself as an agent product testing, travel itineraries, debates and advice
AS OF 31/12/2021 purchases, repairs, etc. for individuals) and the development
promoting health through active mobility and eco- from the teams. Employees also participated in round
of corporate mobility plans, which must be included in real-
friendly modes of travel in cities via ecomobility. tables as part of citizen discussions to improve
estate developments.
Decathlon includes the subject of mobility in its mobility in the areas concerned.

12% of Decathlon's carbon emissions are real-estate development projects and the company’s
sites write their own mobility plan.
For example, in France every store has been required to
publish a mobility plan since 2019 45 , in order to change
During Mobility Week, Decathlon Spain also
participated in discussions on mobility issues at
due to travel by teammates and customers employee habits and offer customers a public transport the European Annual Assembly, which it joined as
 In 2021, Decathlon deployed its ecomobility alternative. This mobility plan aims to: a member in September 2021. Decathlon Spain is
strategy for teammates and is preparing to extend  Improve accessibility: facilitating access to stores through the ambassador of this Assembly, which includes
it to include customers through more and more local more sustainable modes of transportation for both employees 50 other member organisations. Thanks to this

21% of home/work trips

events. and customers; involvement and influence, the company hopes to
 Encourage sustainable travel: promoting the use of trigger a profound change in people’s habits in favour
were travelled by teammates transport modes that contribute to increased physical activity of more active and responsible travel and to become
using active or ecomobility42 and improved health; a major player on this subject in Spain. The aim is
to invite Decathlon’s other European entities to join
In Chile, this rate is 80% DEPLOYING OUR NETWORK  Increase the efficiency of private vehicles: through
Spain’s initiative in the coming years.
employee carpooling and minimising emissions from travel
AND LOCAL ACTIONS by private vehicles;
FOR TEAMMATES AROUND THE WORLD  E xtend the use of bicycles and mobility products: through
18% of customers In 2021, the goal was to have an initial estimation of the
percentage of teammates using eco or active mobility to
repairs and promoting second life products;
 Encourage mobility: creating a powerful network to get as
In house, several countries (Decathlon Spain, Portugal, Poland,
Chile and Thailand) have also developed tools in response to
use active or ecomobility
travel to work in each country where Decathlon is present. The many people as possible to travel sustainably. the needs revealed by a questionnaire that had been created
objective of this was to establish a common indicator that would to encourage employees to choose active and eco-friendly
allow us to work on the issue on a regular basis, regardless of In 2021, Decathlon held several Mobility Weeks dedicated to
modes of travel:
the teams’ geographic constraints and the density of stores and ecomobility, featuring challenges on the number of kilometres
travelled without a car in several countries: Spain, Thailand,  A mobile app to encourage employee carpooling and to
warehouses in the area. provide information on the carbon footprint of travel;
Portugal, France, etc.
Several types of action were implemented, all or some of which  Safe bicycle and scooter routes;
Definitions: active mobility and ecomobility have been selected depending on the country:
 A savings calculator;
 For Decathlon, active mobility means transportation  An internal survey to determine the number of kilometres
that uses human energy without assistance, except  Secure bicycle parking areas (Spain, Poland, Thailand).
travelled, per store and per country (January 2021);
for electric assistance. The Mobility Challenges held in several countries also
 A mobile app that allows people to automatically calculate
 For Decathlon, ecomobility means transportation promoted a rapid change in habits, with results exceeding the
the distances they travel;
that emits less than 0.10 kg of CO 2 per kilometre, as set targets (1,959 km target in Portugal, 2,000 km achieved,
 Reporting via human data management software44. for example).
well as electric buses and cars. Cars and motorcycles
are not included in the percentage of ecomobility. Based on this data, it was established that 21% of the distance Note that the COVID-19 situation had a positive impact on
travelled by Decathlon teammates around the world involved these initiatives to promote active mobility in a context where
active or ecomobility. The aim is for this figure to reach 30% people preferred individual over public transport.
by 2026. The company is even more determined to attain this
objective as 70% of teammates live less than ten kilometres
from their workplace.

41. For more information: https://conseilsport.decathlon.fr/mobilite-douce-trotinette-roller-velo-definition-et-conseils 45. For more information: Mobility Law https://www.ecologie.gouv.fr/loi-mobilites
42. Survey conducted in 2021 in 41 countries. 46. For more information: https://mobilityweek.eu/home/
43. See insert “Definitions: active mobility and ecomobility” on this page.
92 #TomorrowStartsToday 44. HR software: Effiplan. 2021 NFRD 93
 PRESERVING NATURE

3_REDUCING Our commitments for 2026

WASTE AND RECYCLING

STAKES 2026 COMMITMENTS 2020 2021

0 single-use plastic in our packaging

(excluding nutrition, chemicals and cosmetics,
or any products requiring protection for technical
300 t
of single-use
1,416 t
plastic packaging of single-use plastic
purposes, or products subject to legal restrictions) eliminated packaging eliminated
Plastics Tonnes of single-use plastic packaging eliminated


Drawing up of methodological guidelines and assessment indicators

0 components or finished products incinerated

Overstocks or sent to landfill in 2026
n/a n/a

80% 80%

80% of products sold in France have a recycling channel

56% 56%
Recycling

Mapping existing and potential recycling channels

In progress
in our other distribution countries

54%
in stores
Waste 100% of waste recovered n/a ―

68.6%
in warehouses

The Transition Plan was drawn up in 2020. Some indicators have been created or modified following the deployment of strategies and will therefore be available in 2022.

DECATHLON IS COMMITTED TO THE UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS:

94 #TomorrowStartsToday 2021 NFRD 95

 3_REDUCING WASTE AND RECYCLING

PLASTICS SIMPLIFIED OVERVIEW OF PLASTICS RELEASE IN DECATHLON’S VALUE CHAIN

Fighting plastic pollution MACROPLASTICS

WASTE
PRODUCTS & PACKAGING

In its latest estimates, the World Wide Fund For Nature1 (WWF) To take collective action against plastic pollution, Decathlon
reports that between 19 and 23 million tonnes of plastics are has also joined several multilateral organisations:
released into waterways each year, with much of it ending up in  The Fashion Pact4, a global coalition of fashion and textile
the oceans. The NGO states that this pollution, which threatens PRODUCTION SHIPPING USE END OF LIFE
companies committed to following three environmental TEXTILE WASHING TYRES TEXTILE WASHING
species and ecosystems, has now officially reached every part goals: mitigating climate change, restoring biodiversity and
of our oceans. protecting the oceans;
Yet the oceans are vital to human life and are the Earth’s main  The Microfibre Consortium5, which develops solutions for the MICROPLASTICS TEXTILE FIBRES TYRE WEAR TEXTILE FIBRES
reservoirs of biodiversity. They produce 50% of the world’s textile industry aimed at reducing the release of microfibres.
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.
This means that the ecological risks due to plastic pollution TESTIMONIAL
could become very significant if immediate action is not taken2.
In this context, and because single-use plastics account for
60% of marine pollution, Decathlon wants to take action on this  Decathlon is conducting theoretical and practical Laura CHERET and Mathilde GEERTS
major issue and commits to eliminating single-use plastics in studies to estimate the quantities of plastic released “Plastic Pollution in the Oceans” Project Leaders
its packaging by 20263. by its products in order to take targeted action.
 The company is limiting single-use plastics by “In this study, we first wanted to get an overview of the situation, a snapshot of Decathlon’s potential impact on
gradually eliminating them from its packaging or plastic pollution in the oceans. Our calculations are based on the idea that every product sold in 2019 can have an
recycling them. impact throughout its life cycle through the release of microplastics and/or macroplastics. The methodology includes
numerous criteria such as the type of polymer, the countries of production and sale, the size of the products, and the
maturity of the waste collection and processing channels in those countries. Our goal wasn’t to get 100% reliable
and empirically verifiable results, but rather an initial approximation that we will refine through our field work, and
elements of comparison. Beyond determining the theoretical quantities of plastic released, we wanted to understand
the mechanisms and consequences of this pollution for both humans and the ecosystem, while identifying our main
impacts so that we can prioritise our actions. This study helps us become even more aware of our dependence on
plastic and the need to limit its release as much as possible, and to work towards eliminating it.”

MEASURING DECATHLON’S IMPACT

ESTIMATING THE QUANTITIES  Of these 3,931 tonnes, 3,907 tonnes would come from
OF PLASTIC POTENTIALLY RELEASED macroplastics (measuring > 5 mm: packaging, plastic products,
Decathlon’s “Plastic Pollution in the Oceans” project, launched textiles) and 24 tonnes would come from microplastics
in 2019, aims eventually to reduce the potential release of plastic (measuring between 1 μm-5 mm: textiles, tyres); The objective of this project is to compare fabrics in order that
created by the company’s activities. In 2021, an important  The most impactful processes reflect Decathlon's sales: those with the least impact can be identified, so the Decathlon
step was taken with the completion of a theoretical inventory textiles (30%), footwear (14%), and plastics and components teams can get to work on reducing microplastic release.
that provides an initial estimate of the total quantity of plastic (9%) account for more than 50% of the potential release of Laboratory tests were therefore conducted on 43 different
created by Decathlon that is released into the oceans. macroplastics10; fabrics to simulate their loss of microplastics during domestic
For this study, Decathlon used an innovative methodology  The production and use of textiles (washing) are responsible washing. The plastic fibre fragments that would have arrived
created by the Plastic Leak Project6 and its partner, for most of the theoretical release of fragments of at water treatment plants were collected by filtering the water.
Environmental Action7. Using data from all its products sold in microplastic fibres (22 tonnes vs 2 tonnes for tyre abrasion). Analysis of these fragments showed that, on average, 672
2019 and scientific modelling, Decathlon was able to formulate milligrams of microplastics are released per kilogram of fabric
Along with this first analysis, practical studies were conducted during each wash.
the following initial estimates and conclusions8: directly in the field to refine these estimates and most closely
 Of the 270,612 tonnes of plastic sold in 2019, 3,931 tonnes9 reflect Decathlon’s actual impact. All this work will then enable It should be noted that this figure does not represent the actual
could be released into the oceans at various points in the us to take targeted action. amount of microplastics released into the oceans because
products life cycle (production, shipping, use, end of life); the water used in this test was collected prior to filtration and
COMPARING FABRICS TO REDUCE treatment.
THE RELEASE OF MICROPLASTICS Using these results, teammates from the Textile Microplastic
To compare the theoretical results obtained in the “Plastic Leak project are now working to define a reduction target for
1. Tekman, M. B., Walther, B. A., Peter, C., Gutow, L. and Bergmann, M. (2022): Pollution in the Oceans” project, Decathlon also used the 2026. They will also be analysing all the technical parameters
Impacts of plastic pollution in the oceans on marine species, biodiversity and ecosystems, 1–221, WWF Germany, Berlin Microfibre Consortium methodology to calculate the quantity for the thread (type, length, structure, etc.) to determine what
2. WWF, Ocean plastic pollution to quadruple by 2050, 8 February 2022.
3. Excluding nutritional, chemical & cosmetic products, as well as products requiring protection to maintain their technicity and products subject to legal constraints. of plastic fibre fragments released by fabrics, which represent can be done to minimise the release of plastic fibre fragments.
4. For more information on the Fashion Pact: https://thefashionpact.org/?lang=fr 30% of its annual production.
5. For more information about the Microfibre Consortium: https://www.microfibreconsortium.com
6. For more information on the Plastic Leak Project: https://quantis-intl.com/strategy/collaborative-initiatives/plastic-leak-project
7. For more information on Environmental Action: https://www.e-a.earth
8. To establish these initial estimates, Decathlon relied on assumptions and generic mean values derived by cross-checking data from several external studies.
9. Excluding production losses, plastic bags and pollution from bicycle tyre wear.
10. The degree of macroplastics release is linked strongly to each country’s waste management systems.

96 #TomorrowStartsToday 2021 NFRD 97

 3_REDUCING WASTE AND RECYCLING

AIMING FOR ZERO SINGLE-USE PLASTIC

REDUCING THE IMPACT OF PACKAGING
NON-DESTRUCTION
Decathlon’s teams have defined an environmental strategy
KEY FIGURES
Committed to avoid
that includes every stage of the packaging life cycle. Using this
strategy, Decathlon is aiming for 100% of its packaging to be AS OF 31/12/2021

destroying products and components

ecodesigned by 2024, 95% of packaging to be FSC and PEFC
certified by 2025 and zero single-use plastic by 2026:
 Raw materials: preferring mono-material packaging (to
optimise recycling) and plastic free packaging, such as that
1,416 tonnes of single-use
plastic packaging have been eliminated Decathlon is taking action globally along its entire value KEY FIGURES
made with 100% cellulose from sustainably managed forests for Decathlon products11 chain to avoid overstocks and the destruction of products or AS OF 31/12/2021
that are certified by the FSC and PEFC labels; components. This frugal and innovative approach is being
(300 in 2020)

1.6 million products

 Design: measuring the environmental impact of designs and applied at every stage of the design and life cycle of goods.
considering packaging end-of-life right from the design stage; To accelerate the action in this direction, Decathlon committed
for which destruction has been avoided
85% of packaging is ecodesigned
 Production: measuring and supporting our suppliers’ in 2020 to:
environmental performance; 12
 Stop destroying, burying or incinerating any products and through the “Save the Frogs” project
 Logistics: optimising container sizes to reduce the volume (82% in 2020) components that can still be sold or used, as of 1 July 2021; (valued at approximately €8 million16)
of boxes being shipped; in warehouses, replacing plastic  Stop burying or incinerating any finished products or
with paper alternatives (paper adhesive tape, paper packing, components by 2026.
496 tonnes of products saved
73.4% of the paper pulp
etc.) and working to find a replacement for stretch film
(1,775 tonnes purchased in 2021); 13 from destruction by the Quality team
 Retail: reducing the quantity of packaging by urging retail used by Decathlon for packaging is FSC 14

countries to encourage the purchase of reusable shopping and PEFC15 certified

bags and use paper or cardboard e-commerce packaging; (58% in 2020)
 End-of-life: enabling packaging to be collected and recycled.
 Decathlon’s commitment to no longer destroy, bury or burn any products or components that can be sold or used, took
effect internally on 1 July 2021.
Implementing this strategy in 2021 has already led to the elimination of 1,416 tonnes of plastic  Decathlon launches the "Save the Stocks" platform to identify and allow in-house access to all surplus A and B quality
in Decathlon product packaging worldwide. Here are a few examples: finished products at discounted prices.
 The B’Twin reflective cycling vest: the plastic bag and stickers were replaced with 70%
 Tests and partnerships are launched to devise even more solutions to reach zero destruction.
recycled FSC-certified cardboard packaging; thereby eliminating 9 grams of plastic per
product, which represents 3.4 tonnes per year. This ingenious new design, which reduces
the packaging impact and better displays the vests, will be used for other products as well.
To offset the increase in the weight of the packaging (+7 tonnes), optimised filling of the
export boxes (-15 tonnes), according to product sizes and colours, has also helped to reduce
CO 2 emissions by a full 8 tonnes on the logistics side; STOPPING DESTRUCTION AND REUSING OVERSTOCKS
 Nabaiji and Olaian one-piece swimsuits and bottoms: by doing away with plastic shipping
unit polybags, 171 tonnes of single-use plastic were eliminated in 2021. THE “SAVE THE FROGS” APPROACH
To make our commitment to stop destruction possible, the “Save the Frogs17” project team set up a methodology in 2015 to
work towards “just the right amount” directly from the product design phase, as well as solutions for disposing of all remaining
overstocks. Decathlon’s priority is to dispose of these stocks through its traditional sales channels; then the teams have different
options to dispose of the products: through clearance sales, sales to others and donations (if they cannot be sold), and finally
through recycling.

REUSING AND RECYCLING HANGERS

SOLUTIONS TO AVOID DESTRUCTION
Decathlon now collects 56% of its used hangers, with the goal
of reaching 80% by 2023. Despite the challenges caused by 56% of used hangers were collected
the COVID-19 crisis, our teams have been able to increase (48% in 2020)
collection with respect to the pre-pandemic period through
NEW
50 million hangers were reused
strong actions: 1. SELL
PRODUCTS & 2. CLEARANCE 3. EXTERNAL
 Gradually extending the collection of hangers to e-commerce COMPONENTS THROUGH OUR “SELL TO OTHERS” 4. DONATE 5. RECYCLE END-OF-LIFE
NETWORK IN-HOUSE CLEARANCE
orders; (25 million in 2020)
 Deploying procedures and communications locally;
 Working with the Signed Sports teams to evolve Decathlon’s
“How to Sell”, to limit the number of products hung in stores 44% of recycled materials A QUALITY: new or
repaired new product;
Delayed introduction,
sales to customs
Outlet, Decathlon Pro,
resale at a discount
Sales to an approved
panel of stock
Only if the products
cannot be sold,
Sell or buy recycling
services for C quality
 No sellable or usable
components or
and thereby reduce hanger consumption. were used in making new hangers B QUALITY: new or areas, sales in limited via e-commerce clearance companies because all products and finished products
refurbished product editions manufactured goods components that incinerated or buried
(38.6% in 2020) are intended to be cannot be sold or from 1 July 2021;
with a visual defect
not affecting its use; sold donated  No components or
C QUALITY: product finished products
unfit for use. incinerated or buried
11. In 2020, the quantity of plastic packaging required to package finished products was estimated at 10,000 tonnes. by 2026.
This data was revised downward to 7,000 tonnes by the packaging team in 2021.
12. Packaging composed of mono-materials that are recyclable worldwide and excluding single-use plastics.
Considering the continuous improvement approach inherent in ecodesign, these criteria will evolve over time.
13. Paper pulp used exclusively for packaging in retail and shipping. 16. USD 9 million.
14. FSC: Forest Stewardship Council. 17. “Save the Frogs”: though the project has an ecological objective, its aim is not actually to save frogs.
15. PEFC: Programme for the Endorsement of Forest Certification schemes. The name arose out of internal discussions at the time of project creation.
98 #TomorrowStartsToday 2021 NFRD 99
 3_REDUCING WASTE AND RECYCLING
ACHIEVEMENTS IN 2021
The commitment made by all Decathlon managers and its
internal ecosystems to no longer destroy, bury or incinerate
In 2021, Noz bought its first batches from France, Vietnam
and India. In France, this partnership saved 23,000 items that
PRODUCT RECYCLING
any of our products or components that are sellable or usable had been stored in one of our warehouses for many years,

Inventing a new life for products

entered into force internally on 1 July 2021. thus offering them a first life. Decathlon now aims to develop
Decathlon launched the “Save the Stocks” platform in similar partnerships around the world.
December 2021 to increase the visibility, desirability and All of the solutions Decathlon has put in place prevented
accessibility of overstock products. This internal catalogue lists the destruction of more than 1.6 million products worth In its circular economy approach, Decathlon is committed to
all overstocked A and B quality finished products and offers approximately €8 million in 2021. reducing environmental impacts at every stage of the product KEY FIGURE
them at discounted prices. At the end of 2021, it represented life cycle. While the company aims to encourage the recycling AS OF 31/12/2021
about €14.3 million18 in overstocks. The goal is to expand of sports equipment that is unusable or has reached the end
this catalogue to include components in 2022 and to make TESTIMONIAL
of its life, there are currently no recycling options for many of
the platform available to other companies, in order to work
collectively towards zero destruction.
Céline CROUZAT
these products. To address this issue, Decathlon is working
to offer solutions and find a recycling channel for 80% of its 56% of products
Leader of the value chain sustainable products sold in France by 2026. sold in France have
Progress has been made this year on various solutions put development strategy19 a recycling channel
forward to avoid destroying overstocks, non-conforming (56% in 2020)
products and components. “2021 is a year that will go down in company history.
When we made Decathlon leaders’ commitment official,
1 - Traditional sales
we changed the rules of the game. It will not be easy to
 Delaying new product introductions: to avoid destroying change our habits; it will obviously take time for us to
products, the Signed Sports delayed the sale of certain new adapt in order to reach our goal. But we have laid the
models and colours. For example, we kept 2020 colours in foundations and our teammates are both motivated and
stock until they had all been sold before we brought out the  Decathlon is setting up partnerships with circular economy experts to develop new technologies and find recycling
excited about this decision. Now, we are going to do all
new spring-summer 2021 collection. For Decathlon, this is channels for its sports goods.
we can to make this process simple and automatic for
the simplest way to avoid overstocks and destruction; everyone as we move toward zero destruction.  Decathlon France is preparing for the entry into force of Extended Producer Responsibility23 (ERP) for Sports and
 Testing B quality products: these products, whose only When we made this commitment formal, we also added Leisure Products and will be able to give a second life to the articles sold in its stores.
defect is visual, represent 3 to 5% of manufactured products; the issues associated with the “Save the Frogs” project
until now, they were systematically destroyed. To avoid to the priority topics of Decathlon’s governance;
this, the “Save the Frogs” teams tested the sale of several this represents a huge step forward for us and will
of these products (flippers with a colour issue, golf nets or help us move more quickly along this path that we have
tents whose bags were cut, etc.) in stores in 2021. B quality set for ourselves.”
products were therefore sold near similar products within a
marked area in their original departments. The objective of DEVELOPING THE RECYCLING OF SPORTS GOODS
this first test was to identify all possible barriers to the sale
of these products in order to find long-term solutions and Textiles and footwear, electrical and electronic equipment, This year, REWIND has made significant progress in validating
deploy a system that would save all B quality products. furniture, etc: many products in France are now subject to fabrics and the technical elements related to the manufacture
2 - Sale to others – External clearance Extended Producer Responsibility (EPR)24: Under EPR, Decathlon of the Solognac shorts. In July 2021, Decathlon launched the
Kimjaly: Designing yoga gear using overstocks
is required to pay an eco-contribution for every item of this type experimental sale of 772 pairs of shorts made using 30%
 Launch of a partnership with Noz20: Decathlon and For several years, Kimjaly21 has been working hard to sold to finance their end of life. To maximise the recycling rate recycled cotton from post-consumer textiles. Designed to be
the European stock clearance leader have signed a first avoid destroying any of its components. For example, of textiles and footwear in particular, which represent its largest as sustainable as possible through various design elements
partnership, allowing Noz to buy batches of sports products this Decathlon brand has designed a new yoga T-shirt quantities sold by Decathlon, the company is conducting several (recycled buttons, built-in logo, 100% recycled sewing thread),
directly in the countries of production. from a stock of trouser belt components, and a research projects in partnership with circular economy experts. these shorts also have an embedded RFID chip27 that provides
meditation shawl from components initially intended These projects are being carried out in France first before being all the information necessary for sorting (composition, colour,
for the design of a yoga blanket. deployed later in countries where Decathlon is present. etc.) to prepare their end-of-life and recycling.
Thanks to the knowledge gained through the REWIND project,
RECYCLING TEXTILES Decathlon now wants to create an extended offer of recycled
threads in France and develop this initiative for other types
Decathlon initiated the REWIND circular economy project,
of fabric, so that it can sell products that are increasingly
funded by ADEME25, in 2017. REWIND brings together the
environmentally friendly.
STOPPING DESTRUCTION AND RECOVERING NON-CONFORMING PRODUCTS expertise of six French organisations in order to gradually
remove technological blocks in the textile sector. Members In addition to REWIND, other textile projects are being conducted
of the consortium have sought to deploy industrial plants in various countries involving the recycling of fabric scraps. For
A non-conforming product is one with a defect related to The different percentages for the sports goods affected by this
in France capable of collecting, sorting, dismantling and example, 260 tonnes of scraps of polyester 28 were collected in
use, regulatory compliance, appearance or safety. When a approach are as follows22:
recycling post-consumer goods to convert them into recycled China in 2021, to be recycled and converted into new threads
non-conformity is identified, the products undergo Quality  91.7% repaired;
thread. In REWIND, Decathlon is responsible for validating the that are injected directly back into production.
Corrective Actions. In 2021, the Quality team looked for new
 1.6% recycled; technical characteristics of the threads and components used
ways to save non-conforming products to limit destruction as
much as possible. For these products, all the possible solutions  1% donated; to manufacture bermuda shorts for Solognac26, our brand
are considered in turn and those that are unfeasible are  5.7% returned to suppliers and destroyed. involved in this project.
gradually eliminated: the teams first seek to have the products In 2021, the Quality team saved 496 tonnes of products from
repaired and then sold through the traditional channels; if this destruction (347 tonnes in 2020).
is not possible, the products are donated or recycled. Finally, if
no solution can be found, and as a last resort, non-conforming More information on non-conforming product recycling

products are destroyed. by the Quality team on p. 102-103.
23. For more information on Extended Producer Responsibility: https://www.ademe.fr/expertises/dechets/elements-contexte/filieres-a-responsabilite-elargie-producteurs-rep
24. In 2020, the AGEC law also created several new EPR channels concerning Decathlon activities.
This includes propane cartridges, toys, as well as sports and leisure items. For more information: https://www.ecologie.gouv.fr/loi-anti-gaspillage-economie-circulaire
25. For more information on ADEME: https://www.ademe.fr/ I 26. Solognac: Decathlon’s hunting brand.
18. USD 16 million. Cost price, representing a market value of between €20 and €40 million. 27. RFID: radio frequency identification.
19. Supply and logistics chain. I 20. For more information on Noz: https://www.noz.fr 28. Representing 1.7 million metres of components that can be used to make about 1.9 million recycled T-shirts.
21. Kimjaly: Decathlon’s yoga brand. I 22. For more information, see methodological note on p. 158.
100 #TomorrowStartsToday 2021 NFRD 101
 RECYCLING FOOTWEAR PREPARING FOR THE ENTRY INTO
In 2021, in partnership with several other sector brands, FINDING INCLUSIVE AND Franck  - We are even prouder of this partnership because FORCE OF EXTENDED PRODUCER
Decathlon contributed to one of the first industrial innovation it allows Decathlon not only to contribute to the circular
programs at CETIA 29, a new technological centre dedicated SOCIALLY RESPONSIBLE economy, but also to be socially responsible. We reduce our RESPONSIBILITY FOR SPORTS
to the recyclability of textile and leather goods in France. The
goal of this programme is to develop a technology capable
RECOVERY SOLUTIONS FOR waste while helping to create professional integration jobs. AND LEISURE GOODS
of automatically disassembling shoes so that the soles can NON-CONFORMING PRODUCTS What results have you achieved so far In 2021, one of the priorities of the Decathlon teams responsible
be recovered and each element can be recycled separately. and what are your plans for the future?
In 2021, in order to go even further in its attempt to limit for recycling issues was to prepare for the entry into force of
Automation would accelerate the development of the footwear
destruction as much as possible (see p. 100), the Quality Extended Producer Responsibility (EPR) for Sports and
recycling chain, which continues to be held back by the high cost Franck - In one year, we have already opened nineteen Quality
team launched a new partnership with Umains32, which Leisure Goods (SLG) scheduled for January 2022. ERP
of manual disassembly. Using a complementary technology recovery files that will eventually prevent the destruction
proposes an inclusive and socially responsible recovery requires of all companies that design and distribute these types
able to automatically identify and sort products, recycled of 216,373 products. Through this partnership, people will
solution. of articles on the French market to contribute financially to the
materials could then be incorporated in closed-loop production. remember the first two products saved from destruction
management of the products’ end-of-life.
This year, the Decathlon teams also continued experimentation by a network of integration workshops: 996 rugby shirts
that were transformed into bicycle luggage kits and 1,200 Since 2020, Decathlon has been actively discussing with all
launched in Greater Bordeaux in late 2020. In this area, 3,000
Nabaiji buoys transformed into pencil cases. Our goal now stakeholders involved in the creation of this new branch33 in
pairs of used shoes were collected in stores for shipping in
is to increase the number of possible recovery solutions and order to promote its progressive vision of reusing and recycling
early 2022 to a recycler, SOEX30, that will shred and separate the
various materials. As it prepares to create a circular economy,
Élodie ÖZEN establish a formal process that can be extended to the other sports goods. These discussions have led to Decathlon being
Founder of Umains countries where Decathlon is present. acknowledged as a player in the circular economy and to
Decathlon plans to reuse these materials to make soles and
the brand receiving approval to give a second life (reuse or
hunting shoes.
recycling) to items dropped off by customers in stores.
Franck YONNET In addition to discussions on the specifications for this new
branch, in 2021 Decathlon participated in four experiments
Retail & Logistics Quality Manager conducted by Ecologic34, the Producer Responsibility
Organisation authorised by the French government to help
sports retailers reuse and recycle their products. Thus, we
How did the partnership between have set up collection points at nine Decathlon stores in France
Decathlon and Umains come about? (including Roncq, Bailleul and Hénin-Beaumont) to better
Franck  - Until 2020, most non-conforming products that identify the waste streams, get a first estimate of the product
Simond: Recycling could not be repaired or donated were mostly destroyed. reusability rate and test the technical and logistical aspects of
ERP (choice of containers, development of logistic flows, etc.).
and reusing climbing ropes Today, this has become unacceptable. So, the starting
point for this partnership was Decathlon's desire to find an Over 30 tonnes of products have been collected through these
Decathlon is also conducting many other experiments alternative to destruction by calling on recovery specialists experiments, which also involved other companies in the sector
on products for which recycling channels have been capable of handling the large quantities stored in our French and about 15 waste disposal sites. Through this project, we
found. and European warehouses. have established links with actors in the Social and Solidarity
Economy in order to provide solutions for the repair and reuse
For example, Simond31 has launched its first collection
Élodie  - At Umains, we realised that it was difficult for of a significant portion of our products.
of climbing ropes in the Rhône-Alpes region. In 2021,
companies to take action on their own to avoid destroying Several deployment waves are planned for 2022 to ensure that
30 stores collected 1.5 tonnes of ropes, 500 kg of
their products: it is a very time-consuming process, there we provide collection points in as many stores in France as
which have already been sent to a French recycler for
are many recycling and recovery players and there are possible. Under EPR-SLG, all stores must be ready to collect
transformation into plastic parts for industry. A second
many different products to be dealt with. So, we wanted to sports goods by 2023.
recycling test will be carried out in the Netherlands
offer a logistics and digital solution that is very simple and
with two tonnes of material. If these experiments prove
guarantees product traceability. And we wanted to provide
conclusive, the project could be replicated in other
companies like Decathlon with a single contact so that we
regions in France and Europe. This type of approach,
can help them save as many products as possible. TESTIMONIAL
identifying and validating a recycling chain and then
testing it via regional collection before deployment, will
be gradually replicated for any recyclable product. How does this partnership work? Vianney BURUCOA
Élodie  - With the goal of saving as many products as
possible, this partnership with Decathlon is particularly EPR Project Manager, Decathlon France
Élodie  - As part of our collaboration with Decathlon, we
developed a platform to simplify and speed up recovery strategic and impactful for Umains; we are receiving
searches. Now, any Sport Quality Manager can enter the non- many requests not only from the Quality team but from “Decathlon is fully on board with the spirit of EPR-
conforming products that they want to recycle, specifying other departments as well, which demonstrates their true SLG: as a designer and distributor of sports goods,
the quantities at each storage location. After examining the commitment in this area. The recovery actions launched we are also responsible for financing our products’
request, Umains presents all possible solutions nearest to in 2021 will enable us to eventually save 16.18 tonnes of end-of-life. Offering customers the opportunity to
the warehouses. This helps limit the environmental impact products for Decathlon! Now, our priority is to develop our drop off their sports items at in-store collection
and contributes to the local economy. Once a solution has network further in order to be located as close as possible points is a real step forward in separating and
been selected, a network of inclusion or disability partners to Decathlon’s warehouses throughout France. recovering sports waste, to recycle or reuse it
takes care of processing. wherever possible. It represents a great opportunity
to reduce our environmental footprint while helping
our sports users consume more responsibly.”

29. A centre created by the ESTIA School of Engineers and the European Center for Innovative Textiles (CETI); for more information on CETIA: https://cetia.tech/
30. For more information on SOEX: https://www.soex.de/fr/processing/ 33. In particular, Ecologic, the eco-organisation approved for this sector, Union Sport et Cycle
31. Simond: Decathlon’s climbing and mountaineering brand. and its members, as well as Community-Oriented Economy structures.
32. For more information on Umains: https://www.umains.co/ 34. For more information on Ecologic: https://www.ecologic-france.com/

102 #TomorrowStartsToday 2021 NFRD 103

 3_REDUCING WASTE AND RECYCLING

WASTE MANAGEMENT EVOLUTION OF THE RECYCLING RATE OF WASTE SORTED BY TEAMS

DECATHLON STORES, BRANDED SITES AND COMPANY-OWNED WAREHOUSES

66% 66% 68.9% 66.4%

Making waste valuable 47%
39% 39% 42%
As a product designer and distributor, Decathlon generates KEY FIGURES
waste that contributes to its carbon footprint. AS OF 31/12/2021
The company is conscious of its responsibility to reduce its
STORES WAREHOUSES
environmental impact as much as possible, so it addresses the
issue of waste on the local level through its network of country 103,495 tonnes of waste 2018 2019 2020 2021 2018 2019 2020 2021
sustainable development leaders, who define the most suitable generated by Decathlon sites worldwide
action plans for their local communities (collection, recycling (96,252 in 2020) TESTIMONIAL
providers, etc.), as well as at the global level.
Stephen COE
Decathlon commits to ensure that 100% of its waste is
recovered by 2026. 42% in-store recycling Waste Management Leader, Decathlon United Kingdom
(39% in 2020)
“Since the end of 2020, waste from every Decathlon UK store has been taken to a single recycling centre on a

66.4% warehouse recycling weekly basis. It is then sorted on site into specific streams and collected by national recycling suppliers with whom
we have established a real relationship with this year. Together with awareness-raising initiatives in stores, these
actions enabled Decathlon UK to reach a recycling rate of 89% in 2021, stores and warehouses combined! This work
(68.9% in 2020)
contributes to the preservation of our playgrounds and I am very proud of this result!”

 Decathlon has improved the reliability of its waste management data and developed its network internationally to take PRIORITISING AND SORTING WASTE IN FRANCE
action locally.
In 2020, Decathlon France conducted an experiment to identify In 2021, the teams focused on renegotiating collection contracts
 In France, Decathlon has prioritised its different waste streams and launched a 2021-2023 project to reduce its level the contents of the rubbish bins in stores so they can be directed for the intermediate level. The aim is to make waste recycling
of non-hazardous industrial waste. to the appropriate recycling channels35. more competitive to encourage more environmentally friendly
 It has continued to deploy its partnership with Too Good To Go in order to combat food waste in Europe, avoiding the After identifying eighteen categories of waste, the teams were practices. These negotiations helped us to better regulate the
generation of 73 tonnes of CO2 in 2021. able to prioritise different waste streams and establish a services and draft collection procedures that will be deployed
2021-2023 project organised around three levels of control: in stores in 2022.

 Cardboard
MINIMUM
 Flexible polyethylene plastics INTERMEDIATE  Workshop metal REFERENT  EPR-SLG
SORTING AND RECYCLING WASTE IN STORES AND WAREHOUSES  Hangers  Office paper  Food packaging
 Batteries  Inner tubes  Organic waste
 Electric and electronic waste  Tyres  Aluminium
TESTIMONIAL TYPES OF WASTE GENERATED  EPR textiles  POS advertising  Mixed hard plastics
BY OUR SITES WORLDWIDE  Non-hazardous  Shoe padding
DECATHLON STORES, BRANDED SITES  industrial waste
Mélissa GRAYEL AND COMPANY-OWNED WAREHOUSES
Store and Warehouse Waste
Management Leader
41% FIGHTING FOOD WASTE
“2021 saw a growing mobilisation in our network on
Recycled paper
and cardboard 48% THROUGH “TOO GOOD TO GO”
the issue of waste. Not all countries are moving at Mixed waste TESTIMONIAL
the same pace, which demands we provide strong, A partnership to combat food waste was launched between
individualised support, but we are now witnessing Decathlon and Too  Good  To  Go36 in 2020. The principle is
plenty of emulation; more and more country simple: all the food products in our nutrition and hydration Antoine LÉVÊQUE
sustainable development leaders are tackling this departments nearing their use-by date are taken off the shelves Nutrition Product Engineer
issue. We have also undertaken a major effort to and repackaged in baskets of mixed goods. Then, users of the
improve the reliability of our data over the past Too Good To Go app can pick up these baskets in store for a
two years using the Metrio tool, and we hold a third of the original price of the items. Our goal is to sell our “The Too Good To Go project is an excellent example
quarterly webinar to analyse our performance, stocks before they become out of date and have to be thrown of the collaborative work being done at Decathlon.
share best practices and raise awareness in our 4% out. After observing the need in our stores, we put in place
network, which grew strongly this year. This is very 2% Recycled After Italy, Portugal and the United Kingdom in 2020, four all the necessary actions to provide a quick, simple
and efficient solution.”
encouraging for the future.” Recycled plastic 5% packaging new countries joined the initiative in 2021: Poland, France, the
Netherlands and Spain. In all, 30,000 baskets were saved and 73
Other:
wood, metal scraps, textiles, etc. tonnes of CO2 were avoided in Europe in 2021.

35. For more information: 2020 NFRD, p. 86.

36. For more information on Too Good To Go: https://toogoodtogo.fr/fr

104 #TomorrowStartsToday 2021 NFRD 105

 CREATING SUSTAINABLE VALUE

CREATING Our commitments for 2026

SUSTAINABLE
STAKES 2026 COMMITMENTS 2020 2021

3 3

VALUE
People and Sharing People and Sharing
committee meetings committee meetings
Specialised committees dedicated ― ―
Governance to sustainable development 4
Environmental
3
Environmental
Transition committee
Transition committee
meetings
meetings
TRANSFORMING TO DEVELOP
HEALTH AND WELL-BEING Some KPIs enable us to measure our actions
that create the most impact* in order to
Incorporating
THROUGH SPORT human,
achieve our climate targets defined with SBTi
All the actions are included
 n/a
100%

environmental
and financial
in Decathlon's monthly performance report
*The actions creating the most impact account
71%
performance for more than 70% of the total SBTi commitment

into our value

measurements
100 % of teammates are paid in line
with extra-financial performance criteria
n/a n/a

An Ethics & Compliance Referent is trained

100% 100%
and supported in applying the Sapin II
Anti-Corruption Law in each country
Every country in which Decathlon operates

has appointed an Ethics & Compliance Referent
60% 100%
100% 100%
100% of teammates have access to

100%
the internal alert platform that enables
Business them to raise questions and reports 100%
ethics

32.5% 46%
of reports are of reports are
being processed being processed
100% of reports are processed ― ―
67.5%
of reports have
54%
of reports have
been processed
been processed

List of our memberships and partnerships with leading stakeholders

Connecting (organisations, programmes and initiatives, etc.). ✓
and dialoguing
DECATHLON IS COMMITTED TO THE UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS: in an open
ecosystem Annual publications (Non-Financial Reporting Declaration,
Vigilance Plan, Modern Slavery Statement, etc.) ✓
The Transition Plan was drawn up in 2020. Some indicators have been created or modified following the deployment of strategies and will therefore be available in 2022.

2021 NFRD 107

 CREATING SUSTAINABLE VALUE

GOVERNANCE FAMILY AND

EMPLOYEE
APPOINT
APPOINTS
SHAREHOLDERS
Organising for
sustainable performance REPORTS
Meets regularly EXECUTIVE
BOARD OF (every 6 to 8 weeks)
MANAGEMENT
Decathlon was founded in 1976 and is based on a unique DIRECTORS CEO: Michel Aballea*
governance system that ensures both:
7 members
 Stability and independence thanks to the guarantors of its
long-term vision (family and employee shareholders, board
of directors);
 Great agility through its respect of the principles of
STRATEGIC
ADVISES
subsidiarity and global/local responsibility. COMMITTEE AND GUIDES
Decathlon’s corporate governance bodies acknowledge the Meets regularly
ADVISES (every 2 to 4 weeks)
importance of human and environmental issues, so they place ALERT
AND GUIDES
sustainable development at the heart of their strategies and
ensure it is deployed throughout the entire organisation. APPOINTS
APPOINTS
APPOINTS AND DRIVES
ENVIRONMENTAL STRATEGY
KEY FIGURES
AS OF 31/12/2021 TRANSITION
COMMITTEE

3 “Leaders Week” events

REPORT
CIRCLE OF
Meet 3 times
bringing together the company’s leaders1 AUDIT & PATHFINDERS per year at REFERENTS
COMPLIANCE 10 members “Leaders Week” 22 Referents
3 People & Sharing committee meetings COMMITTEE
APPOINTS
COMMITTEES AND

3 Environmental Transition ASSIGNS THEIR

RESPONSIBILITIES
PEOPLE &
SHARING
RELAYS AND
committee meetings GUIDES STRATEGIES,
COMMITTEE COORDINATES

DECATHLON’S GLOBAL FINANCE MONITOR,

GOVERNANCE SYSTEM COMMITTEE
ES
SUBSTITUTE

MMITTE
Decathlon is organised into different networks that are SPECIALISED CO
interconnected based on their scope of action. Their strategies
are guided by the principle of global and local responsibility, and COUNTRY LEADERS
are supported by Referents who are experts in the issues they Apply strategies locally
address. The strategies are disseminated locally by Relays, who
are influencers in their operational decision-making areas. *On March 15, 2022, Barbara Martin Coppola
succeeded Michel Aballea as CEO.

The Audit & Compliance committee examines internal The People & Sharing committee challenges and monitors
oversight, challenges risk mapping, validates the internal human indicators, expresses an opinion on the value-sharing
 Three People & Sharing committee meetings and audit plan and monitors the second line of defence3 and policy, monitors actions promoting the corporate culture, etc.
three Environmental Transition committee meetings The Strategic committee and the board
implementation of compliance measures. This committee met This committee met three times in 2021.
were held in 2021 to place sustainable development of directors’ four specialised committees seven times in 2021. More information on
issues at the highest level of Decathlon’s governance.
The Strategic committee advises and guides the board the People & Sharing committee on p. 112.
The Finance committee validates the financial, legal and fiscal
of directors on issues most strategic for the company. To autonomy frameworks, monitors changes to the fiscal policy, The Environmental Transition committee issues an informed
 The Environmental Transition department evolved
improve efficiency and relevance, the Strategic committee manages the company’s balance sheet, issues opinions on the opinion on the company’s environmental goal, ensures the
its organisation in line with its mission to “catalyse
delegates a number of fundamental topics to four real estate policy, etc. This committee met five times in 2021. convergence of its economic and environmental interests,
Decathlonians to conciliate, through sport, human
independent and specialised committees2 having specific challenges and monitors indicators, validates the environmental
well-being and planet boundaries”.
duties, and that produce studies and recommendations: audit plan, etc. This committee met three times in 2021.
More information on
the Environmental Transition committee on p. 112.

1. The event brings together the Executive Director, the members of the Circle of Pathfinders, United Referents and country leaders over several days. 3. Line of defence: term used by organisations to refer to risk control.
The purpose of this meeting is to share strategies and examples of local applications in order for these people to inspire one another.
2. The specialised committees are composed of representatives of family shareholders and external experts.
108 #TomorrowStartsToday 2021 NFRD 109
 SUSTAINABLE DEVELOPMENT GOVERNANCE

 Analyses and challenges sustainable  Defines goals with the Human

development policies
EXECUTIVE Resources department and the
Environmental Transition department
 Monitors results on People, Planet and
Profit commitments through systematic
PEOPLE & SHARING MANAGEMENT  Validates the trajectory
debriefing at board meetings COMMITTEE  Monitors performance

ENVIRONMENTAL
TRANSITION
COMMITTEE APPOINTS

CHALLENGES APPOINTS

CHALLENGES

STRATEGIC
DIRECTION
 Defines environmental goals with
& CONTROL
the CEO in line with the company’s strategy
ENVIRONMENTAL
 Defines short, medium TRANSITION DIRECTOR
and long-term human and (Isabelle Guyader)
HUMAN RESOURCES social goals with the CEO
DIRECTOR
DRIVING & (Miguel Ruiz)
STEERING

 Identifies and quantifies

IMPLEMENTATION extra-financial risks
 Compiles risks identified
in the mapping
 Performs spot checks
INTERNAL AUDIT

 Bring Decathlon's values

and culture to life
 Deploy human fundamentals locally
LOCAL HUMAN  Create the conditions for team
RESOURCE LEADERS member success and sustainable  Promote Decathlon’s
(1 HR leader per country) performance environmental strategy and
LOCAL ENVIRONMENTAL action plans in their country
TRANSITION LEADERS  Serve as direct contacts
for local stakeholders
(57 leaders)

110 #TomorrowStartsToday 2021 NFRD 111

 IDENTIFYING The Human Resources department
EXTRA-FINANCIAL RISKS Historically, the Human Resources department has been
The Internal Audit and the Sustainable Development teams The People & Sharing committee met three times in 2021. based on the principle of subsidiarity, the foundations of which
rely on a principle of co-construction to identify the most People committee meetings are also held annually at various encourage the autonomy and responsibility of local teams.
significant extra-financial risks. By working together, they Decathlon entities. They are an integral part of the company’s However, certain fundamental common human principles have
combine the risk identification and quantification methodology local and global governance. been defined at the United level and form the basis for local
with expertise on sustainable development topics. autonomy.
The preliminary identification of risks is based on the expertise
Environmental Transition committee Above all, the Human Resources department provides
of operational staff who are best qualified to express their vision assistance to local leaders and teams. This collaboration
of reality. This information is gathered through interviews, The Environmental Transition Committee was created in 2020
to promote and monitor the preservation of our natural relies on United people leaders who guarantee the conditions
consultations and documentary analyses, following which a for the teams’ success and performance and who measure the
summary report is drafted. Once the risks have been identified, capital with the utmost attention.
creation of sustainable human value.
quantification work is undertaken to determine the probability This independent committee is composed of representatives
of the extra-financial risks occurring and the severity of the of family shareholders as well as external experts. It takes an Every year, an international Decathlon Teammates Barometer
repercussions. impartial view in order to observe, evaluate and challenge the (DTB) survey6 measures the deployment and practical
strategies put in place to preserve Decathlon's resilience for implementation of our people strategies, as well as our
In the case of climate risk, for example, two main sets of risks the long term. This committee also monitors environmental teammates’ level of fulfilment, enjoyment and performance. The
have been identified: performance on a regular basis in relation to the strategies DTB is a reflection of teammate involvement and engagement
identified. at Decathlon, a structuring measurement tool that enables the
 Endogenous risks, related to the impact of Decathlon’s
company to assess the effectiveness of its people policies.
activities on the environment;
The following objectives were set at the time of this advisory
 E xogenous risks, which are the risks that Decathlon faces
body’s creation: Environmental Transition department
due to climate change at the planetary scale.
 Sustainability of Decathlon’s decisions and business model; In 2021, the Environmental Transition department changed its
The teams assess and prioritise these risks according to pre-
 Complementarity between the environmental transition and organisation in line with its mission to “catalyse Decathlonians
established and quantified scales, and then present them in the
the economic trajectories; to conciliate, through sport, human well-being and planet
form of a mapping4.
 Reliability of the indicators. boundaries”. The organisation is now based on several pillars
Using this mapping, the teams submit an audit plan assessing that aim to:
the degree of risk coverage to the Audit & Compliance This committee reports to the Decathlon board of directors
annually and holds discussions with the various company THE STRATEGY AND ITS STEERING  Think and build a desirable future;
committee for validation. Then audits can be conducted to
determine actual risk. bodies. It serves as a guarantee that environmental results are Decathlon's sustainable development strategy is led by the  Transform all Decathlon activities to include the environmental
systematically addressed and analysed at board meetings. Environmental Transition and the Human Resources Directors, transition;
both of whom are members of the Circle of Pathfinders.  Drive and report on the company’s extra-financial
SPECIALISED COMMITTEES The Environmental Transition committee met three times The strategy is stated in the 2020-2026 Transition Plan5 performance;
AND SUSTAINABLE DEVELOPMENT in 2021. During these meetings, it systematically analysed the (see p. 21, 49, 73, 83, 95 and 107), a document that can be
company’s progress on product carbon intensity, sales realised updated annually based on the lessons learned from company  Build and develop careers dedicated to sustainable
Several committees have been set up to ensure that all
with Ecodesign products and sustainable sales. A central theme experiences and changing scientific knowledge, methodologies development.
components enabling responsible development are present
at Decathlon’s highest levels. They are responsible for was also addressed at greater depth at each meeting this year: and issues. This Transition Plan is built on three pillars: Staff dedicated to these topics are supported by specialised
conducting discussions for sustainable in-depth decisions  Meeting 1: product ecodesign and the selection of more 1 - Developing people; communication, legal, information technology and human
that are taken at the same level as those that enable the sustainable materials; resources teams on a daily basis.
2 - Preserving nature;
company to be responsive, agile and adaptive, to attain both  Meeting 2: environmental aspects in production;
3 - Creating sustainable value. The Environmental Transition department is also linked to
medium and long-term results.
 Meeting 3: product end-of-life (waste management, recycling, various operational networks:
plastic pollution in the oceans). Through this organisation, skills can be shared at different  Sports & Processes networks for the ecodesign of
People & Sharing committee
levels: components and products, as well as the development of a
The People & Sharing Committee aims to ensure that topics
 Environmental transition process leaders and United more sustainable product offering;
concerning people are understood and implemented. It
people leaders are experts in their topic; they deploy the  Production networks located around the world, providing
anticipates and explores future challenges and prepares for
strategies every day and steer sustainable performance vigilance for the respect of fundamental human rights and the
them with care and ambition.
indicators; environment when manufacturing Decathlon products;
This independent committee is composed of representatives
 The environmental transition leaders and human resources  Logistics and retail networks to develop local strategies
of family shareholders and external experts. It supports the
leaders in the countries are real relays of these strategies related to the environmental transition;
implementation of the company’s people strategies with close
and take decisions in their regions.
attention. It monitors human performance in relation to the  Communication teams in stores to develop awareness and
strategies identified on a regular basis. These different players work together to guarantee consistent information on sustainable development (environmental
This committee: implementation of the Transition Plan. management of energy and waste, second-hand products,
 Monitors our teammates’ engagement and enjoyment at work; etc.) for customers and users.
 Verifies the coherence and relevance of short, medium and
long-term people strategies;
 Anticipates human challenges and drives change for a
successful and sustainable company;
 Measures social and human performance;
 Considers the relationship of people strategies with
environmental and economic results;
 Examines the contribution of all Decathlon stakeholders.

4. More information on risk mapping on p. 16-17. 5. For more information on the Transition Plan: https://sustainability.decathlon.com/transition-plan-2020-2026
6. More information on the Decathlon Teammates Barometer on p. 23.

112 #TomorrowStartsToday 2021 NFRD 113

 CREATING SUSTAINABLE VALUE

MEASURING VALUE HELPING EVERYONE UNDERSTAND EXTRA-FINANCIAL PERFORMANCE

INCORPORATING ESG CRITERIA These reports are intended for all teammates and are issued
IN FINANCIAL REPORTING TO REFLECT every month. Although the goal is to provide an overall
SUSTAINABLE PERFORMANCE
Accelerating the integration of human,
representation, the purpose is basically to provide information
In order to reach its Transition Plan objectives, Decathlon on a regular basis.

environmental and financial performance needs to manage its extra-financial performance with the same
regularity and rigour as it does financial elements. An overall
The aforementioned indicators are currently the first to be
processed, although the company aims to add more in order to
understanding of the company’s performance is also essential move from a historical mode of economic reporting to providing
in order to assess the creation of global value for the long term. visibility of performance for the new business models required
A company’s performance can no longer be considered solely By calculating its greenhouse gas emission intensity, Including fundamental environmental issues among these for the environmental transition.
according to financial data. Human and environmental issues Decathlon can assess and manage its global impact and make criteria also provides information on the company’s resilience Decathlon has been monitoring this data for the past few years,
must be included to allow a global analysis of performance, responsible decisions accordingly. and long-term sustainability. and has been refining it in order for it to be integrated into this
serving an environmental transition that is necessary in To accelerate actions taken in the Transition Plan, Decathlon’s In 2021, the following indicators were incorporated in financial global reporting. This data is the fruit of reliability and structuring
assessing the company’s full value, beyond strictly financial extra-financial performance can be examined on different levels: reporting: work undertaken by the financial teams, with assistance from
aspects. for example, when evaluating share value for shareholders, the teams dedicated to extra-financial performance.
 Carbon intensity (tCO 2e/euro sales);
Though separate, financial and extra-financial performance for teammate remuneration and for impact credits, which link
 Sustainable sales (sales of second-hand products, repairs
indicators are closely linked: in particular, the company’s the company’s bank financing with sustainable development
and rentals);
economic data is directly related to the availability of the indicators.
natural resources needed to manufacture products, to energy  Sales realised with Ecodesign products.
consumption and to the volume of shipped products.

KEY FIGURES
AS OF 31/12/2021
STEERING THE CREATION OF EXTRA-FINANCIAL VALUE
10.4% of sales MANAGING ENVIRONMENTAL PERFORMANCE Environmental data assessed in the Scorecards for Retail
realised with Ecodesign products THROUGH “BOOST PLANET SCORECARDS” and Logistics:
(5.9% in 2020)
To accelerate the decarbonisation of Decathlon’s business  Percentage of sales realised with Ecodesign products;

22.1% less CO e emissions 2

model, financial and extra-financial performance need
to be managed with the same level of thoroughness. The
 Percentage of sustainable sales (rentals, second-hand products
and repairs);
per euro of net sales compared with 2016 company decided to use the same recognised and effective
steering method to integrate these concepts to avoid the trap  Percentage of reduction in carbon intensity: tCO 2e/euro of
(0.76 kg CO2e/euro in 2021, -13.2% less than 2020)
of processing environmental information separately. Therefore, sales9.
its objectives have been translated into concrete actions and Environmental data assessed in the Scorecards for
paired with quantified data and regular feedback. Production:
1.47% of sustainable sales The objective of this performance dashboard, called the
“Boost Planet Scorecard”, is to provide a quarterly snapshot
 Percentage of coal used by Rank 1 suppliers;
 Percentage of renewable electricity consumed by production
from second-hand products, repairs and rentals of a country’s financial and extra-financial position. A
(1.36% in 2020) number of specific criteria have been defined in relation to their sites10;
performance target established for 2022.  Percentage of production sites whose reduction trajectory is
This assessment helps Decathlon determine the disparity based on science10;
between the current situation and the goal, and above all to  Percentage of reduction in CO 2 emissions10.
provide the necessary teaching and information to remedy
the situation quickly. Most of all, the Scorecard is a pragmatic Following this initial work identifying and ranking performance,
assistance tool. It provides a score that is used to rank countries the system will be strengthened in 2022 to provide individual
and provide leaders with visibility of their performance and that assistance to countries that have a significant environmental
of other countries in order to encourage the sharing of best and economic impact. The aim will be to identify and solve
practices in a logic of continuous improvement and healthy problems more thoroughly in all areas concerned: production,
competition. Sports & Processes, and distribution.
 Extra-financial performance and ESG criteria7 are included in the company’s general reporting to provide global
visibility of the actions taken, including human and environmental capital. Boost Planet Scorecard criteria
Criteria used to measure the countries’ environmental
 Scorecards8, as genuine snapshots of the countries’ overall performance at a given time, are defined in order to performance:
measure and guide extra-financial performance on the various scopes in an educational, regular and effective manner.  Data reliability;
 Adherence to the trajectory (local compliance with Decathlon
 Financial teams receive training to ensure they thoroughly understand our environmental and human commitments
Group’s ambitions);
and their significance, as well as how data is collected, so that they are able to construct their own performance
monitoring independently.  Maturity of the action plan (coherence of the ambitions with
dedicated human and financial means);
 Adherence to commitments.

7. ESG criteria: Environmental, Social and Governance. 9. More information on the indicator on page 161: tCO2e/euro of value added.
8. Scorecards: management reports. 10. 519 production sites were chosen by Decathlon buyers to be managed on decarbonisation issues as of 31/12/2021.

114 #TomorrowStartsToday 2021 NFRD 115

 CREATING SUSTAINABLE VALUE
TEACHING FINANCIAL TEAMS
TO STEER, UNDERSTAND AND REPORT
EXTRA-FINANCIAL INFORMATION
TESTIMONIAL
DIGITISATION
Previously, extra-financial issues were kept separate from the Katy DRAPER
financial sphere. Though this is no longer the case, a great deal
of education is required in order to understand their full scope
Boost Planet Scorecard leader Bringing about the digital transformation
and interconnections. The sustainable development teams
provide insight to support the transition and guide financial “The environmental transition requires that everyone
teams toward concrete ideas. Initially, it was necessary to re- Decathlon addresses important societal issues related to the
involved receive assistance on the local level.
explain the commitments taken for the environmental transition digitisation of its product and service offerings. The challenge
Although people are truly rallying around the subject,
as well as to help prioritise actions in order to focus our efforts. of digital transformation has to be addressed in step with the
this transformation requires new skills and new
human and environmental transition. That is why these issues
Financial teams need new skills if they are to provide this data. methods, as we build strategies simultaneously.
need to be monitored at the same time, since both subjects
By adding management on the performance of new extra- While we allow financial teams to tackle issues
create both constraints and opportunities.
financial criteria, our contributors will be able to master new independently, we also offer them concrete tools to
tools and networks. help them better understand the issues, enable them Therefore, more and more applications are being created
to mobilise the relevant people and report information and related human resources are being hired to handle the
In order to maintain reliable and effective information reporting,
reliably and regularly.” increasingly complex data required for calculations that assess
this assistance means encouraging the sharing of best
and steer environmental impacts.
practices within the international financial community, together
with an awareness of the expectations of internal stakeholders Because the computer resources themselves consume energy,
who lead the actions and external stakeholders who analyse they are also gradually being included in the assessment
Decathlon’s progress. tables. Finally, because data processing is at the heart of the
company’s digitisation, significant efforts are being made to
Through these connections, sustainable development leaders A network of contributors and new training will be created in
protect data security, both inside and outside the company.
can work more closely with country CFOs for real efficiency. In 2022 in order to study the challenging subjects that have been
2021, six webinars were held for 130 people from the financial identified in depth.
and sustainable development spheres.

KEY FIGURES
AS OF 31/12/2021

CONVERTING EXTRA-FINANCIAL PERFORMANCE INTO MONETARY TERMS 80% of teammates learned

about the importance of personal data protection
INCLUDING ESG CRITERIA INCLUDING EXTRA-FINANCIAL
IN TEAM AND LEADER COMPENSATION CONCEPTS IN SHARE VALUE
Linking the company’s human and environmental performance Each year, independent experts evaluate Decathlon’s financial
to remuneration is an effective way to encourage teammates to value in order to determine its shareholder value11. Since 2018,
help create value and drive extra-financial projects.
This is why Decathlon is gradually including extra-financial
this evaluation has also presented and studied the quality of
Decathlon’s performance on environmental and social criteria. 20.8% of digital sales
performance criteria in the remuneration of certain groups A further step was taken in 2021, by adding an economic (products and services)
of teammates and in their area of responsibility (country, approach to quantifying environmental and social performance (19% in 2020)
project), with the aim of gradually extending this new element. in order to express the company’s financial value. By linking this
Staff representative bodies have responded positively to this
change to remuneration.
data to shareholder value, Decathlon’s efforts can be revealed
to the company’s co-owners. Including extra-financial criteria in Nearly 10 digital solutions
In 2021, these criteria were applied to members of management this manner serves as an incentive to meet the objectives set in are used to calculate our environmental impacts
teams, including country leaders, with some ESG data all the company’s strategies.
assessment criteria applied to the determination of a portion So in this way, Decathlon's extra-financial performance is
of their annual bonus. An individual assessment based on assessed globally, with a focus on certain representative
the measurement of human, environmental and financial environmental and social indicators:
performance was also added.  Teammate happiness and engagement at work;
In 2021, ESG criteria were applied to service, logistics, and store  User delight;
organisation employees in France.
 Sales realised with Ecodesign products;
Based on the principle of subsidiarity, similar initiatives to  Decathlon is investing in technology and people to improve reliability and expand the digital data used to analyse its
 Sustainable sales;
integrate ESG criteria into remuneration are being taken environmental impacts.
voluntarily in some countries, such as Vietnam.  Supplier panel performance on human responsibility in
production issues;
 Decathlon’s teammates are being made aware of the environmental impact of computer hardware and the electricity
 Supplier panel performance on environmental responsibility required to store and use data.
in production issues;
 Reduction in CO 2 intensity per euro of sales;  Cybersecurity are beefed up to protect customers’ and teammates’ personal data, together with all the company’s
 Supplier CO 2 management. information systems.

11. More information on shareholding on p. 40.

116 #TomorrowStartsToday 2021 NFRD 117

 MEASURING PROGRESS IN SUSTAINABLE BEEFING UP CYBER SECURITY Before sharing any data with business partners and when
considering a business alliance, Decathlon systematically
DEVELOPMENT USING DIGITAL TECHNOLOGY The growing complexity of new technologies, the development
drafts a contract allowing it to audit the third party’s
of remote computing in the cloud and growing cyber security
INVESTING TO DEVELOP DEDICATED risks are all leading to a significant increase in incidents involving security well upstream. This protection is backed by a security
New positions are being created to prioritise software
information systems (including cyber security incidents), both insurance plan that protects the relationship on a daily basis.
DIGITAL RESOURCES TO MEASURE investments, such as:
generally and globally. Regulatory changes concerning digital The goal is to be able to share tools while isolating the company
AND REDUCE OUR ENVIRONMENTAL IMPACT  Product manager, who upgrades digital tools to meet user from potential damage.
technologies—and data protection15 in particular—require a
In order to calculate all of our extra-financial indicators, which needs;
clear strategy and related action plans to protect both the This IT security policy is defined in a charter available for all
are true reflections of the action plans the company has  Data owner, who defines data and indicators, and sets quality employees. It is known that potential human errors, such as
company and its stakeholders.
implemented, a catalogue of scope-specific applications is objectives for them; between project teams, can lead to security vulnerabilities.
made available to environmental transition project managers. Every day, Decathlon's teammates use critical and/or personal
 Data steward, who ensures that the appropriate data is data that are entrusted to the Brands, the Group or its partners. Awareness programmes were deployed in 2021 to raise
These software products are able to construct human and
available, so that they can be used correctly, with the right This means that the company is exposed to risks of data loss, awareness among teammates, using teaching kits and fake
environmental trajectories as reliably as possible. Nine people
tools, in the right place. corruption or insufficient protection. These risks could lead phishing campaigns. Every new employee learned about this
now oversee IT tools for sustainable development (two people
in 2020). Data quality depends primarily on a global understanding to malicious use and could infringe on people’s rights and concept during an hour of training. Today, 100% of country
of needs and on regulating in real time the human resources freedoms. Decathlon could also be exposed to attacks on its leaders have signed the internal cybersecurity charter, which
For example, the sports goods design tool now uses data from outlines the main issues and risks in this area. The goal is to
assigned to it. This assessment ensures that the various information system leading to unavailability or loss of integrity,
Glimpact environmental impact measurement software12, have 100% of employees trained in these risks by 2025.
tools can be coordinated, such as to integrate human and confidentiality or traceability.
which uses both French and European databases, as well as
environmental data in financial tools.
specific Decathlon data.
PROTECTING PERSONAL DATA
AND RESPECTING PRIVACY TESTIMONIAL
Decathlon is committed to protecting its teammates’ and its
customers’ personal data, actively ensuring that personal data
protection principles are applied in accordance with the Farid ILLIKOUD
local framework in every country in which it is established. Digital information
Each subsidiary is provided with a privacy policy in a concern security leader
RAISING AWARENESS OF for consistency and efficiency. A community of Referents
THE DIRECT ENVIRONMENTAL IMPACT from each entity, called “Privacy Officers”, has been set up to
OF USING DIGITAL PRODUCTS guarantee everyone’s continuous improvement through the “Not all company entities are exposed to the same
sharing of organisational and operational best practices. level of risk. We adopt an analytical stance first of
In order to share best practices with others, Decathlon Several awareness events were held to raise teammates’ all to support leaders and projects toward greater
participates in a number of working groups created by various awareness of the environmental impact of their computer use In 2021, Decathlon improved compliance in two key ways:
autonomy. Training and awareness raising are key
organisations in France: and of the energy consumed to store and use their data. Cyber  By re-designing the training catalogue to educate more than elements in our approach, along with regular auditing
 Institut Numérique Responsable, with its WeNR tool13, which World Clean Up Day was used as an opportunity to address 200 employees; and monitoring, because cybersecurity means
assesses a digital organisation’s environmental impact, digital waste14 in some countries. Nearly 35,900 teammates in  By considering the issue right from the start of projects. managing human risk, with connections between the
allows the sharing of methodologies and the definition of 37 countries were involved in a week of events to learn about different teams of experts and good cooperation.”
common indicators; the impact of the energy consumed for data storage, during
which close to 6,000 gigabytes of digital waste, representing PROTECTING INFORMATION SYSTEMS
 French Transfo, which creates common methodologies to AGAINST CYBER ATTACKS
114,152 kg of CO 2e, were deleted.
calculate the environmental impact of IT services.
Lastly, Decathlon monitors the power it consumes for data As it pursues its digital transformation, Decathlon is impacted
storage. Migration to the cloud helped optimise this impact by directly by the complexity and specificities of cyber security.
39% between 2020 and 2021. As cyber attacks become increasingly sophisticated and
complex to prevent and eradicate, it is difficult to predict the
consequences of a potential security breach.
The impacts can be significant and can directly threaten
business continuity. The many contacts, including suppliers
and service providers, add to the company’s cyber security
risks related to outsourcing, since a contractor having non-
compliant security measures could represent an entry point
into the company’s information system.
TESTIMONIAL Decathlon has strengthened cyber security measures in
response to this strongly evolving context, completely
overhauling its information security policy for all employees
Vincent DELLACHERIE and third parties, and implementing new cyber surveillance
Green IT leader systems. Today, Decathlon ensures that every tool is up-
to-date, monitored and includes surveillance systems. The
company’s goal is to continuously detect weak signals in order
“Digital technologies represent a significant share of corporate environmental impact. This is one of the areas with to counter or contain computer attacks.
the largest increase and it could represent 8-10% of the world’s carbon footprint by 2026. That is why it is so important
that we address it today. First, by working on digital solutions that can help resolve our company’s sustainable
development challenges (IT for Green), but also through ways in which digital technologies can reduce their own
environmental impact (Green IT). These are issues that we need to examine globally within Decathlon teams.”

12. More information on Glimpact on p. 75. 15. For more information on Europe’s General Data Protection Regulation: https://gdpr.eu/
13. For more information on WeNR: https://wenr.isit-europe.org/fr/wenr-2021/
14. More information on Cyber World Clean Up Day on p. 91.
118 #TomorrowStartsToday 2021 NFRD 119
 CREATING SUSTAINABLE VALUE

ETHICS AND COMPLIANCE EVALUATING, PREVENTING

AND REPORTING WHEN NECESSARY
Decathlon is deploying a variety of tools to raise teammate
ADDRESSING ETHICAL ISSUES
AT THE HIGHEST LEVEL OF THE COMPANY
In 2021, the issues of combating corruption and influence
awareness of the risks of corruption and influence peddling and peddling were raised to the company’s highest level. In July

Conducting our activities responsibly to enable them to react, when necessary.

In 2021, Decathlon provided every employee with a tool to
and November, these issues were presented at “Leader Weeks”,
events for leaders from all countries in which Decathlon
evaluate the third parties with which they might work. This operates20.
Because Decathlon is present in 60 countries of distribution, and KEY FIGURES tool makes an ethical assessment using a risk-based approach In the summer of 2021, an Ethics Commission was also set
as a player in the global sports market, it risks being exposed AS OF 31/12/2021 to guide teammates in determining whether collaboration is up at the highest level of the company to address the most
to corruption and influence peddling. The company adopts a possible or whether further verification is required before a sensitive reports received on the platform.

100% of countries have adopted

zero-tolerance approach regarding these risks. Following the contract can be signed. Local Referents are trained in the use
entry into force of France’s Sapin II law16 in 2017, Decathlon of this tool and in third party assessments to assist employees. TRAINING THE REFERENT NETWORK
established a corruption and influence peddling prevention and Decathlon’s “Anti-corruption” Code of conduct The alert platform19 has been deployed in all countries, AND RAISING TEAMMATE AWARENESS
detection programme that is applied in every subsidiary around enabling teammates—and anyone outside the company—to In 2021, 100% of the countries in which Decathlon operates

100% of the countries

the world. The company is also subject to the USA’s Foreign report situations they believe to be contrary to the company’s appointed an Ethics & Compliance Referent (60% in 2020).
Corruption Practices Act and the UK Bribery Act. corporate values, Code of conduct or regulations. This platform The network receives regular training to improve skills,
Decathlon began publishing its Vigilance Plan in 2017 in in which Decathlon operates have appointed is also used in house to report discrimination, harassment or particularly on emerging issues. In 2022, the priority will be to
accordance with France’s law on the Duty of vigilance17.This an Ethics & Compliance Referent other situations that could jeopardise the physical or mental structure training and increase communication dedicated to
report identifies human rights and environmental risks in the (60% in 2020)
health of employees. anti-corruption issues.
company’s value chain and with its third parties18. Today, 230 case managers trained in privacy issues review For the second year, Decathlon held an event for all teammates

100% of reports received

each report received and are guided at every stage of their who were interested on 9 December 2021, declared
investigation by a process within the platform. All the reports International Anti-Corruption Day by the United Nations. This
via the alert platform were processed (54%) received (82) in 2021 have been processed or are currently year’s event was broadcast in five languages (English, French,
or are being processed (46%) being processed; 19% of these relate to issues of corruption, Chinese, Spanish and Portuguese) to provide information
fraud or conflict of interest. and raise teammate awareness of issues relating to internal
(100% in 2020)
Lastly, a dedicated internal website for all teammates provides reporting. Local events were also organised and held in Ukraine,
information on preventing corruption and influence peddling. China, Portugal and Brazil.

 Decathlon accelerated the deployment of its corruption and influence peddling prevention and detection programme.
Risk mapping, the Code of conduct and the alert platform have now been implemented in all countries.

 The company proposes a new tool to evaluate all third parties with which Decathlon wishes to engage in a business
relationship.
FULFILLING THE DUTY OF VIGILANCE AT EVERY LEVEL OF THE COMPANY
 An ethics commission was set up at the highest level of the company to rule on the most sensitive reports.
The Duty of vigilance team leads, challenges and guarantees This public report is accessible to everyone and covers all
 Decathlon strengthened its Vigilance Plan and published it for the 2020 financial year. reasonable coverage of the company’s environmental and the company’s responsibilities towards its value chain and
social risks and impacts throughout its value chain. To do third parties.
this, it relies on Referents who are responsible for setting It presents a mapping of environmental and human rights
up the Duty of vigilance programme within their scope. The risks, action plans to prevent them and explains how the
programme is also presented to corporate governance at alert system operates.
FIGHTING CORRUPTION AND INFLUENCE PEDDLING special meetings of the Audit & Compliance committee, and
The team worked on a new risk mapping methodology in
it has been formally defined in Decathlon’s Vigilance Plan
IDENTIFYING AND ASSESSING RISKS The “Fight against corruption” Code of conduct has been 2021 in preparation for the publication of the fifth edition of
and in the Non-Financial Reporting Declaration.
OF CORRUPTION AND INFLUENCE PEDDLING translated and adapted to local regulations, with local examples the Decathlon Vigilance Plan. The 2022 edition will include
In May 2021, Decathlon published the fourth edition of its external data from Verisk Maplecroft21.
In 2017, Decathlon began a mapping process to identify and to ensure that teammates in every country are able to fully Vigilance Plan for 2020.
prioritise the risks of exposure to corruption and influence understand it and take ownership of it. In 2021, the Code of In 2021, the Duty of vigilance and Business ethics teams
peddling within the company’s departments. conduct was adopted by 100% of the countries in which also began drafting an ethics charter, which will be available
Decathlon operates. in 2022.
In 2021, 100% of countries signed the final report presenting
the results of this risk mapping, which means that they
are now capable of addressing local risks of corruption and
influence peddling.
Corrective and preventive measures are currently being
deployed.

DEPLOYING THE CODE OF CONDUCT The Decathlon Vigilance Plan is available at:
IN ALL COUNTRIES https://sustainability.decathlon.com/decathlon-
Published in 2019, the “Fight against corruption” Code of annual-sustainable-development-reports
conduct defines and illustrates the types of behaviour that
should be adopted or avoided to prevent and combat corruption
and influence peddling. It advocates zero tolerance in this
matter. This document also lists a set of good reflexes when 16. Law No. 2016-1691 of 9 December 2016 on transparency,
dealing with a delicate ethical situation. combating corruption and modernising economic life.
17. Law No. 2017-399 of 27 March 2017 on the Duty of vigilance
of parent companies and contracting companies.
18. Note that Decathlon’s Vigilance Plan addresses primarily human issues 19. For more information on the platform: https://decathlon.whispli.com/sustainability
within the company and in production as well as in relations with third parties. 20. The event involves the Executive Director, the members of the Circle of Pathfinders,
It includes a reference to the Non-Financial Reporting Declaration, the United Referents and the country leaders for a week. More information on Decathlon governance on p. 108.

120 #TomorrowStartsToday which further develops environmental issues. 21. For more information on Verisk MapleCroft: https://www.maplecroft.com/
2021 NFRD 121
 CREATING SUSTAINABLE VALUE

SUPPLY CHAIN DEVELOPING A MULTI-PRODUCT OFFERING, AS WELL AS SOLUTIONS

FOR MULTIPLE INDUSTRIAL PROCESSES AND MULTIPLE COUNTRIES/REGIONS

Maintaining long-term purchasing relationships PRODUCTION COUNTRIES/REGIONS

Decathlon has 43 production offices in 25 countries/regions
and also works with suppliers established in 19 other countries/
Decathlon's sports goods are manufactured by a global panel This complexity is managed through collaboration and
regions. 2,245 teammates manage production in the country or
of suppliers organised by industrial process. They share the transparency with all the company’s suppliers, and its partners
region in which they are located, and if necessary, production
company’s desire to make its products sustainably accessible in particular, as well as through individualised responses along
in neighbouring countries when these do not have a Decathlon
to as many people as possible through common goals that the entire supply chain. Thanks to the efforts of the production
production office.
are based on respect, team fulfilment, product quality and teams, the value chain was kept under control during the
environmental protection. COVID-19 crisis.
Decathlon has teams established at production offices in Decathlon’s suppliers are at the heart of its strategy and will
several countries to support its suppliers. play a key role in the industrial transformation focusing on
The many different industrial processes used to manufacture product excellence that was launched in 2021.
the various types of products (textiles, heavy-duty sewing,
electronics, metal equipment, etc.) makes Decathlon’s supply
chain extremely complex, particularly when it comes to
controlling quality, quantities and deadlines.

KEY FIGURES
AS OF 31/12/2021

355
Rank 2 suppliers22
(362 in 2020)

50
partner suppliers  Countries/regions with a Decathlon production office (team):
(45 in 2020) Africa: Egypt, Ethiopia, Morocco, Tunisia | Americas: Brazil, Mexico | North Asia: China, Taiwan | Southeast Asia: Indonesia, Malaysia, 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/regions without a Decathlon production office (team present in a neighbouring country):
Africa: Madagascar | North Asia: Japan, South Korea | Southeast Asia: Cambodia | Europe  : Germany, Belgium, Bosnia, Bulgaria, Estonia, Spain, Finland, Hungary, Lithuania,
Netherlands, Czech Republic, United Kingdom, Slovakia, Slovenia, Switzerland.

930
Rank 1 suppliers23 PURCHASING VOLUMES BY INDUSTRIAL PROCESS
(977 in 2020) Decathlon offers a wide range of sports items in line with user requirements for the 65 Signed Sports. These products, designed
by the Decathlon teams and suppliers, are manufactured using a number of industrial processes, including those in sectors such
as textiles, metallurgy, electronics, footwear, etc. The products are designed and manufactured in compliance with Decathlon’s
specifications and contracts, which include its social and environmental requirements.

BREAKDOWN OF DECATHLON’S PURCHASE

VOLUMES BY INDUSTRIAL PROCESS Nutrition: 1%
FROM 01/01/21 TO 31/12/21 Chemicals and cosmetics: 0.5%
 Decathlon launched its “New Industrial Giant” transformation project. Four strategies (flexibility guaranteed to
customers, relevance of technology and component offerings, sustainable development for all and the digital Electronics: 1.5%
metamorphosis) were put in place to achieve product excellence. Footwear: 12.4%
Textiles: 34.3%
 The company’s partnership strategy advanced in 2021 with the addition of five new suppliers that have met all the Gloves: 1.2%
criteria required to reach partner status.
Simond products: 0.1% Heavy-duty sewing: 11%
 Decathlon continued raising awareness in sustainable purchasing issues by training its buyers. Metals: 10.2% Pyrotechnics: 0.2%
Wedze composites: 0.2% Welded/inflatable products: 2.6%
Plastics and composites: 7.9% Helmets: 1%
Bicycles: 14.8% Optical products: 1.1%
22. Suppliers of our Rank 1 suppliers, not having a contractual relationship with Decathlon.
23. Suppliers of finished products and components in a direct contractual relationship.

122 #TomorrowStartsToday 2021 NFRD 123

 IMPLEMENTING A NEW INDUSTRIAL STRATEGY PURSUING DECATHLON’S PURCHASING STRATEGIES
THE NEW INDUSTRIAL GIANT PROJECT The project is structured around four major strategies: PARTNER SUPPLIERS COMPANY-OWNED PRODUCTION SITES
In 2021, Decathlon launched a new industrial transformation 1 - Speeding up product design and supply; Decathlon is building an industrial project with all the partner Decathlon has nine production sites in which some of its
project aiming for product excellence. This project meets suppliers that share its vision and values. These collaborative products are manufactured. At these production sites, the
2 - Improving product style and using the technologies of the
the following goal: “to manufacture exceptional products, we and transparent projects create mutual trust. The mutually company is developing the “Decathlon Manufacturing Way”
future by seeking new partners and creating new alliances;
co-create industrial processes, raw materials, components demanding partnership relationships are integrated in the network aimed at promoting operational excellence. This
and technologies in an innovative and sustainable manner, 3 - Controlling raw materials and decarbonising production; company’s internal processes, pushing the company and its network enables the teams and partner suppliers to exchange
while guaranteeing maximum flexibility for our customers”. 4 - Continuing Decathlon's digital metamorphosis by becoming partners to achieve operational excellence, while developing ideas and draw inspiration from the best practices known to date.
an industry 4.0. the responsibility and autonomy of everyone involved.
In 2021, Decathlon reaffirmed its partnership strategy by DEVELOPING LOCAL PRODUCTION
adding five new suppliers that had reached sufficient maturity
Decathlon is pursuing its local production development
to become partners, bringing the company’s total number of
strategy in order to be more responsive to the demands and
partners to 50.
uncertainties of its markets, while reducing its impact on
CONQUEST This acceleration in establishing partnerships marks the the environment. The panel of suppliers and choice of volume
New Industrial Giant arrival of a new generation of more innovative and more allocations are always decided on the basis of total cost
at the service of the technical suppliers with a more aesthetic and sustainable
excellent product
(referred to as TCO: Total Environmental Cost of Ownership).
offer, thereby meeting the challenges of the New Industrial The combination of these two strategies (local production
FLEX RELEVANCE OF OUR TECH SUSTAINABILITY DIGITAL Giant project. and the TCO approach) enables Decathlon to form a panel of
TO CUSTOMER & COMPONENT OFFERS FOR THE MANY EXCELLENCE suppliers that meets the global and local challenges facing the

34.7%
company.
1 2 3 4
of Decathlon's total purchases  Made in China for Retail China: 94.8% (93.2% in 2020)
#TIME TO MARKET #BEAUTIFUL #TECHNICAL #RAWMATERIALS #DIGITISATION are made with its industrial partners  Made in Europe for Retail Europe: 25.6% (24.9% in 2020)
#MULTIPLE TTM24 FLOW #INNOVATIVE #ECODESIGN #DATA CENTRIC (32.3% in 2020)  Made in India for Retail India: 54.7% (46.4% in 2020)
#SUPPLY FLEXIBILITY #BEST OF BREED #DECARBONISED PANEL #NEW SKILLS
 Made in Africa for Retail Africa: N/A26
STRATEGIC SUPPLIERS  Made in Brazil for Retail Brazil: N/A
Decathlon maintains lasting relationships with all its suppliers
based on performance management as well as human and
# Faster # Better Choice # Greener # Digitized
environmental responsibility in the production process.
However, the company distinguishes between partner suppliers
and strategic suppliers; the latter do not enjoy a partnership
relationship because they do not meet all the criteria, but they
are essential because they provide exclusive technology or a The challenges of international
significant volume of production. transport during the pandemic
The international transport market experienced
significant disruptions in 2021, with ocean freight
Ghita BENKIRANE-SOUFLET rates27 double those of 2020, longer transport times
Chief of staff, New Industrial Giant AVERAGE LENGTH (three extra weeks on average between Asia and
OF SERVICE OF SUPPLIERS Europe) and a shortage of containers, which limited
IN DECATHLON’S PANEL25 capacity on the market.
How did Decathlon’s AS OF 31/12/2021 These disruptions were caused by the COVID-19
New Industrial Giant project come about? pandemic that began in 2020, as well as other events
Since its inception, the company has made every effort to control Our panel will also help develop local production and reduce that affected the entire logistics chain (obstruction of
the value chain from A to Z and to invest primarily in activities the company’s environmental impact in line with our production the Suez Canal in March 2021, partial closure of the
downstream of the company. Because it is able to offer more decarbonisation goals. Also, we want all the suppliers Yantian port in China in June 2021).
than a billion units using 16 industrial processes in 44 production representing 90% of our purchase volumes to be able to share Decathlon developed resilience in this particularly
countries, Decathlon is already considered an “Industrial Giant”. with us their most critical data related to our business, so we will 47% complex context so that its export activities were
However, the world is changing very rapidly and we must adapt. support them in their digitisation. impacted less than many other exporting companies.
The company therefore needs to project a stronger industrial 31%
ambition and draw on the expertise of new partners in order to How does the New Industrial Giant project This positive performance is the result of a strategy
make Decathlon a New Industrial Giant, the engine of product align with Decathlon’s sustainability goals? 10% 10% structured around three areas:
2%
excellence.  Partnerships with shipowners to guarantee
Sustainable development is an integral pillar of our project that 0% availability of containers and space on ships for
What will this industrial shift is aligned with the objectives of our Transition Plan. To reduce exportation;
our impact and deliver more sustainable products, we have Up to 1 to 3 3 to 5 5 to 10 10 to 20 Over
mean for the company’s suppliers? 1 year years years years years 20 years  Indexed long-term contracts to enjoy the most
identified three key issues that we will work on within the New
Our suppliers are at the heart of our new project and are affected Industrial Giant framework: raw material selection, ecodesign competitive rates on the market;
by our four New Industrial Giant strategies. To implement our and decarbonisation of our supplier panel. We also want to create  Negotiated flexibility for the seasonal nature and
transformation, we want to add the most innovative partners to new alliances with sorting and recycling suppliers to progress performance of Decathlon products.
our supplier panel while maintaining the strong ties we already more quickly on these issues. At Decathlon, we are convinced
have with our longest-running industrial partners. that we can achieve the product excellence we are aiming for only
through sustainable development.
25. For Decathlon’s top 100 suppliers in terms of purchase volumes.
26. Computer downtime for purchases made by Africa for Africa, and by Brazil for Brazil.
24. TTM: Time to market. 27. Cost of ocean shipping.

124 #TomorrowStartsToday 2021 NFRD 125

 CONTROLLING OUR SUPPLY CHAIN Strategic buyers
In addition to buying skills, Decathlon has introduced some AUTONOMY OF OUR PRODUCTION PARTNERS
In order to manufacture Decathlon branded products that satisfy the requirements of customers and users, the most thorough new core skills in the strategic buyer’s job description.
possible control of the value chain is essential. The company therefore develops supplier relationships on several levels: In 2020, the purchasing teams launched a 5-year programme
Since 2018, strategic buyers must be able to detect an E to develop Decathlon partner suppliers’ abilities for self-
score on human and environmental issues (which implies assessment. By strengthening its teams’ skills and deploying
RANK 1 SUPPLIERS RANK 2 SUPPLIERS
the immediate suspension of production with the relevant digital monitoring and self-assessment tools, Decathlon has
Rank 1 suppliers are bound contractually to a company within Rank 2 suppliers contribute to the value chain of Decathlon supplier, until the critical issue is resolved). The job description increased its demand for industrial excellence from its
the Decathlon group for the production or assembly of finished products. They have a direct commercial relationship with was extended in 2019 to include measuring and monitoring partners in terms of environmental and human issues, as well
and semi-finished products (via a manufacturing agreement), or Rank 1 suppliers, with whom they organise and manage the the CO 2 emission performance of buying activities, and as in relation to quality, procurement and industrialisation.
for the supply of raw materials or components (via a purchasing purchase orders and invoicing. The Decathlon group reserves raising awareness of forced labour issues. New methods
agreement); they receive purchase orders from the aforesaid the right to intervene in the selection or approval of these Rank The ambition is for 100% of Decathlon's partner suppliers to
have to be learnt in the acquisition of these new skills and are
company, which they invoice directly. 2 suppliers, though without interfering in the commercial and be autonomous in all of their assessments (with a level B audit
provided by regular training programmes. The aim is to adapt
legal relationship between Rank 1 and Rank 2 suppliers. result) by 2025, in order to ensure constant improvement.
the purchasing policies so as to be able to meet Decathlon
930 Rank 1 suppliers 355 Rank 2 suppliers
2026 commitments to reduce CO 2 emissions. In 2021, buyers
attended 12 webinars presenting actions that suppliers can
This programme is improving constantly and saw progress in
2021 despite difficulties caused by the COVID-19 pandemic.
(4.8% fewer than in 2020) In December 2021, four supplier sites had already met over
take to reduce their CO 2 emissions and other topics, such as
(1.9% fewer than in 2020) protecting biodiversity. 80% of the technical requirements and were preparing to earn
their Human Responsibility in Production (HRP) autonomy
Also in 2021, testing was done on a new digital tool that breaks
certificates by early 2022.
down both purchase volumes based on financial value creation
and environmental impact (E-TCO). An improved version of the More information on the HRP Autonomy programme on p 31.

Activities: tool will be deployed within the purchasing teams in January
design, development, industrialisation, production 2022.
By the end of 2021, 78% of buyers had been trained in
sustainable development (up from 68% in 2020).
Teams:
Decathlon's brands, R&D, processes,
production offices, suppliers
Rank 2
Rank 1 Rank 3 COORDINATING NETWORKS TO SHARE
AND DEPLOY STRATEGIES AND ACTION PLANS
In 2021, Decathlon held the sixth edition of its World Partner This year, attendees of the World Partner Forum were able to
Forum over two days in hybrid format because of continuing connect directly to the Reveal Innovation29 event for partners to
COVID-19 pandemic restrictions. This event brought together familiarise themselves with Decathlon’s culture of innovation.
60 partners from 14 countries, Decathlon teams and future Several local events were held around the world (in China, India,
partners. Vietnam, Bangladesh, Sri Lanka, etc.) alongside this major
Commercial relations
Over 1,000 people were present for testimonials from annual event. These meetings provide an opportunity for local
Decathlon executives and for a presentation of the company’s actors to discuss their difficulties in similar contexts and share
new industrial ambitions. The event also included reports from their best practices.
a number of partner sites.

FIGHTING UNDECLARED SUBCONTRACTING

It is difficult to detect subcontracting when it is not declared To combat this, the company trains its teams in precise
by suppliers. In spite of Decathlon’s formal opposition to this quantity planning during the product development phases
practice, which is set out in a contractual clause signed by the and later during mass production. The available information
suppliers and reinforced with regular on-site visits by Decathlon regarding actual production capacities is regularly cross- TESTIMONIAL
teams, some suppliers may outsource the manufacture of checked against the number of products delivered so as to
Decathlon products without its prior consent. mitigate the risks.
Wilfried CORNET
Purchasing processes leader

CULTIVATING SKILLS AT ALL LEVELS

“In 2021, it was important for Decathlon to present its industrial transformation project to its partners at the
OF PRODUCTION TO PROMOTE INDIVIDUAL AUTONOMY World Partner Forum because it is together with them that it will become a New Industrial Giant. Our partners are
fully fledged members of our team, and they share our ambitions and strong values. Many of them are already
TEAMMATE SKILLS therefore pursued its aim in 2021 to make each teammate engaged in a transformation process, and we celebrated them at our event through videos illustrating best
Production teams responsible for their own personal development in relation to practices. Our partners are exceptional examples for our entire panel of suppliers. We saw real enthusiasm at
their projects, main challenges and associated responsibilities. the World Partner Forum 2021, which raised awareness of innovation and sustainability issues even further. Our
The production teams coordinate supplier relations on a daily partners are ready to engage with us to reach our new industrial goal.”
basis with regard to sustainable development, quality, supply, Through a personalised development plan for each position
continuous improvement, product industrialisation and advanced now available on Decathlon Academy and through regular
manufacturing28. With the conviction that competency is an assessment, every teammate is now responsible for their own
essential component of sustainable performance, Decathlon professional development.

28. More information on production skills on p. 30. 29. Annual event showcasing Decathlon's new innovations.

126 #TomorrowStartsToday 2021 NFRD 127

 CREATING SUSTAINABLE VALUE

TERRITORIAL DYNAMICS SUSTAINABLY MAKE SPORT ACCESSIBLE TO THE MANY VIA DECATHLON PRO
Decathlon Pro distributes sporting goods to communities, TESTIMONIAL
clubs and businesses with the goal of allowing as many

Supporting our local stakeholders

people as possible to enjoy the pleasure and benefits of
sports. Benoit LASNIER
The nature of this activity leads Decathlon to work directly with USEP National Director32
local partners31 and to address common issues. This B-to-B
proposal complements Decathlon’s in-store product offering
with delivery, maintenance and repair services related to the “Every day, we help over 700,000 children across
contracts. France to discover the benefits of sports and
In 2021, the mobility offer was expanded to offer fleets of bicycles community life. For example, kids get to try cycling
(including electric bikes) to businesses and communities, in with complete sports kits to help them learn how to
order to develop active mobility. ride and avoid obstacles. Decathlon offers innovative
equipment that is suitable for children, and above all
affordable, which was the motivation for organising
our partnership to reach as many children in state
schools as possible. It is within this framework that
our various teams meet regularly each year to create
a specific catalogue that meets the needs of children,
teachers and school groups.”

Convinced of the need to rethink the method of creating value, increasingly involved in their local areas, where they are having
Decathlon is opening up to its external ecosystem more and a positive influence through sport.
more. This decentralisation strategy supports the transformation
By forging partnerships with professionals to develop a local of an economic model that aims to be more focused on the
range of services, by supporting initiatives of teammates creation of value for all, in accordance with three of the five
wanting to become involved and by identifying ways to have a targets of the Decathlon 2021 Vision30, which are health, local FACILITATING THE SOCIETAL COMMITMENT OF EACH TEAMMATE
greater societal impact locally, Decathlon teams are becoming life and inclusiveness.
At Decathlon, freedom to be oneself is a value that is The national agreement signed in July 2021 includes the
evaluated and promoted every year33. The company supports following conditions:
KEY FIGURE teammates in their personal commitments to associations,  Coverage of 10 days of the mandatory 30 days of training;
AS OF 31/12/2021 including through employment agreements regarding working
 One day of paid leave per month for duty at the fire station;
conditions, when the commitments require this. This is the
 Flexible scheduling/availability in the event of a fire call;
5 online services to support
case for the agreement signed with the French Ministry of
the Interior, which facilitates provisions linked to firefighter  Availability of teammates in the event of a major call requiring
sports practice all over the world commitments. an immediate response.

TESTIMONIAL

Guillaume WEBRE
Decathlon Alliances Integration and synergies leader, and volunteer firefighter

“I have been a volunteer firefighter for several years. It was important for me to be able to continue being a firefighter,
which requires a personal investment, while also working at Decathlon. Volunteer firefighting requires flexibility,
including during working hours for emergencies, night shifts and demanding continuous training. Through this
agreement, Decathlon makes it easier for teammates to live out their personal convictions, and expresses its support
 Decathlon created a range of services, which are available on the digital platforms to further facilitate access to sport. for this indispensable societal dimension.”
 The company is building strong ties with independent professionals to develop local action using local agents.

 Decathlon is carrying out local societal initiatives which aim to make sport accessible to all and to increase the
employability of young people.

31. For more information on Decathlon Pro: https://www.decathlonpro.fr/nos-partenaires

32. Union Sportive de l’Enseignement du Premier Degré - USEP (Sporting Union for Primary Education).
33. See DTB internal survey, p. 23.
30. More information on Decathlon’s vision on p. 14-15.

128 #TomorrowStartsToday 2021 NFRD 129

 CREATING FERTILE ALLIANCES Integration through sport focuses on developing stores as INDIA
playing fields and events with sports partners, such as free Sport for All
ALLIANCES WITH OTHERS IN NEW AREAS
yoga classes open to everyone or any type of class or sporting
Decathlon is gradually extending its service offering with As part of the Sport Really for All project, Decathlon India
event in stores or nearby locations.
various partners that are true allies in opening up prospects encourages each of its stores to develop the social integration
Actions are also being taken to address environmental and and life skills of children in the stores’ local communities
for new business models.
other societal issues, such as waste sorting and the impact through sport, which is out of reach for certain groups. Thus,
In 2020, Decathlon expanded its service offering through of plastics. For example, Decathlon Philippines serves as a for an hour every week, 43 sites in India (stores, warehouses
several new alliances with Cyclofix34, Alltricks35 and TrainMe36. collection point for used water-sports boards that are then and production sites) live out their commitment by sharing
In 2021, the company added the Kinomap app37 to Domyos used by The Plaf44, a social enterprise that transforms them into sports activities with 1,200 children from state schools and
products in order to provide an indoor training service that is construction materials (and emergency shelters for weather local NGOs. The purpose of this initiative is to share a variety of
already used by over a million people worldwide. At the same disasters). sporting activities with vulnerable children who are otherwise
time, the Decathlon brand increased the number of its technical
unable to practice sports for a number of reasons. This
partnerships, starting with Tarmak38 and the NBA in January. Sport for All initiative also provides an opportunity for these children to learn
Kipsta39 became the official supplier of Ligue 1 and Ligue
In line with the Foundation’s principles, the goal is to help to open up to others, overcome prejudices and create lasting
2 footballs in France, and Cofidis Tour de France teams now
Decathlon stores share their passion for sport with NGO relationships. This initiative’s strength also lies in the fact that
use Van Rysel gear40. Lastly, the final success in 2021 was the
beneficiaries and school children in local communities, to use it is led not by a single person but by a collective across the
arrival of Yannick Bestaven41 to provide his technical expertise
sport as a vehicle for discovery and cooperation. Today, the whole of India.
for Tribord42 products through co-creation.
Sport for All project reaches out to over 100 Filipino youths
The purpose of strategic alliances is to accelerate directly, and several thousand indirectly, through its impact in Employability
opportunities already identified by Decathlon teams. Having communities, in particular through the LP4Y association45. In order to develop a business model that includes local societal Today, 100 young people are part of a career programme for
partners from outside the company opens our eyes, feeds concerns for Indian youths seeking employment, Decathlon ten hours per week at stores in Kolkata, Bangalore, Chennai and
our convictions and encourages discussions about market Employability India offers internship programmes allowing vulnerable young Delhi.
elements that are still relatively unknown in house. The goal is To strengthen Decathlon’s commitment to its responsibility sports fans to develop their professional skills.
to pair teammates' business projects with needs and ambitions for greater inclusivity in employment, actions are being taken
in order to work together towards a shared project that goes to create job openings, prepare young people for decent
beyond financial growth. employment, and invite them to the company. Even during
This long-term commitment allows to imagine transformations lockdowns, Decathlon continued working toward this ambition
for both parties. Decathlon Alliances teams support the in the Philippines by conducting training courses, online job
implementation of their partners' projects and help seek interview simulations and virtual store tours to keep young
FRANCE
solutions to any problems encountered. people motivated to work. Driven by the desire to be a humanistic and engaged company,
Alongside these alliances, other growth channels are also being four years ago, Decathlon France began work aimed at
developed, such as sales to others and the franchise network in establishing ties with associations to create local long-
seven countries. term projects through sport around two themes: protecting
our playing fields and encouraging inclusivity and diversity.
TESTIMONIAL Convinced that sport can be a vehicle for integration and social
ENCOURAGING SOCIETAL cohesion, Decathlon has chosen to work with several national The Skola project, in partnership
Nadège IFF associations, including “Écoles de la Deuxième Chance”46 with the “Apprentis d’Auteuil”
DYNAMICS AROUND THE WORLD Sustainable development leader, (E2C), the “Apprentis d’Auteuil”47 foundation, “60 000 rebonds”48,
Thanks to its deeply rooted principle of subsidiarity—that is, Decathlon Philippines “APELS”49, “Sport dans la ville”50, “Proxité”51, the “Agir contre The aim of this partnership is to open the company’s
taking a decision where it is most beneficial—Decathlon is l’exclusion” foundation (FACE)52 and the “Émergence d’Aréli” doors so that young people can discover the world
increasing the number of societal initiatives it supports in all programme53. of employment, and to share Decathlon’s values and
countries, sometimes at the regional or store level where they “We have to consider the characteristics of the
The project’s goal is to develop each site’s commitment and the passion for sport. Through such actions as its Skola
make the most sense. For this reason, it would be impossible local culture. We have to remain humble in how
societal impact, as well as mobilising teammates around these project, the Apprentis d’Auteuil association supports
to list all of these initiatives at the international level in this we communicate our beliefs, in how we transform
partnerships. young adults who have not completed their education
progress report. our ideas on the ground, through “eco-events”, for
and who face difficulties finding employment. In
example. The idea is first to share our messages
Still, it is worthwhile to mention some representative actions partnership with Decathlon France, the innovative
with teammates in a very educational and concrete
that reveal the focus of these initiatives with local associations. integration and training format includes skills training
way, to help them clearly understand the direct links
provided at Decathlon premises with a specialised
PHILIPPINES between the consequences of climate change that are
organisation, work experience at a warehouse and
affecting them with full force and the concrete actions
To help address existing major societal challenges in the individual support in finding long-term employment.
that they can take on their playing fields.”
Philippines, a strategy was devised to respond to Decathlon’s The Decathlon Foundation also supports the
primary objective to “Increase People Dignity” in two ways project by providing the young participants with
 Promote inclusion, through Decathlon’s values; sports equipment so they can become involved in
sport through a sporting challenge. Three Skola
 Share the benefits of sport as a means of integration for programmes were set up in 2021.
people facing the greatest exclusion.
Although the Decathlon Foundation43 provides longer-term
support for projects in this area, Decathlon also works with
local partners.
34. For more information on Cyclofix: https://www.cyclofix.com/
35. For more information on Alltricks: https://www.alltricks.com/
36. For more information on TrainMe: https://trainme.co/
37. For more information on Kinomap: https://www.kinomap.com/v2/home
38. Tarmak: Decathlon brand dedicated to basketball. 46. For more information on “Écoles de la Deuxième Chance”: https://reseau-e2c.fr/
39. Kipsta: Decathlon brand dedicated to football. 47. For more information on the “Apprentis d’Auteuil” foundation: https://www.apprentis-auteuil.org/
40. Van Rysel: Decathlon brand dedicated to road racing bicycles. 48. For more information on “60,000 Rebonds”: https://60000rebonds.com/
41. Yannick Bestaven is a professional French sailor and skipper, 49. For more information on “APELS”: https://www.apels.org/
winner of the Vendée Globe in 2020-2021. 50. For more information on “Sport dans la Ville”: https://www.sportdanslaville.com/
42. Tribord: Decathlon brand dedicated to sailing. 51. For more information on “Proxité”: https://www.proxite.com/
43. More information on the Decathlon Foundation on p. 132. 52. For more information on “FACE”: https://www.fondationface.org/
44. For more information on The Plaf: www.theplaf.com 53. For more information on “Emergence d’Aréli”:
45. For more information on L4PY: https://www.lp4y.org/lpcs-philippines https://www.areli.fr/le-programme-emergence/le-programme-emergence/

130 #TomorrowStartsToday 2021 NFRD 131

 CREATING SUSTAINABLE VALUE

THE DECATHLON FOUNDATION SUPPORTING PEOPLE

DURING THE PANDEMIC
The Decathlon Foundation continued its emergency actions
Using sport as a vehicle for social inclusion in 2021 as the COVID-19 crisis dragged on. In France and
around the world, the Foundation provided financial support
to institutions in need (hospitals, residential nursing and
Since 2005, the Decathlon Foundation54 has supported The Decathlon Foundation was created for all teammates care homes, associations supporting the homeless and for
teammates in developing projects that have a positive social and offers support for countries wanting to develop a local disadvantaged youths and battered women) to enable them to
and societal impact by using sport as a vehicle for social Foundation team. In addition to France, where the company buy basic equipment.
inclusion and health. The Decathlon Foundation is a true was founded, Brazil, Spain, India and Italy now also run their
reflection of the company’s values and mission by sustainably
making sport accessible to vulnerable people, and by allowing
societal projects independently.
€119,710
teammates to create lasting ties with local stakeholders. paid to associations around the world
to facilitate access to sport for vulnerable people
who were impacted significantly by the pandemic

KEY FIGURES In India, which was hit particularly hard by the COVID-19 The Foundation also donated a total of €17,000 to six NGOs as
AS OF 31/12/2021
61 projects organised56
pandemic in 2021, the Decathlon Foundation donated 200 cot
beds and 200 foam mattresses to a charity hospital in Delhi,
a sign of solidarity, with actions undertaken by teammates to
support the needs of local communities in eight different cities.
by Decathlon teammates and about 20 cot beds and mattresses to another hospital in
(47 in 2020) Jharkhand.
71,864 beneficiaries in a vulnerable situation
55

were able to practice sport regularly in 17 countries

€1.2 million
thanks to the Decathlon Foundation’s support
(42,297 in 2020) TAKING ACTION TO ASSIST
paid to associations 57
VULNERABLE PEOPLE AROUND THE WORLD
(€948,735 in 2020)
In spite of the COVID-19 crisis, the Decathlon Foundation was Learning to swim is also a focus of this initiative to ensure these
able to launch 6158 new projects in 2021 (vs 47 in 2020) with young people can enjoy water sports safely.
71,864 beneficiaries in 17 different countries. At the same time, the Decathlon store in Anglet developed a
FRANCE dedicated employability programme with monthly individual
and group sessions. These sessions include people skills
“Terre et Mer”: helping unaccompanied workshops, career plan assistance, discovering new jobs, etc.
 During the pandemic, the Decathlon Foundation continued its emergency action to assist the most disadvantaged
people. minors adapt to their new territory
Given the precarity and psychological distress experienced by
 61 projects were created in 2021 even though health restrictions were in place for an extended period in some countries. many children who migrate across the Spanish border to France
TESTIMONIAL
alone, the Decathlon Foundation in France launched the “Terre
et Mer” (which means land and sea) project in partnership with
Institut Don Bosco59 towards the end of 2021.
To make sport accessible to these young people and to
help them integrate, the Nabaiji teams at Decathlon Hendaye
shared the region’s flagship activities with them: surfing,
BREAKDOWN FOR BENEFICIARIES Basque pelote, hiking and beach volleyball. Three introductory Vincent ALLOY,
OF DECATHLON FOUNDATION sessions have already been held since October 2021, and two-
thirds of the participants (i.e. 42 youths) have registered with a Clémence LIBEAU,
PROJECTS BY CATEGORY
8.3%
club to practice a physical activity or sport weekly. Catherine LUCAS-BOUILLON
Individuals suffering from disease Terre et Mer project managers, Decathlon Hendaye

“Many of our teammates got involved with the Terre

et Mer project. We were surprised and pleased with
54.4% 16.5%
this and with everyone’s concern for these vulnerable
kids. We offer new initiatives for these youth every
Individuals from disadvantaged areas Other situations (violence, migrants, etc.) week: clothing exchange, regular individual support,
school support, moments for discussion, etc. It is
great to see so many synergies around the project!”
20.8%
Individuals with developmental delay
and/or a physical disability

54. For more information on the Decathlon Foundation: https://www.fondationdecathlon.com/

55. This figure does not include the beneficiaries of projects run during the COVID-19 crisis. 58. Traditional Decathlon Foundation projects, not including emergency actions set up to combat the pandemic.
56. This figure does not include projects related to combating the pandemic. 59. For more information on Institut Don Bosco: http://www.institut-don-bosco.fr/
49 projects were conducted in 2021 during the COVID-19 crisis, bringing the total number of projects run in 2021 to 110.

132 #TomorrowStartsToday 57. This figure does not include projects related to combating the pandemic.
2021 NFRD 133
 IN LEBANON PORTUGAL
Snoubar skatepark: Desporto +: making sport accessible
bringing joy back to Lebanese youth to people with developmental delay
Beirut’s first public skatepark was opened on 4 August 2021, a With the support of the Decathlon Foundation, the store
TESTIMONIAL
year to the day after the two explosions at the Beirut port. in Matosinhos is ensuring that people with developmental
To build this skate park, the Decathlon Skateboarding teams at delay also have a chance to enjoy the benefits of sports.
Decathlon Lebanon, the Make Life Skate Life association60 and Teammates partnered with the Portuguese charity Santa Casa
volunteers from around the world worked together for nearly da Misericordia do Porto64 to create a schedule of activities Fátima PINTO
two months, backed by the Decathlon Foundation. for people at the Centro Integrado de Apoio to Deficiencia - Director of the CIAD
CIAD (centre of integrated support for people with disabilities).
The Snoubar Skatepark project’s goals are to give young people
The programme includes a visit to the Matoshinhos store,
a safe space to practice their sport, encourage meetings “For people with disabilities, sports are essential for
monthly sports sessions (basketball, football and handball) at
between people from diverse backgrounds (including good physical health, but even more so to develop
the CIAD and professional training workshops. 157 people at
Palestinian and Syrian children from the neighbouring refugee motor skills, social inclusion and self-esteem.
the CIAD were able to practice sports activities through this
camp) and bring joy to Lebanese youth. Thanks to the support of the Decathlon Foundation,
project in 2021, although the activities organised by Decathlon
This Decathlon Foundation project goes even further to support teammates were suspended at various times throughout the we will be able to promote access to sport for our
the vocational integration of young people during a time of year due to the health crisis. Still, ties were maintained despite beneficiaries, their families and the community we
economic and social crisis in Lebanon. Decathlon Lebanon has the pandemic, notably through online dance classes. are working with. Together, we are making sport
committed to provide employment opportunities to young local accessible to all.”
In 2022, the Desporto + project aims to involve other institutions
skateboarders (internships, seasonal contracts and permanent
in order to make sport accessible to as many people with
contracts).
developmental delay as possible.

MEXICO
Color of esperanza: sharing the benefits
of sport with children suffering from cancer
Decathlon Foundation: what has happened since 2005?
Validated in December 2020, the Color of esperanza project61
promotes the benefits of sport for children and youths with In 2021, the Decathlon Foundation launched a vast impact assessment to obtain an overall vision of the actions carried
cancer. In 2021, in partnership with the Nariz Roja62 association, out since its creation. A teammate was tasked with contacting all the associations supported by the Foundation, as
teammates from Decathlon Guadalajara created a programme well as the country Relays, to take stock of all the projects launched since 2005. Two indicators were monitored:
of activities during which children discover a different sport
 The number of beneficiaries having had access to sport with regular physical activity through the Foundation's
each month63 (table tennis, yoga, basketball, etc.). They held
projects;
practical and theoretical activities (learning about equipment)
for each sport. The goals of this initiative are to encourage  The number of beneficiaries having had access to a work experience through the Foundation’s actions.
physical activity and psychomotor development in children
and above all, to give them a chance to have some fun. Forty The survey identified 713 projects conducted between 2005 and 2021, benefiting 468,310 people in 48 countries.
children participated in the Color of Esperanza project this year. For more projects supported by the Decathlon Foundation:

https://www.fondationdecathlon.com/our-great-stories/?lang=en

TESTIMONIAL

Alicia
whose daughter participated in the Color of Esperanza project
“Because of the side effects of chemotherapy, my daughter sometimes complains that her bones hurt, that she is cold
and that she feels sick. By approaching children with cancer, the Decathlon Foundation really helps them a lot; my
daughter has been able to overcome her suffering through fun and sport. She forgets all the pain and discomfort that
chemotherapy causes. After her last session of chemo, my daughter decided to participate in an activity organised by
the Color of Esperanza project because it would make her happy. The volunteers are very important for the children:
they help them forget their pain and offer them a moment of joy and fun.”

60. For more information on Make Life Skate Life: https://www.makelifeskatelife.org/

61. The colour of hope.
62. For more information on Nariz Roja: https://narizroja.org/ 64. For more information on Santa Casa da Misericordia do Porto and CIAD: https://www.scmp.pt/ensino-especial/ciad
63. 2021 schedule: January: table tennis; February: archery; March: badminton; April: basketball; May: yoga;

134 #TomorrowStartsToday June: dance; July: volleyball; August: football; October: Finnish skittles and pétanque; November: handball; December: golf.
2021 NFRD 135
 CREATING SUSTAINABLE VALUE

EXTERNAL STAKEHOLDERS The Plastic Leak Project (PLP) launched by the sustainability consultancy company "Quantis" and the environmental management & CSR
centre "Environmental Action EA", aims to contribute to global efforts to tackle plastic pollution. The multi-stakeholder initiative focuses on
developing methodological guidelines and metrics for locating, measuring and mapping plastic and micro plastic pollution in the value chain
and identifying effective actions to address the problem of plastic pollution in the environment.
For further information: https://quantis.com/who-we-guide/our-impact/collaborative-initiatives/plastic-leak-project/


INSTITUTIONAL RELATIONS
The Microfiber Consortium (TMC) is a multi-stakeholder, non-profit organisation. This consortium facilitates the development of practical
Involvement in the Environment and Quality committees of the Federation of Commerce and Distribution, which works to promote Sustainable solutions for the textile industry so as to minimise the fragmentation of fibres and their release into the environment during textile
Development (whose main work is to support donations and apply the Circular Economy Law). manufacturing and the life cycle of the products.
For further information: http://www.fcd.fr/qui-sommes-nous/actualites-de-la-fcd/detail/decouvrez-la-video-de-presentation-de-la-fcd/
 For further information: https://www.microfibreconsortium.com/about


Involvement in the Environment Committee since 2014 (including 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).
For further information: http://www.unionsportcycle.com/


Since 2015, follow-up of work monitored by the CSR Commission of the WFSGI (sharing intelligence information, CSR practice benchmarking,
ENVIRONMENTAL IMPACT MANAGEMENT
participation in webinars, etc.).
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
For further information: http://www.wfsgi.org/
 to engage, support and promote companies that have committed to using 100% renewable energy (including biomass, geothermal, solar,
wind and tidal energy).
For further information: http://there100.org/companies

Member of the EuroCommerce committees for monitoring and anticipating future strategic and legislative developments of the European
Union regarding the environment and trade.
The Science Based Target initiative brings businesses together to help them scientifically reinforce their efforts to reduce greenhouse
For further information: http://www.eurocommerce.eu/
 gas emissions and accelerate the transition to a low-carbon economy. The Carbon Disclosure Project (CDP), the UN Global Compact, the
World Resources Institute (WRI), the World Wide Fund for Nature (WWF) and the We Mean Coalition are all involved in this initiative. The
Decathlon is a member of the Observatoire sur la Responsabilité Sociétale des Entreprises (Observatory on Corporate Social Responsibility), SBT initiative identifies and highlights good practices for setting out steps to reduce CO 2 , provides the means to achieve this goal, and
a multi-stakeholder organisation that carries out permanent monitoring in France, Europe and internationally and supports companies in scientifically and independently approves trajectories put forward by companies.
their CSR strategy. Decathlon joined its board of directors in June 2019. For further information: https://sciencebasedtargets.org/

For further information: http://www.orse.org/
 Press release: https://bit.ly/DecathlonSBTi2021


The Assessing low Carbon Transition® (ACT) initiative was developed by the ADEME and the CDP to assess companies' climate strategies.
The initiative is part of the UNFCCC's solutions agenda and provides methods for assessing whether a company's strategy is consistent with
ECODESIGN a decarbonisation trajectory for its business and sector. Based on verifiable company data, some 20 indicators provide a holistic assessment
of the company's strategy. These assessments are conducted in full transparency by independent third parties, ensuring complete neutrality.

Involvement in the eco-labelling pre-deployment project together with the ADEME and the French Ministry of Ecological Transition. Leader of For further information: https://actinitiative.org/

the project committee (COPROJ) for textile eco-labelling.
The Carbon Disclosure Project (CDP) is an organisation that has set up a public reporting system for monitoring the environmental impacts
For further information: https://www.ademe.fr/en/frontpage/
 of investors, companies, cities and regions. 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.
For further information: https://www.cdp.net/en

Member of the board of directors of Refashion (formerly ECO-TLC), which is the eco-organization for the EPR sector of clothing, household
linen and footwear.
The Net Zero Initiative project, launched in June 2018 and led by the consultancy firm Carbone 4, in collaboration with a dozen pioneering
For further information: https://refashion.fr/en
 companies and supported by a scientific council, has published its reference standards for contributions by organisations to carbon
neutrality. This document proposes a common language for all companies wishing to steer their climate action in a sincere, ambitious
Member of the Ecologic board of directors and strategic committee (for the Sport and and Leisure Goods EPR sector). Ecologic is an and transparent direction towards achieving global net zero emissions, and in coherence with existing instruments and methodologies.
environmental organisation for the Sport and Leisure goods EPR system and the Waste Electrical and Electronic Equipment (WEEE) EPR 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
system. We have also been involved in the preliminary work for developing the Extended Producer Responsibility for Sports and Leisure goods in view of the climate emergency.
system and have worked with Ecologic to set up reuse and recycling collection experiments in ten of our stores, in anticipation of this system. For further information: https://www.net-zero-initiative.com/en

For further information: https://www.ecologic-france.com/

Initiated by the United Nations Framework Convention on Climate Change in 2018, the Fashion Industry Charter for Climate Action brings
together a growing number of the biggest players in the fashion and textile industry. There are currently 110 signatories who are committed
Since September 2021, Decathlon has joined the Rehubs Council, an initiative that brings together 20 companies from the textile sector to
to setting a target for reducing their CO 2 emissions and working together to move the entire industry towards the goals set by the Paris
co-finance a technical and economic study on the textile circular economy in Europe, co-ordinated by Euratex (The European Apparel and
Agreement.
Textile Confederation).
This study, which is carried out by an independent consulting agency, will determine the opportunities, barriers, economic/environmental For further information: unfccc.int
values and investments needed to establish recycling hubs throughout Europe. https://unfccc.int/climate-action/sectoral-engagement/global-climate-action-in-fashion/about-the-fashion-industry-charter-for-climate-action
For further information: https://euratex.eu/news/rehubs/

The Fashion Pact is a global coalition of companies in the fashion and textile industry (ready-to-wear, sport, lifestyle and luxury) as well as
suppliers and distributors, committed to a common set of environmental goals focused on three themes: ending global warming, restoring
Product Environmental Footprint (PEF): Involvement in a European experiment to define a common multi-criteria method for calculating biodiversity and protecting the oceans. The Fashion Pact was created as part of a mission entrusted to François-Henri Pinault, the CEO of
the environmental footprint of products (T-shirts). Member of the Technical Secretariat along with a number of stakeholders, including the Kering, by the French President Emmanuel Macron and was presented to heads of state at the G7 summit in Biarritz on 26 August 2019.
ADEME, the French Ministry of Ecological Transition, the Swiss Federal Office for the Environment (FOEN), brands such as Promod, Pimkie,
Okaïdi, etc., and producers such as Les Tissages de Charlieu and TAD. For further information: https://www.thefashionpact.org/?lang=en


For further information: http://ec.europa.eu/environment/eussd/smgp/

 “Companies committed to nature - act4nature France" is an initiative led by the Office Français de la Biodiversité [French Office for Biodiversity
(OFB)] that aims to encourage companies to take action on biodiversity using a continuous improvement approach. Decathlon signed its
Decathlon joined the Better Cotton Initiative (BCI) in January 2012. This non-profit organisation promotes the global development of better commitment in February 2020 and has joined this network that aims to exchange good practices, push companies forward and improve
cotton as a sustainable commodity to make it better for the people who produce it, for the environment in which it is grown and for the future ambitions on this matter.
of the industry.
For further information: https://engagespourlanature.ofb.fr/entreprises

For further information: http://bettercotton.org/

Decathlon has become a member of ORÉE, an association created in 1992 which has been federating and animating a network of players
Decathlon is involved in the Global Fashion Agenda initiative, which brings together companies that are committed to working towards for over 20 years. It has a mandate to represent France at the CBD (Convention on Biological Diversity) and promotes peer-to-peer exchange
circular economy. groups to form a common voice in dealing with institutions and economic players.
For further information: https://www.globalfashionagenda.com/
 For further information: http://www.oree.org/


Decathlon has joined the B4B+ club run by CDC Biodiversité, a subsidiary of Caisse des Dépôts et Consignations (French Loans and Consignments
Decathlon sits on the board of directors of “Pôle Eco-conception”, the French national centre for eco-design and life cycle performance.
Fund). The aim of this subsidiary is to develop tools to assess financial portfolios to identify their impact on biodiversity. Decathlon has been
Founded in 2008, it aims to support the development of sustainable consumption habits and production methods. “Pôle Eco-conception”
trained by CDC Biodiversité and uses their GBS (Global Biodiversity Score) tool to identify which of the company's activities are under the most
assists Decathlon in the eco-design of its products and in the implementation of its strategies.
pressure and thus prioritise its actions. CDC Biodiversité also supports Decathlon in the critical review of its biodiversity study.
For further information: https://www.eco-conception.fr/

For further information: https://www.cdc-biodiversite.fr/


136 #TomorrowStartsToday 2021 NFRD 137

 CREATING SUSTAINABLE VALUE

EXTERNAL STAKEHOLDERS DUTY OF CARE

Verisk MapleCroft is a UK-based consultancy firm that specialises in analysing international political, economic, social and environmental
risks. By providing data and analysis on these topics, it enables companies to better anticipate, identify and manage the risks they face in
their business.
For further information: https://www.maplecroft.com/

RESPONSIBILITY IN PRODUCTION
The Entreprises pour les Droits de l'Homme (Business for Human Rights) association aims to promote the understanding and integration
Technical support for Decathlon’s human responsibility in production and supplier environmental management assessments (conducting
of human rights within companies by implementing awareness-raising strategies. This voluntary and multi-sector initiative serves as a
audits, wastewater samples and analyses).
forum for exchanging and sharing best practices and for collaborative thinking. The association also designs operational tools for its
For further information: http://www.sgs.com/
 members, including training and awareness-raising tools to assist them in implementing their procedures, in accordance with French law
and international CSR standards. By joining EDH, Decathlon wishes to continue structuring and improving its human rights awareness
programme while exchanging and working with other companies to address the challenges surrounding this issue.
Technical support to assess the human responsibility in production and the environmental management of Decathlon's suppliers: carrying For further information: https://www.e-dh.org/home.php

out assessments, tests and wastewater sampling.
For further information: https://group.bureauveritas.com/

Whispli is a safe, secure and anonymous alert platform where members, partners or customers of an organisation can report ethical issues
in the broadest sense of the term. Decathlon has introduced this platform to meet the obligations of the French Duty of Care and Sapin 2 laws.
Member of an advisory committee (with representatives from national contact points, businesses, the European Commission, multi-stake- For further information: https://www.whispli.com/

holder initiatives, NGOs and trade unions) to draft a guide on Duty of Care in the textile and footwear industries.
For further information: https://mneguidelines.oecd.org/responsible-supply-chains-textile-garment-sector.htm


The Mekong Club is an NGO catalyst for change, inspiring and engaging the private sector to lead in the fight against modern slavery.
For further information: https://themekongclub.org/

PRODUCT QUALITY AND SAFETY
Apprise is a tool for detecting vulnerable populations and is able to identify situations of forced labour. It has been tested by Decathlon in five
Asian countries during HRP audits, to identify potential signs of forced or bonded labour among migrant workers. Sharing scientific knowledge about chemicals used in production processes and emerging risks in order to define Decathlon’s future areas
of work.
For further information: https://www.apprise.solutions/home

For further information: https://www.anses.fr/en


Impactt is an NGO specialising in improving working conditions and increasing productivity in global supply chains. Its approach benefits
brands, production sites and employees alike. The French National Institute for the Industrial Environment and Risks (Ineris - Institut national de l'environnement industriel et des risques)
For further information: https://impacttlimited.com/
 is an industrial and commercial public institution supervised by the French Ministry for Ecological Transition. It conducts research to better
understand the phenomena likely to lead to hazardous situations or damage to the environment and public health, and to develop its expertise
in the field of risk prevention. It develops its scientific and technical skills in the fields of accidental risks, chronic risks and above-ground and
Decathlon began collaborating with the private organisation AII (Apparel Impact Institute) in 2020, to launch the “Clean by Design” project. below-ground risks. This information is made available to public authorities, companies and local communities in order to help them take the
This international initiative encourages clothing retailers and fashion chains to take responsibility for the environmental impact of their most appropriate measures to improve environmental safety.
overseas factories by focusing on the dyeing and finishing processes.
For further information: https://www.ineris.fr/en

For further information: https://apparelimpact.org/


The World Resources Institute (WRI) is a global research organisation with over 1,000 experts who turn innovative ideas into action at The Apparel and Footwear International RSL Management (AFIRM) group is an international working group of leading brands in the textile,
the interface between the environment, the economy and human well-being. Decathlon and WRI share the same goal and vision for both footwear and sporting goods industry that works to standardise the chemical requirements of products. Decathlon is participating in the
people and the planet. With Decathlon's strong position in the sports industry and the WRI's expertise, this partnership will not only benefit development of a common list of prohibited substances that can be used by all the brands involved.
Decathlon, but will also support the transformation of the sports equipment industry. For further information: https://www.afirm-group.com/

For further information: https://www.wri.org/


Labour Solutions, a social enterprise founded in 2013, uses technology to facilitate the involvement of low-income workers by providing tools The course of the “Groupe d’Etude et de Recherche en Dermato-Allergo” (GERDA) is the annual meeting of dermato-allergology in France.
to contribute to their well-being. Decathlon participates in order to share scientific knowledge on the chemicals used in production processes and to reduce the risk of allergy
for users of Decathlon products.
For further information: https://www.laborsolutions.tech/wovo

For further information: https://www.gerda2021.com/

Kno Global, a social enterprise, provides a seamless, real-time data platform. The KNO approach starts by building a community of factory
employees in the field. The approach relies on technology and mobile data to measure employee involvement and well-being. The KNO app The European LIFE AskREACH project is focused on improving the substitution of Substances of Very High Concern (SVHC) in products as
enables anonymous two-way communication between management and the people working on the production floor. KNO then co-creates well as raising consumer awareness on their right to be informed about these substances. One of the project's main priorities is to facilitate
solutions with factories to address the issues raised by employees. communication on SVHCs between the different supply chain operators and the final consumer. Decathlon is in regular contact with those
For further information: https://www.knoglobal.com/
 involved in this project as a supplier of products, in order to make this information available and to contribute to the European database of the
Scan4Chem mobile application. This application enables the user to scan products and find out if they contain SVHCs (substances of very
Sustainable Textile Solutions, a member of BluWin, provides tailor-made consultancy, auditing and training programmes on the chemical high concern). The aim is to provide better information to the public and to provide companies with tools to fulfil their obligations in terms of
safety of textiles. The aim is to help brands, retailers and industry partners understand, communicate, monitor and improve the effectiveness communication on SVHCs.
of their strategies in order to produce textiles that are more environmentally friendly and better for health and safety. For further information: https://www.askreach.eu/

For further information: https://bluwin.net/


The Zero Discharge of Hazardous Chemicals (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 inspired by all the work done by ZDHC, for everything concerning the risk
management of chemicals in factories and in wastewater treatment, mainly in the textile process. In 2021, our teams actively worked on our
application for membership in the ZDHC foundation, which we will obtain in 2022. DIGITAL RESPONSIBILITY
For further information: https://www.roadmaptozero.com/

Decathlon joined the French Digital Responsibility Institute (INR - Institut Numérique Responsable) association when it was founded in 2019.
Press release: https://www.roadmaptozero.com/post/contributor-announcement-jan-2022

The INR is a think tank that follows on from the Green IT Club, and provides a forum to reflect on digital issues, such as calculating our
economic, social and environmental footprint, reducing our impact and creating social value in order to achieve e-inclusion for all.
SCIVERA is a company that aims to ensure but also to increase the use of safer chemicals by suppliers. Decathlon's platform provides access
For further information: https://institutnr.org/

to thousands of chemical risk assessments that identify hazardous chemicals, predict future regulated substances, and evaluate the safest
alternatives for both people and the environment.
For further information: https://www.scivera.com/
 Decathlon took part in the #FrenchTransfo project to initiate a responsible digital transformation among large groups. For more than a year
now, the FrenchTransfo mission, chaired by Cédric O (Secretary of State for Digital Transition and Electronic Communications), has brought
In order to promote the use of more sustainable products in the chemical industry, GoBlu International Ltd (accelerator for sustainable together major French groups in order to accelerate and combine their skills. All major groups have a duty to be responsible regarding the
development solutions) has developed “BHive ®", an innovative tool to digitalise the chemical management process and create greater impact of digital technology on the environment (CO 2 , water, etc.). Decathlon has been involved in creating tools to measure the environmental
transparency in the supply chain. impact of digital technology.
For further information: https://www.thebhive.net/
 For further information: https://www.economie.gouv.fr/environnement-numerique-feuille-de-route-gouvernement


138 #TomorrowStartsToday 2021 NFRD 139

 APPENDICES

APPENDICES PERFORMANCE INDICATORS

COMPANY PROFILE

COMPANY FACTS AND FIGURES 2020 2021

ECONOMIC INFORMATION | SALES

Decathlon sales (excl. tax) €11.4 billion €13.8 billion (note 1)

Growth in sales Y/Y-1 -5.8% +21.3% (note 2)

% of sales from non-store sales 15.7% 17.2%

ECODESIGN SALES

% of sales realised with Ecodesign products - World 5.9% 10.4% (note 3)

% of sales realised with Ecodesign products - France 5% 9% (note 3)

SUSTAINABLE SALES

% of sustainable sales (second life, workshops, rental) - World: 1.36% 1.47% (note 4)

 % of sales realised with second life products - World 0.09% 0.2%

 % of sales realised with product maintenance and repair in workshops - World 1.24% 1.23%

 % of sales from product rental - World 0.03% 0.04%

% of sustainable sales (second life, workshops, rental) - France: 2.25% 2.57% (note 4)

 % of sales realised with second life products - France 0.24% 0.45%

 % of sales realised with product maintenance and repair in workshops - France 2% 2.09%

 % of sales realised with product rental - France 0.01% 0.03%

Quantity of Decathlon & OIB second life products sold in France 67,498 185,548 (note 5)

Quantity of Decathlon & OIB second life products sold worldwide 98,616 503,157

2021 NFRD methodological notes

Note 1: In 2021, the health situation was difficult in the first half of the year: impossibility of practising winter sports, lockdowns in Europe, in particular, impacts of the zero
Covid-19 policies in Asia and Oceania.
Other difficulties included massive disruptions in supply chains and a spike in commodity and international transport costs. Despite these difficulties, we managed to achieve
a significant increase in sales, thanks to the performance of mountain sports and fitness. This was done without compromising the health and safety of our employees and
customers.
The share of sales generated outside our stores (digital, B2B, Marketplace, etc.) has remained high and the company has invested to support this new reality.
The share of digital sales reached 20.8% for the year 2021 and represents sales generated by our website, as well as digital in-store and Decathlon Pro (serving clubs, local
authorities and businesses).
Note 2: At constant exchange rates.
Note 3: The 2021 targets for this indicator "% of sales realised with Ecodesign products" were 12.5% for France and 12% for the world indicator.
The performance of the world indicator did not meet the target (12%), as we only reached 10.4% in 2021. We experienced delays in the implementation of products due to the
large stocks generated by the closure of our activities at the end of 2020, linked to the COVID-19 crisis.
However, in 2021, we saw a real acceleration in our % of Ecodesign sales as we increased by +4.5 points compared to 2020 (from 5.9% to 10.4%). The good momentum of the
4th quarter of 2021 at 12.1%, above our target of 12%, should be highlighted. We are on a strong growth trend.
2021 confirmed the rapid and strong rise of products using Ecodesign textile yarns or fibres (textiles, tents, bags), which since 2019 have been designed with more sustainable
materials, now widely available on the market.
Conversely, cycle and footwear products have more complex, multi-material designs and are more difficult to ecodesign. This is reflected in their performance in % of
Ecodesign sales, which is much lower than that of textile products (3% compared to around 25% for our textile products).
2022 should mark a significant acceleration, with a target of 30% of Group sales.
Note 4: The closure of stores in 2021 had a strong impact on workshop repair and second life activities, the contact points being physical. We saw a clear upturn in these
activities since the reopening and with the shortage of new bikes. 2021 remained a stable year in terms of share of sustainable sales (1.4%), out of step with our commitments.
The strategic changes given at the end of 2021 and 2022 should allow us to return to our desired trajectory as of 2022. The focus is on the repair of our products, buy-back
and the initiation of rental models.
The sustainable sales indicator is an internal definition, intended to accelerate the company's circular economy models. A working group was set up in 2021 and work is
being carried out on the basis of the texts progressively published on the Green Taxonomy to study the eligibility and alignment of the activities retained in the sustainable
sales by Decathlon.
Note 5: Indicator included for the first time in the 2021 NFRD.

140 #TomorrowStartsToday 2021 NFRD 141

 APPENDICES

COMPANY FACTS AND FIGURES 2020 2021 PERFORMANCE INDICATORS

VALUE CHAIN | RETAIL & PRODUCTS DEVELOPING PEOPLE

Number of sports users 400 million 424 million EMPLOYMENT 2020 2021

Total workforce (as of 31/12) 93,710 103,161 (note 11)

Number of distribution countries 60 60 (note 6)
Workforce by gender (as of 31/12):

Number of Decathlon stores worldwide 1,697 1,747 (note 7)  % women 46.5% 46.7%

 % men 53.5% 53.3%

Number of new stores Y/Y-1 (directly operated, excluding franchises) +84 +114 (note 8)
Workforce by age group (as of 31/12):

 % under 20 3.8% 4.7%

Number of warehouses and logistics platforms 69 74 (note 9)
 % 20 to 29 55.5% 54.4%

Number of Decathlon product brands 85 65 (note 10)  % 30 to 39 29.1% 28.8%

 % 40 to 49 8.6% 8.8%

Quantities of products sold (bn) 1.07 1.24  % 50 and over 3.1% 3.3%

SUPPLY CHAIN Workforce by geographical area (as of 31/12):

 % Europe & Russia 70.6% 69.4%

Number of production countries/regions:
 % Asia 20.4% 20.3%
 With physical presence of Decathlon teams 24 25  % Africa & Middle-East 4.3% 4.7%

 Without physical presence of Decathlon teams 23 19  % Americas 4.4% 5.3%

 % Oceania 0.4% 0.3%

Number of Decathlon production offices 42 43
Workforce by activity (as of 31/12):

 % retail and services 75.9% 77%

Number of suppliers for Decathlon products:
 % logistics 13.1% 12.1%
 Rank 1 suppliers (components & finished products) 977 930  % design/production 5.3% 5.2%

 Rank 2 suppliers 362 355  % support activities 5.7% 5.7%

2021 NFRD methodological notes

Number of teammates responsible for managing Note 11: This indicator takes into account teammates on permanent and non-permanent contracts and trainees in the company as of 31/12/2021.
2,178 2,245 We note a 10% change in the total workforce compared to 2020.
and coordinating relations with suppliers We have returned to the workforce level of 2019 with a slight increase (by nearly 800 people).
This development is notably linked to the resumption of recruitments after periods of lockdown or sanitary restrictions linked to COVID-19 for some countries and/or due to
the development of the activity (e.g. Morocco, etc.).

Number of Decathlon-owned production facilities 9 9

2021 NFRD methodological notes

ORGANISATION OF WORK 2020 2021
Note 6: Owned, excluding franchises.
Note 7: Owned, excluding franchises. % of employees on permanent contracts (as of 31/12) 79.4% 76.1% (note 12)
Including Decathlon Alltricks & Own Brands (Signed Sports) stores.
Note 8: This is the number of gross openings without taking into account closures.
% of employees on non-permanent contracts (as of 31/12) 14.8% 18.2%
Note 9: Opening of 4 new sites (Mauritius, Ivory Coast, India and the Netherlands) and separation of a site into 2 buildings (Colombia).
Note 10: The teams dedicated to building the offer have reorganised in order to pool their resources and accelerate their growth strategies.
In 2021, the necessary criteria for a sport to bear a trademark registered by Decathlon were defined. % of employees on other types of contracts (as of 31/12) 5.8% 5.8% (note 13)
Thus, as at 31/12/2021, the number of Decathlon brands is 65.

2021 NFRD methodological notes

Note 12: On 78,451 teammates on permanent contracts and 18,740 on non-permanent contracts as of 31/12/2021 worldwide.
These figures or % have to be put into perspective as the temporal effect of a contract can vary (permanent, non-permanent) depending on the legislation of each country.
Note 13: For "other types of contracts", trainees/students are taken into account, with the exclusion of service providers in the calculation 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.

142 #TomorrowStartsToday 2021 NFRD 143

 DIVERSITY & INCLUSION 2020 2021 DECATHLON TEAMMATES BAROMETER SURVEY RESULTS (DTB) 2020 2021
DIVERSITY & GENDER % of employees who participated in the Decathlon Teammates Barometer survey 84% 81% (note 17)
Breakdown of teammates by gender (as of 31/12):
Number of employees who participated in the DTB survey 65,873 70,405
Worldwide:
2021 NFRD methodological notes

 % women 46.5% 46.7% (note 14) Note 17: Results of the Decathlon Teammates Barometer survey carried out in 2021 among Decathlon teammates.
70,405 respondents in 71 participating countries/regions. (Addition of Luxembourg).

 % men 53.5% 53.3%

Europe & Russia: % WHO ANSWERED "YES, ABSOLUTELY" OR "YES, SOMEWHAT" TO THE QUESTION:

 % women 47.8% 47.9% BEING YOURSELF

 % men 52.2% 52.1%  I can express my thoughts AND people listen 93% 92%

Asia:  I can be myself in my everyday actions 94% 94%

 % women 44.4% 44.9%

 I am considered with respect 94% 94% (note 18)
 % men 55.6% 55.1%
2021 NFRD methodological notes

Africa & Middle-East: Note 18: Constant figures over the last 4 years (94%).

 % women 40.5% 42.4%

I LIVE THE PURPOSE AND VALUES
 % men 59.5% 57.6%
 I am proud and happy to work at Decathlon 94% 93%
Americas:
 Our values Vitality, Responsibility, Generosity and Authenticity live around me 95% 88% (note 19)
 % women 42% 42.1%
 " To sustainability make the pleasure and benefits of sport accessible to the many"
 % men 58% 57.9% 95% 93%
motivates me and guides my daily actions
Oceania:
 I have a measurable mission with clear KPIs 82% 84% (note 20)
 % women 43.7% 41.4%
 I take decisions about the topics that I am concerned
94% 94%
 % men 56.3% 58.6% with and I measure the consequences
 Before I take a decision, I get advice from my colleagues
2021 NFRD methodological notes 97% 97%
who may be impacted by my decision
Note 14: Target of "50% women and 50% men" by 2026.

 At Decathlon, I am allowed to make mistakes: I dare, I test, I learn and I correct 95% 95%

DIVERSITY & SENIORITY 2021 NFRD methodological notes

Note 19: This question was rephrased in 2021 (with a more collective orientation):
"I live our 4 values: Vitality, Responsibility, Generosity and Authenticity"  "Our values of Vitality, Responsibility, Generosity and Authenticity live around me".
% of seniors in the company by geographical area (people aged 55 or over) (as of 31/12):
Note 20: Progressive evolution over the last 4 years.
The mission is one of the criteria driven at the level of corporate human strategies. This criterion has a strong correlation with the level of pleasure at work and, above all, it is
a strong axis of responsibility. The rate increased by 4 points for "yes, absolutely" answers (50%) and by 2 points for total "yes" answers (84%).
 Worldwide 1.14% 1% (note 15)

 Europe & Russia 1.49% 1.29% (note 16)

I DEVELOP MYSELF | GROW THROUGH RESPONSIBILITY
 Asia 0.2% 0.26% (note 16)
 I receive guidance on my skills 85% 85%
 Africa & Middle-East 0.35% 0.51% (note 16)
 I receive guidance on my personal development 82% 83% (note 21)
 Americas 0.49% 0.48% (note 16)

 Oceania 1.2% 0.93% (note 16)  I receive guidance on my performance 87% 86%

2021 NFRD methodological notes  I have an annual review to assess my performance, measure
93% 92%
Note 15: i.e. 1,028 senior teammates in 2021 (1,065 in 2020). the progress made in terms of development and discuss my future project
Note 16: i.e. 920 seniors in Europe & Russia, 54 seniors in Asia, 26 seniors in the Americas, 25 seniors in Africa & Middle East and 3 in Oceania.
2021 NFRD methodological notes
Note 21: Best result over the last 4 years with a one point change compared to 2020.

144 #TomorrowStartsToday 2021 NFRD 145

 DECATHLON TEAMMATES BAROMETER SURVEY RESULTS (DTB) 2020 2021 SKILLS & DEVELOPMENT 2020 2021

% of teammates declaring that they have made progress

n/a 90% (note 26)
% WHO ANSWERED "YES, ABSOLUTELY" OR "YES, SOMEWHAT" TO THE QUESTION: in the use of digital technology in their responsibilities (DTB survey)

I AM A TEAM PLAYER % of teammates declaring that they take responsibility for their progress (DTB survey) 88% 90% (note 27)

 We play sport and celebrate our victories together 75% 80% % of teammates who have had at least 3 hours of training in the last 2 years n/a n/a (note 28)

 I feel safe in my work environment 93% 94% (note 22) 2021 NFRD methodological notes
Note 26: Indicator from the Decathlon Teammates Barometer survey, taking into account the result at the level of the theme and the total of "yes" answers ("absolutely" and
 Communication within my team is efficient and transparent 86% 86% "yes, somewhat" answers).
Note 27: New integrated question for the 2021 DTB exercise (Yes, absolutely = 50% and Yes, somewhat = 40%).
Note 28: To date, these measurement indicators do not reflect Decathlon's efforts to increase skills and the reality of the training courses taken. The causes have been
 In my team, we are united and we help each other 99% 94% (note 23) identified, and work has been undertaken by Decathlon teams and is still underway, particularly on information systems, to postpone all training.
The aim is to make this information more reliable for the years 2021 and 2022 for publication in the 2022 NFRD.

2021 NFRD methodological notes

Note 22: Given the context, this question had a +1 for "yes, absolutely" (65%) and on "total yes" replies (94%).
Note 23: Question rephrased for the 2021 DTB:
"I contribute to mutual aid within my team"  "In my team, we are united and we help each other".

SHARING VALUE 2020 2021

I CREATE VALUE PAY AND PAY TRENDS

 I create human, environmental and economic value for the business project 94% 94% World payroll (from 01/01 to 31/12) €2,178,212,024 €2,655,095,138

 I am part of a group or team to which I regularly report

90% 91% (note 24)
on my progress in relation to the commitments I have made to them % of payroll/turnover (from 01/01 to 31/12) 19.1% 19.3%

 My pay is fair in relation to my responsibilities and performance 62% 60% EMPLOYEE SHAREHOLDING SCHEME

% of capital held by employee shareholders (as of 31/12) 12.05% 12.3%

 I am involved in Decathlon's performance. We share the value created together 88% 85%

 I feel I am a co-owner of Decathlon via my shareholding 70% 70% % of employee shareholders (as of 31/12) 55.86% 50.93% (note 29)

 I am happy to come to work every morning to advance our project,

92% 91% (note 25) Number of employee shareholders (as of 31/12) 52,301 52,545 (note 30)
my project and our company values

2021 NFRD methodological notes Number of countries/regions involved

42 44 (note 31)
Note 24: An annual growth that continues (+ 1 point in 1 year, + 9 points over 4 years). in the employee shareholding scheme (as of 31/12)
Note 25: The DTB question on pleasure at work fell by 1 point on the "total yes" answers compared to 2020 and by 2 points on the % of people who answered "yes, absolutely"
(from 55% in 2020 to 53% in 2021). 2021 NFRD methodological notes
However, the rates obtained are high given the context (COVID-19, transformation projects launched at Decathlon, etc.). It has been a challenging year for many teammates, Note 29: The objective of this indicator is "100% of eligible teammates are co-owners of Decathlon (if they so wish), thanks to the employee shareholder scheme" by 2026.
with permanent agility and the need to adapt quickly due to the COVID-19 context (opening/closing of countries, number of sick teammates, remote working for some,
Note 30: The number of employee shareholders continues to grow (+0.47% compared to 2020).
customer relations when faced with stock shortages, guaranteeing figures under pressure, cancellation of most of our collective events, etc.)
Note 31: Two countries were added to the scheme in 2021: Tunisia and Lithuania.
The list of countries/regions concerned by the 2021 employee shareholder scheme is now: France, Italy, India, Belgium, China, Germany, Hungary, Poland, Portugal, Russia,
Spain, Australia, Brazil, Bulgaria, Cambodia, Canada, Chile, Colombia, Korea, Croatia, Egypt, Hong Kong, Ireland, Japan, Malaysia, Morocco, Mexico, Netherlands, Philippines,
Czech Republic, Romania, Singapore, Slovakia, Slovenia, Sri Lanka, Switzerland, Taiwan, Thailand, Turkey, UK, Ukraine, Israel, Tunisia and Lithuania.
At present, employee shareholding is not open in Vietnam and Indonesia. As compensation, local teammates receive a bonus, although this is not shareholding in the strict
sense of the term, thus respecting Decathlon's desire to share value.

REMUNERATION BASED ON NON-FINANCIAL PERFORMANCE CRITERIA

Number of teammates with a share of remuneration

n/a n/a (note 32)
based on non-financial performance criteria (as of 31/12)

2021 NFRD methodological notes

Note 32: Harmonisation work for this indicator is underway and needs to continue in order to be able to publish figures in the next 2022 NFRD exercise.

146 #TomorrowStartsToday 2021 NFRD 147

 Continuing the implementation of the action plan put in place, this year we are integrating three additional countries/regions in the
collection of data from payroll software in order to increase the representativeness and reliability of the scope. TEAMMATE RECRUITMENT & DEPARTURES
2020 2021
The Netherlands, Mexico and Taiwan were therefore included in addition to the previous 17 (France, Spain, Italy, Belgium, China, (20 COUNTRIES/REGIONS) | EMPLOYMENT
Germany, Portugal, Poland, Russia, India, Hungary, Turkey, Brazil, Czech Republic, Romania, United Kingdom and Morocco),
PERMANENT & NON-PERMANENT CONTRACTS
bringing the total scope to 87.77% of the worldwide workforce.
The following indicators relate only to these 20 countries/regions:
Number of hires on permanent contracts (from 01/01 to 31/12) 13,135 18,854 (note 33)

NUMBER OF TEAMMATE NATIONALITIES

2020 2021
(20 COUNTRIES/REGIONS) | DIVERSITY & INCLUSION
Number of hires on non-permanent contracts (from 01/01 to 31/12) 37,574 47,788 (note 33)
Number of nationalities in France (as of 31/12) 82 74

Number of nationalities in Spain (as of 31/12) 54 52 Total hires on permanent and non-permanent contracts (from 01/01 to 31/12) 50,709 66,642

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

Number of resignations on permanent contracts (from 01/01 to 31/12) 11,593 15,040
Number of nationalities in Italy (as of 31/12) 72 72

Number of nationalities in China (as of 31/12) 14 14 Number of dismissals on permanent contracts (from 01/01 to 31/12) 1,528 1,607

Number of nationalities in Portugal (as of 31/12) 8 10

Number of retirements on permanent contracts (from 01/01 to 31/12) 36 59
Number of nationalities in Poland (as of 31/12) 11 10

Number of nationalities in Germany (as of 31/12) 94 97 Other departures on permanent contracts (from 01/01 to 31/12) 3,112 2,399 (note 34)

Number of nationalities in Russia (as of 31/12) 13 16

Total departures on permanent contracts (from 01/01 to 31/12) 16,269 19,105
Number of nationalities in Hungary (as of 31/12) 3 3

2021 NFRD methodological notes

Number of nationalities in India (as of 31/12) 8 7 Note 33: The COVID-19 health crisis has again impacted a very large majority of countries, to varying degrees, and overall to a lesser degree than in 2020.
This has had a beneficial impact with an upward recovery in the number of hires on permanent contracts (higher than in 2019, before the crisis) and non-permanent contracts
(higher than in 2020, but not back to the 2019 level).
Number of nationalities in Brazil (as of 31/12) 9 8 We are seeing an increase in the number of departures on permanent contracts related to resignations (strong dynamism of the labour market for some countries - e.g.
Poland, Hungary etc., new life choices etc.).
The number of dismissals on permanent contracts is slightly up (compared to 2019, before the crisis) and represents 9% of the reasons for leaving.
Number of nationalities in Czech Republic (as of 31/12) 5 5 Note the change in the number of retirements, which represents a very small part of the total number of departures.
80% of departures are concentrated in France and Spain, which are two of Decathlon's historical countries (France opened in 1976, Spain in 1992) and whose share of the
workforce represented 34.5% of the global workforce as of 31/12/2021.
Number of nationalities in Turkey (as of 31/12) 3 4 Note 34: It should be noted that the "Other departures" category takes into account, in particular, mutually agreed terminations, end of trial periods, etc.

Number of nationalities in Romania (as of 31/12) 7 9

Number of nationalities in United Kingdom (as of 31/12) 75 74

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

Number of nationalities in the Netherlands (as of 31/12) n/a 36

Number of nationalities in Mexico (as of 31/12) n/a 9

Number of nationalities in Taiwan (as of 31/12) n/a 11

148 #TomorrowStartsToday 2021 NFRD 149

 TEAMMATE RECRUITMENT & DEPARTURES ORGANISATION OF WORKING TIME (20 COUNTRIES/REGIONS) 2020 2021
2020 2021
(20 COUNTRIES/REGIONS) | EMPLOYMENT
% of employees on permanent full-time contracts (as of 31/12) 63% 62.8% (note 36)
TURNOVER

% of employees on permanent part-time contracts (as of 31/12) 37% 37.2%

Turnover rate for permanent staff (from 01/01 to 31/12):

% of employees on non-permanent full-time contracts (as of 31/12) 27.8% 25.1%

 France 18.5% 19.3% (note 35)
% of employees on non-permanent part-time contracts (as of 31/12) 72.2% 74.9%
 Spain 13.8% 19.1%
2021 NFRD methodological notes
Note 36: Representing 68,138 employees on permanent contracts and 16,495 on non-permanent contracts in the 20 countries/regions considered for these indicators.

 Belgium 12.3% 13.8%

ABSENTEEISM (20 COUNTRIES/REGIONS) 2020 2021

 Italy 7.2% 9.2%
Absenteeism rate for employees on permanent contracts (from 01/01 to 31/12):
 China 30.6% 36.7%
 France 3.5% 3.1% (note 37)

 Portugal 43.5% 18.4%  Spain 3.8% 3.7%

 Belgium n/a n/a

 Poland 18.9% 22.6%

 Italy 3.5% 6.8%

 Germany 36.9% 25.7%
 China n/a n/a
 Russia 28.1% 38.9%
 Portugal 2.2% 2.6%

 Hungary 28.2% 31.7%  Poland 9.1% 8.2%

 Germany n/a n/a

 India 34.7% 40.2%
 Russia 1.3% n/a
 Brazil 34.7% 47.5%
 Hungary 4.6% 5.5%

 Czech Republic 17.7% 25.3%  India n/a n/a

 Turkey 53.8% 66.4%  Brazil 6.2% 3.4%

 Czech Republic n/a 4.2%

 Romania 43.2% 40.2%
 Turkey 2.5% 2.8%
 United Kingdom 48.5% 45%
 Romania 1.6% 1.4%

 Morocco 52.7% 77.8%  United Kingdom 2.2% 2.4%

 Netherlands n/a 30%  Morocco 8.3% 1.8%

 Netherlands n/a 4.6%

 Mexico n/a 35.8%
 Mexico n/a 10.9%
 Taiwan n/a 44.8%
 Taiwan n/a 0.2%
2021 NFRD methodological notes
2021 NFRD methodological notes
Note 35: The turnover indicator is calculated on an average annual workforce on permanent contracts.
Note 37: 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 scopes, hence the absence of data.

150 #TomorrowStartsToday 2021 NFRD 151

 OCCUPATIONAL ACCIDENTS (20 COUNTRIES/REGIONS) 2020 2021 OCCUPATIONAL ACCIDENTS (20 COUNTRIES/REGIONS) 2020 2021
NUMBER OF OCCUPATIONAL ACCIDENTS Frequency rate of occupational accidents
(Note 39)
resulting in sick leave (from 01/01 to 31/12):
Number of occupational accidents resulting in sick leave (from 01/01 to 31/12):
 France n/a 21
 France 295 656
 Spain n/a 19
 Spain 214 255
 Belgium n/a 19
 Belgium 51 (note 38) 64
 Italy n/a 14
 Italy 91 134
 China n/a 2
 China 32 26
 Portugal n/a 22
 Portugal 56 57
 Poland n/a 7
 Poland 39 39
 Germany n/a 24
 Germany 94 103
 Russia n/a 1
 Russia n/a 5
 Hungary n/a 22
 Hungary 13 46
 India n/a n/a
 India n/a n/a
 Brazil n/a 4
 Brazil 15 15
 Czech Republic n/a 7
 Czech Republic 12 11
 Turkey n/a 23
 Turkey 45 80
 Romania n/a 5.7
 Romania 2 14
 United Kingdom n/a 4
 United Kingdom 18 8
 Morocco n/a 20
 Morocco 18 34
 Netherlands n/a 8
 Netherlands n/a 13
 Mexico n/a 33
 Mexico n/a 21
 Taiwan n/a 9
 Taiwan n/a 12
2021 NFRD methodological notes
Note 39: New indicator added for the 2021 NFRD hence no historical data.
2021 NFRD methodological notes
Note 38: The accidents counted are only accidents with work interruption.
We include accidents at the workplace or accidents while travelling between two workplaces.
The historical 2020 data for Belgium has been corrected due to calculation errors/anomalies detected.

152 #TomorrowStartsToday 2021 NFRD 153

 LEADERSHIP | DIVERSITY & INCLUSION (20 COUNTRIES/REGIONS) 2020 2021 EMPLOYMENT AND INCLUSION OF PEOPLE WITH DISABILITIES
2020 2021
(20 COUNTRIES/REGIONS) I DIVERSITY & INCLUSION
% of women leaders (as of 31/12): (Note 40)
Percentage of teammates with recognised disabilities (as of 31/12):

 % of women leaders in France 27.1% 28.6%

 France 3.2% 3.1 % (note 41)

 % of women leaders in Spain 42.7% 42.6%

 Spain 2.1% 2.1%

 % of women leaders in Belgium 25.9% 27%

 Belgium n/a n/a

 % of women leaders in Italy 34.6% 35.7%

 Italy 4% 3.6%

 % of women leaders in China 52.2% 51.7%

 China 0.1% 0.1%

 % of women leaders in Portugal 32.8% 32.9%

 Portugal 0.7% 0.8%

 % of women leaders in Poland 51.4% 53.8%

 Poland 0.7% 0.7%

 % of women leaders in Germany 42.3% 42.8%

 Germany 1% 0.7%

 % of women leaders in Russia 51.6% 54%

 Russia 0.2% 0.4%

 % of women leaders in Hyngary 50.8% 53.5%

 Hungary 0.9% 0.9%

 % of women leaders in India 14.9% 17.7%

 India 0.4% 0.5%

 % of women leaders in Brazil 32.2% 35.7%

 Brazil 0.1% 1%

 % of women leaders in Czech Republic 37% 39.2%

 Czech Republic 0.5% 0.3%

 % of women leaders in Turkey 32% 31%

 Turkey 1.5% 1.1%

 % of women leaders in Romania 44.3% 42.8%

 Romania 2.4% 2.8%

 % of women leaders in United Kingdom 40.4% 44.2%

 United Kingdom 0.1% 0.1%

 % of women leaders in Morocco 38.8% 36.9%

 Morocco 0.2% 0.4%

 % of women leaders in the Netherlands n/a 30.1%

 Netherlands n/a n/a

 % of women leaders in Mexico n/a 39.5%

 Mexico n/a 0.2%

 % of women leaders in Taiwan n/a 51.6%

 Taiwan n/a 1.2%
2021 NFRD methodological notes
Note 40: Female teammates with at least 1 person in line management. 2021 NFRD methodological notes
Note 41: Some disability data could not be collected in 2021 from countries/regions due to lack of national legislation, right to collect this information, etc.

154 #TomorrowStartsToday 2021 NFRD 155

 HUMAN RIGHTS IN THE VALUE CHAIN 2020 2021 HUMAN RIGHTS IN THE VALUE CHAIN 2020 2021
SKILLS | HUMAN RIGHTS FOCUS ON HRP RESULTS | HUMAN RIGHTS

% of sustainable development skills acquisition

83% 77% (note 42) Results of HRP assessments of partners and company-owned production sites:
for production teams (as of 31/12)

% of sustainable development skills acquisition

68% 78% (note 42)  % of company-owned production sites rated A, B or C 100% 78% (note 47)
for purchasing teams (as of 31/12)

2021 NFRD methodological notes

Note 42: In terms of training, in 2021 we started a transition period between 2 tools. We first assessed sustainability skills using the Skill Matrix tool until the end of June 2021,
and then switched to the Decathlon Academy platform. 97% 91%
The result on the level of autonomy was 77% in 2021. Only 1,064 employees used the Decathlon Academy training tool and defined their development plan there.
Our catalogue of sustainable development learning offers was also updated based on the new risk map. We have also strengthened this offer by purchasing three additional ― ―
different training courses from external companies.
Purchasers' sustainability skills were monitored using the Skill Matrix tool until the end of June 2021, prior to the switch to the Decathlon Academy platform. In 2021, A: 1% - B: 50% - C: 46% A: 1% - B: 40% - C: 50%
32 purchasers defined their development plan in Decathlon Academy and the 2021 rate reached 78% autonomy on core competencies.
 % of partner supplier production sites rated A, B or C ― ―
107 partner supplier 104 partner supplier
production sites production sites
SCOPE & NUMBER OF ASSESSMENTS | HUMAN RIGHTS rated A, B or C rated A, B or C
(note 48)
Number of production sites concerned by HRP assessments (as of 31/12):
2021 NFRD methodological notes
 Number of Rank 1 production sites concerned 995 902 (note 43) Note 47: In 2021, Decathlon had 9 factories worldwide.
2 sites are more than a year behind schedule according to the country's frequency level. We have therefore removed the impact of these sites from our % ABC calculation.
 Number of Rank 2 production sites concerned 387 378 Note 48: The scope of the indicator concerns 114 partner production sites (50 partners in total) and 104 sites are in the ABC HRP ranking.
At the beginning of 2021, we increased the requirements of our HRP assessment grid to strengthen certain themes (e.g. forced labour, chemical management). As a result,
the % ABC performance of our partners decreased by 6.2%.
Number of HRP assessments conducted (from 01/01 to 31/12) 818 989 (note 44)

% of HRP assessments conducted internally (from 01/01 to 31/12) 62% 60% (note 45)
DELIGHT FOR OUR PRODUCTS 2020 2021
2021 NFRD methodological notes
Note 43: Checks consisting of a periodic cross-check of the list provided by the Purchasing Department of suppliers with an achieved sales were carried out with the list of CUSTOMER & USER SATISFACTION
suppliers coordinated 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 various technical reasons. In February 2022, there are still 173 suppliers for which the reasons have not yet been explained or corrections made. The analysis
% of sports users delighted with
and monitoring work is continuing. 69% 71.5% (note 49)
Note 44: In 2021, we carried out a total of 989 HRP audits and 590 were carried out internally by our local HRP auditors (2021 internalisation rate of 60%).
Decathlon products (from 01/01 to 31/12)
During the COVID-19 period, 204 sites in production could not be audited. Of these 204 sites, 74 are more than one year behind schedule according to the country's frequency
level, known as "critical sites". 130 sites are also less than one year behind schedule according to the country's frequency level, known as "out of track".
Note 45: In 2021, we had 590 internal and 399 external HRP audits conducted by SGS & Bureau Veritas. Coefficient of influence on the quality of Decathlon product
Due to COVID-19, we were not able to carry out all the necessary assessments in the field. 3.6 3.9 (note 50)
Nevertheless, we have an improved assessment performance compared to last year, which increased by 21% in 2021.
recommendations by Decathlon employees (from 01/01 to 31/12)

FOCUS ON HRP RESULTS | HUMAN RIGHTS 40

37
NPS score on the quality of Decathlon product (scope 24
% of production sites rated A, B or C in HRP assessments (as of 31/12): recommendations by Decathlon teammates (from 01/01 to 31/12) (scope 15 countries/regions)
countries/regions)
(note 50)
 % of Rank 1 production sites rated A, B or C 84% 78% (note 46)
2021 NFRD methodological notes
 % of Rank 2 production sites rated A, B or C 75% 57% (note 46) Note 49: This indicator relates to the percentage of delighted sports users who gave a score of 5/5 on their product review.
The indicator covers 1,069,209 product reviews collected in 2021 (1,520,791 reviews collected in 2020).
These are the "solicited" reviews of our customers on Decathlon products excluding Other Internal Brand products (solicited review = review submitted following a request
2021 NFRD methodological notes to a customer).
Note 46: In particular, we check that our suppliers comply with our Code of conduct on human rights, human safety, ethics and working conditions worldwide. The COVID-19 The overall process of collection-moderation-publication of reviews aims to strengthen customer confidence as well as the reliability of the indicator.
crisis has led to a delay in the proper implementation of our HRP assessment mechanism. Sanitary regulations and procedures put in place by local governments have The target set for 2021 was 72% with a target of 74% by 2022.
restricted access to factories and even temporarily halted their operations in some countries. After a very difficult year in 2020 due to the COVID-19 pandemic, which was reflected in our performance indicators (including a drop in overall customer satisfaction due
In addition, at the beginning of 2021, we also launched our new HRP V12 grid and our new Code of conduct, and have tightened our requirements on certain issues (e.g. forced to several factors), 2021 marked a clear rebound.
labour, chemical risks). This new grid also allows us to accompany our suppliers towards greater autonomy. We are returning to and even exceeding our performance levels in terms of average score (from 4.45 to 4.50 between 2020 and 2021) of customer delight. The RPM continues
We ended 2021 with a weaker than expected performance, without having lost visibility on our HRP requirements around the world. to fall. The reinforced animation around excellence contributes to this good performance.
In addition, in 2021 we continued self-assessments (Gemba questionnaire). Thus, 917 Gemba self-assessments were carried out, which enabled us to meet requirements E
and D of the HRP grid. Note 50: This indicator was integrated into the NFRD as of the 2018 financial year and then only concerned the France scope (10,427 Decathlon teammates responding) and
With regard to our new HRP V12 grid, we have strongly involved the various players (OPM SD by process, networks of assessors, relay SD by process, process managers, was then expanded each year to involve 24 countries/regions which participated (Algeria, Belgium, Brazil, Bulgaria, Chile, China, Colombia, Czech Republic, England, France,
country managers) and regularly organised various webinars to connect us to our Sustainable Development network. Germany, Hong Kong, India, Italy, Mexico, Netherlands, Poland, Romania, Russia, Singapore, Spain, Switzerland, Taiwan, Turkey) with 61,648 responses.
Teammates are invited to share their opinions on all the sports they play, but also on the sports of the children around them, if they have any.
Note that the target % ABC 2021 was 87% for 2021 and is set at 88% ABC Rank 1 for 2022. The Net Promoter Score (N.P.S) measures the level of recommendation of own-brand products by the company's teammates (all professions combined).
We have 902 active Rank 1 production sites and 700 are in the ABC ranking for HRP audits, with the 2021 result being 78% for this ABC Rank 1 ranking (6% decrease from The NPS 2021 result for all signed sports is 40 (54% promoters - 14% detractors).
2020).
For reasons of methodological rigour, we have removed the impact of 74 Rank 1 production sites that have not been assessed for more than one year according to the country The NPS score alone is not enough, a 2nd indicator of importance has been added as a complement: the influence coefficient (it is calculated by the rate of promoters
frequency level. 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 teammates in their
environment. With 4 times as many promoters than detractors, we begin by having more positively influenced people than negatively influenced people.
Of the 387 Rank 2 production sites, 215 sites are in the ABC ranking, i.e. a rate of 57%.
77 Rank 2 production sites were ranked ABC but have not been assessed for more than a year according to the country frequency level. We have therefore removed the impact The target for the influence coefficient was 4 in 2021, it is 5 in 2022.
of these late assessed sites from our % ABC calculation. For this reason, the rate has fallen slightly since last year and, in this pandemic context, we have made every effort Our international NPS target is 45 in 2022 and 70 within 5 years.
to manage the assessments of the Rank 1 sites in a timely manner.

156 #TomorrowStartsToday 2021 NFRD 157

 DELIGHT FOR OUR PRODUCTS 2020 2021 DELIGHT FOR OUR PRODUCTS 2020 2021

PRODUCT QUALITY PRODUCT SAFETY | CHEMICAL MANAGEMENT

Number of returns for quality issues per million % of suppliers who have signed the latest version of Decathlon's RSL
1,072 988 (note 51) 84.6% 93.9% (note 58)
Decathlon products sold (from 01/01 to 31/12) requirements on chemical substances (from 01/01 to 31/12)

Number of cases for which there were Quality Corrective Actions for Decathlon % of test reports that comply with Decathlon's toxicological standards
251 243 (note 52) 86.9 % 86% (note 59)
products and other international brands (OIB) (from 01/01 to 31/12) (from 01/01 to 31/12)

Number of Decathlon and OIB products concerned 0.97 million 0.46 million Number of suppliers having received onsite training
by these Quality Corrective Actions (from 01/01 to 31/12) products products 23 43 (note 60)
on chemical substances in production (from 01/01 to 31/12)

% de produits Decathlon & AMI réparés, donnés et recyclés

(Note 53) Average time to make first contact with customers after customer feedback
suite à des Actions Correctives Qualité ACQ (au 31/12) 2.4 days 1.9 days (note 61)
(from 01/01 to 31/12)

 % recycled 0.01% 1.6% (note 54)

Response time to customers for queries regarding chemical substances
58 days 40 days (note 62)
or adverse skin reactions (from 01/01 to 31/12)
 % donated 17.2% 1% (note 55)
2021 NFRD methodological notes
Note 58: The Restricted Substances List (RSL) signature indicator is taken from the Supplier Database (SDB) tool.
The target was to exceed 90% by January 2022 in order to ensure the signature of new suppliers.
 % repaired 23.4% 91.7% (note 56) The SDB tool is used for information only because it is not suitable for the precise measurement of referencing for this indicator.
We observe a satisfactory result obtained at the end of 2021. This brings to a positive conclusion the two-year commitment of our suppliers to this version of the RSL.
The understanding of RSL by our supplier panel and production teams increases every year. In addition, the increasing alignment with external standards makes it easier for
our suppliers to implement the textile and footwear processes, although there is still some work to be done on the other process areas.
 % supplier returns 59.4% 0.2% (note 57)
A new version of the Decathlon RSL, which will be more aligned with external RSLs, will be released in 2022.
Note 59: The indicator "% of test reports that comply with Decathlon's toxicological standards" 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 a test request to internal or external laboratories, as well as the
2021 NFRD methodological notes
recording of associated data and reports).
Note 51: The result for the year 2021 is difficult to compare with previous years, as we have optimised and made our process for collecting and calculating store returns more
The result is constant year after year: our test packages have changed little, so it remains stable without deterioration. Few new substances are routinely researched by our
reliable (Internet returns have also been taken into account since 2021).
design and production teams.
This work is materialised through the deployment of a new company-wide tool for monitoring our quality indicators (DQPlay, replacing AFO).
The rate of non-conforming tests remains constant, depending on developments of our test packages (which increase it), and our efficiency in testing the most risky areas
Nevertheless, for comparison purposes and by taking a historical perspective on 2019 and 2020, we obtain the following results:
with increasing precision (which increases it), and on our supplier training and upstream product testing policy (which decrease it).
RPM 2021: 972, RPM 2020: 1,088, RPM 2019: 1,312
This perspective confirms the significant improvement in this indicator over the last few years. The number of products tested to Decathlon's toxicological requirements (5,739 in 2020 and 6,894 in 2021) is up slightly this year for several reasons. We are increasing our
coverage of tested products to reduce the risk to employees working on production sites and to reduce the environmental risk in addition to customer risk (skin contact).
Note 52: Volume of cases stable compared to 2020 (cases provisioned, not yet estimated, or closed in 2021. Concerns all quality files, without exception).
This is offset by some of the tests that are performed and monitored outside our Corporate tool and also because many tests are increasingly done autonomously by
We continue to give strong impetus to the recovery of non-conforming products processed via Quality Corrective Actions.
suppliers and at component level.
Note 53: The remaining 5.49% correspond to products that had to be destroyed because it was not possible to repair, donate or recycle them. This can happen with products
The targets for these indicators (% of test reports that comply with Decathlon's toxicological standards and number of products tested) were > 87% in January 2022 and >
that present a significant toxicological risk, for example. In these cases, they are incinerated. Also, for products with complex compositions that cannot be used, recycling
6,000 samples tested in January 2022 respectively.
is difficult to implement.
Note 60: Supplier training is one of the priority strategies of the Decathlon chemical risk team.
Note 54: Recycling products is not easy, especially because:
Despite the absence of travel due to the pandemic, supplier training is accelerating. Thanks to digital training materials, alignment with the requirements of the different
- The vast majority of the products concerned are composed of several materials that are difficult to separate. However, to recycle effectively, the components must be supplier audits (which are covered in the training) and an extension of the network of local trainers, we are advancing more and more quickly on the subject..
isolated;
The target for this indicator was > 225 suppliers trained by the end of 2021 (cumulative).
- The panel of current recycling service providers responds well to the needs for products made of metals (easily reusable components) but it is not sufficiently equipped
The next step will be to evaluate the impact of these training courses on the level of our suppliers rather than the number of training courses in itself.
for other materials.
Note 61: Average time to make the first contact after a user review.
Despite the low figure, this indicator is significantly up on last year.
A partnership with Umains makes it possible to find new recycling channels that we did not have before. This figure is set to grow in the coming years. The call centre is responsible for contacting each and every customer who has alerted us, whether it be from a customer review, a store or directly by contacting the
teammates of the CRC (Decathlon Customer Relations Centre).
Note 55: Products can be donated when the following two factors are met:
The objective for this indicator was to continue to remain below 2 days at the end of 2021.
- Agreement signed by the leader of the Decathlon (sport) Brand concerned to donate the products affected by the quality problem;
Note 62: Response time to user queries about chemicals or adverse skin reactions.
- Contract signed between Decathlon and the association to which the products are donated. A CERFA form is provided by the association as proof that the donation has
This means that, on average, each customer request is closed within 40 days, from the customer's first alert until the file is closed after the final response letter with the
been made.
laboratory's conclusions has been sent.
The % of products donated in 2021 is down sharply compared to last year. The main reason is that in 2020, 115,000 items of warm underwear could be donated. This
The objective on this indicator was to return to below < 40 days in January 2022.
represents significant quantities when we consider that there were 455,000 non-conforming products in 2021.
We are seeing good results in managing customer feedback and questions related to chemical safety. A short first contact time allows critical cases to be defused, and the
Note 56: If a non-conformity is detected on a product and a Quality file is opened, repair is the priority.
relevant teams to be alerted all the more quickly if necessary. A processing time of 40 days is our target and allows us to gather all the necessary information (product usage
There are three possibilities for repairing non-compliant products: information, test report, origin, etc.) for a final response to the customer.
- Either in stores or warehouses, when the repair is easy to carry out;
- Or by a service provider when the repair is complex or represents large quantities;
- Or the products are sent to the supplier for repair.
Thus, 91.73% of the products affected by non-conformities were repaired in 2021; this is 4 times more than the previous year. This is obviously the priority as it allows the
products to be put back on sale as opposed to being donated or recycled.
In 2020, when products were sent back to the supplier for repair before returning to the warehouse/store network, they were not included in this section. This did not allow
for the separation of the various potential fates with the supplier. This year, when we knew we were going to send products to suppliers for repair before sending them back
to us, we included these quantities in the "% repaired" section.
Note 57: Data is not comparable between 2020 and 2021 due to a change in methodology.
This part now only includes non-conforming products that have been returned to the supplier without knowledge of their fate. A return to the supplier, if not to repair a product,
is a rare practice, which explains this low percentage..

158 #TomorrowStartsToday 2021 NFRD 159

 APPENDICES

PERFORMANCE INDICATORS
PRESERVING NATURE
2021 NFRD methodological notes

FIGHT AGAINST CLIMATE CHANGE Note 63: Regarding the methodological changes adopted for our assessments:
2020 2021 - PRODUCT IMPACT (EXCLUDING TRANSPORT): The method of calculating the CO 2 e emissions related to the Life Cycle Analysis of our products (extraction of raw materials
(IN OUR STORES AND WAREHOUSES, AT OUR SUPPLIERS) + transformation process + use + end of life) multiplied by their sales quantities has been changed following the update of our consolidation tool in 2021 (tool used in the
previous NFRD: AFO, tool used for this NFRD: SAC 1).
The new tool no longer counts products returned by customers and then resold (rightly so, as they are only manufactured once). In addition, it gives a fairer value to the
CO 2 EMISSIONS SCOPE 1, 2 AND 3 environmental footprint of products that do not have an LCA (3% of products) by applying the average of the sub-family or product family to which they belong.
This change required the recovery of data from the scope 1, 2 and 3 carbon footprints from previous years, so that their calculation can be established on a comparable basis.
The history (2016-2020) has therefore been updated to reflect these changes from the data originally published in the previous NFRDs.
Greenhouse gas emissions by scope 10,036,862 tCO2e 10,501,320 tCO2e In 2022, we are already working on the deployment of a new version of this product impact consolidation tool (SAC 2). SAC 2 will assign environmental impacts to our
(from 01/01 to 31/12) in tonnes of CO2 equivalent: products based on more comprehensive and up-to-date material/transformation process databases to further improve accuracy. This upcoming methodological change will
(note 63) (note 64) (note 65) require us to restate our historical data and therefore update the performance reported in this NFRD.
- PRODUCTION ENERGY IMPACT: kWh consumed by our Rank 1 suppliers (those with whom we have a direct contractual relationship) and some of our Rank 2 suppliers
(the suppliers of our suppliers) are compiled through the Resource Advisor tool.
 Scope 1 26,391 tCO2e 31,520 tCO2e Several remarks:
- This tool is not currently connected with the SAC 1 tool, which compiles the LCAs of our products (including the production life cycle stage) on the basis of generic emission
factors (without renewable energies);
 Scope 2 (Location based methodology) 223,972 tCO2e 224,318 tCO2e - Some Rank 1 suppliers whose kWh consumption we track operate component assembly steps that we do not currently measure in product LCAs.
>> In order to make our carbon footprint more representative, we add the CO 2 e emissions generated by the production of the kWh not measured in our LCAs (with a share from
renewable energy). These unmeasured kWh represent 10% of the energy required to manufacture our finished products.
 Scope 2 (Market based methodology) 135,792 tCO2e 41,644 tCO2e We also restate the impact of the production of kWh accounted for in our LCAs as non-renewable energy with a specific emission factor for renewable energy when they
come from it. This bonus-malus has been passed on to previous years directly where data allows it (2019 and 2020) and proportionally where data does not allow it (2016,
2017, 2018).
- IMPACT OF SITE CONSTRUCTION AND OPERATION: emission factors for the waste generated by our sites have been updated based on the European Circular Footprint
 Scope 3 9,874,679 tCO2e 10,428,156 tCO2e Formula methodology to better account for their recycling and to harmonise the data with that used to calculate the impact of the end of life of our products in LCAs.
- No change in the method of calculation of the other indicators (product transportation, team and customer travel).

9.43 kg CO2e 8.46 kg CO2e Note 64: Regarding the changes in scope for our assessments:
CO2 emission intensity in kg CO2e per product sold
/product sold /product sold - SITE CONSTRUCTION AND OPERATION SCOPE: Scope 1 and 2 emissions related to outsourced warehouses have been reclassified and included in scope 3 as these are
emissions from our partners and not from Decathlon's own sites.
The impact of these outsourced warehouses has been accounted for since 2020, the only year in which we carried out the restatement induced by this change in scope.
Compared to the data previously reported, the impact of the restatement is -1.7% in 2020 and -3.8 % in 2021 for scope 1 and 2 to scope 3. However, this has no impact on the
Change in CO2 emission intensity per product sold total assessment, as this data has been moved from scope 1 and 2 to scope 3.
2.2% -8.3%
compared to the value for the reference year 2016 - No change in scope for the other indicators (raw material extraction, product manufacturing, product transportation, product use, team and customer travel, product end
of life).

Note 65: Regarding Decathlon's CO 2 emissions reduction targets:

CO2 emission intensity in kg CO2e by sales (sales excl. tax) 0.88 kg CO2e/€ 0.76 kg CO2e/€ - Company-wide commitments on climate impact mitigation have been updated, following their submission and formal endorsement by the Science Based Targets initiative
(SBTi) in September 2021.
These more ambitious commitments are as follows:
- To reduce by 90% its absolute emissions (tCO 2 e) in scope 1 and 2 by 2026 from a 2016 base year;
Change in CO2 emission intensity by sales - To reduce by 53% its carbon intensity (tCO 2 e/Eur value added) in scope 1, 2 and 3 over the same time frame;
-9.9% -22.1% - To engage suppliers accounting for 90% of emissions associated with purchased goods and services to define their own reduction trajectory in line with science.
compared to the value for the reference year 2016
It should be noted that performance management for the first part of 2021 was organised around the targets in force at the start of the year:
- 40% reduction in our carbon intensity (kg CO 2 /product) on scope 1, 2 and 3 between 2016 and 2026;
- Reduction of our emissions in absolute terms (tCO 2 e) by 75% on scope 1 and 2 between 2016 and 2026;
- 100% of the electricity consumption of our main suppliers' industrial sites (representing 90% of our purchasing volumes) from renewable energy by 2026;
Breakdown in % of greenhouse gas emissions by lifecycle stage: - the commitment of our main suppliers (representing 90% of our purchasing volumes) to define their own science based reduction target by 2024.

Regarding the analysis of Decathlon's carbon footprint in 2021:

 Raw material extraction 20% 21% 1) Regarding our SBTi objective of reducing our absolute emissions by -90% on scope 1 and 2: we note a decrease of 64.7% (between 2016 and 2021).
Here is an analysis of the performance around this indicator:
We note scope 1 impacts (+24% vs. 2016) whose evolution is linked to the growth of our surface areas in m2 after a year 2020 disrupted by closures due to the various
lockdowns (COVID-19). The improved reliability of gas consumption data has the effect of reducing its relative impact (which continues to increase in absolute terms). On the
 Product manufacturing 49% 52% other hand, there has been a very sharp increase in air conditioning (refrigerant leaks) for two reasons:
- This data is mainly based on estimates and therefore follows the growth of surface areas in m2 of our sites (+37% since 2016);
- Improvement of the automatic estimation process, which did not exist in 2016, now allowing us to cover all of our sites.
Purchases of renewable electricity covering 82.6% of our consumption allowed us to significantly reduce our scope 2 market-based impact despite an increase in electricity
 Product transportation 3% 3% consumption.
As a result, we have reduced our scope 2 impact by 77.1% since 2016, whereas it would have increased by 17.4% without this action (see location-based figure).
As an indication: the increase in scope 2 location-based emissions is explained by our electricity consumption which has increased by 18% since 2016. We interpret the faster
increase in CO 2 e than consumption by the fact that, despite the updated emission factors, we are opening our new sites in countries with a more carbon-intensive energy mix,
 Product use 8% 4%
such as Australia, Canada, Chile, Hong Kong and Israel.
Overall: the impact in absolute terms of our scope 1 & 2 (market-based method) is down by 64.7% compared to 2016, with a target reduction of 90% by 2026.
Purchases of renewable electricity covering 82.6% of our consumption allowed us to significantly reduce our scope 2 (market-based) impact despite an increase in electricity
consumption.
 Site construction and operation 3% 2%
Since 2016, we have therefore reduced the impact of scope 2 by 77.1%. As scope 2 accounted for a much larger share than scope 1 in 2016 (87%), it explains this significant
decrease in the sum despite an increase in scope 1.

2) Regarding our SBTi target of reducing by 53% our carbon intensity (tCO 2 e/Eur value added) in scope 1, 2 and 3 between 2016 and 2026:
 Team and customer travel 11% 12%
Regarding the CO 2 e/Eur VALUE ADDED indicator: for the first time, we communicate on the evolution of the intensity in € of value added (= € of net margin in Decathlon
financial language) in our NFRD. It is officially on this indicator that we made a commitment to SBTi. In 2021, based on the methods described in this document, Decathlon
achieved a performance of -27.5% compared to the reference year 2016.
Regarding the CO 2 e/Eur of SALES EXCLUDING TAX indicator: The analysis of this performance is carried out on the basis of an intensity in € of sales excluding tax. From a
 Product end of life 6% 6% practical point of view, this is the indicator on which we coordinate the internal teams.
We observe a decrease of 22.1% of CO 2 e/€ of sales excluding tax.

160 #TomorrowStartsToday 2021 NFRD 161

 Voici quelques éléments d'analyse autour de cette performance.
Elle repose à la fois sur le résultat d’actions concrètes, sur des changements méthodologiques de consolidation, sur des effets induits par l'évolution du prix de nos produits
FIGHT AGAINST CLIMATE CHANGE
ainsi que sur les caractéristiques du mix produits achetés par nos clients :
2020 2021
- PRODUCT ANALYSIS (EXCLUDING TRANSPORT): we saw a significant rebound in our business in 2021, compared to 2020: our sales increased by 21% and our quantities
(IN OUR STORES AND WAREHOUSES, AT OUR SUPPLIERS)
sold by 17%. This also had an impact on our absolute CO 2 e emissions, limited to an increase of +8% between 2016 and 2021 on scope 1, 2 and 3.
The manufacturing process (extraction of raw materials + production stages) of the products sold represents the largest part of our CO 2 emissions. We have seen strong
efforts by design teams to develop products that have less impact on the climate (Ecodesign). ENERGY MANAGEMENT
The share (in €) of these Ecodesign products was multiplied by 1.8 between 2020 and 2021 (from 5.9% to 10.4%).
This strong ecodesign strategy, combined with an increase in the value brought to our products, has allowed our textile and equipment product categories (60% of our total Overall energy consumption by energy type at our sites
sales and 75% of our product-related emissions) to decrease their CO 2 emissions per € of sales by 10%, which is a significant performance. (Decathlon stores, Brand sites, company-owned warehouses) (from 01/01 to 31/12):
On the other hand, we still have efforts to make on our footwear and accessories products, which, when adjusted for the price effect, will have a higher CO 2 e intensity per €
of sales in 2021. These two types of products did not follow a sufficient ecodesign approach to reduce their average unit impact.
If we compare our performance with 2016 (our reference year), we see a decrease in CO 2 e per € of sales of 15.4% on the product side (-22.1% emissions for Decathlon as a
whole, with a 2021 target of -15%), marked by the significant efforts to decarbonise our products in 2021. 657,750,156 kWh
 Electricity consumption 605,410,341 kWh
The change in the consolidation tool for the environmental impact of our products described in note 63 led to a restatement of our historical data, including that of the (note 68)
reference year 2016, in order to make it comparable with that of 2021. The performance resulting from the comparison of the indicators for these two years was impacted by
this purely methodological change. Decorrelated from the actions taken in 2021, the new method shows an improved performance compared to the performance expected
with the old method of calculating the impact of products and the carbon footprint. Further variations in this indicator are to be expected in 2022 as the tool used to calculate
the LCAs of our products evolves towards greater precision. 70,875,540 kWh
 Gas consumption 52,282,770 kWh
(note 69)
- PRODUCTION ANALYSIS: the action taken with our suppliers' industrial sites to encourage them to use electrical energy from renewable sources to manufacture products
is a significant contributor to this performance. The methodological change in accounting for the impact of production has also had an effect on this performance in terms
of intensity, uncorrelated with our actions.
728,625,696 kWh
- SITE CONSTRUCTION AND OPERATION ANALYSIS: a significant decrease in scope 3 emissions related to the construction of our sites observed compared to 2016 is  Total energy consumption 657,693,111 kWh
explained by the reduction in the construction of new buildings for our new store openings. (note 70)

- CUSTOMER TRANSPORT ANALYSIS: between 2020 and 2021, customer travel increased in correlation with an increase in the number of shoppers coming to the store.
Compared to 2016, emissions from this activity continue to decrease due to higher ecomobility and lower emission factors since 2020 (the CO2 emitted/km travelled by car
decreases every year). Energy consumption in kWh/m² 108.1 kWh/m²
98.6 kWh/m²
in stores (from 01/01 to 31/12) (note 71)
- EMPLOYEE TRANSPORT ANALYSIS: despite a significant increase in business travel between 2020 and 2021 due to the easing of COVID-19 restrictions and the recovery of
business activity, there is a reduction in business travel emissions compared to the reference year, 2016.

- PRODUCT TRANSPORT ANALYSIS (components & finished products): the CO 2 impact of the transport of finished products increased by 8% between 2020 and 2021. This Energy consumption in kWh/m² 52.4 kWh/m²
increase is explained by an increase in products sold of around 8% between 2020 and 2021. The intensity of kg CO 2 /article sold was stable between 2020 and 2021. Despite an 51.9 kWh/m²
increase in low-carbon transport (any transport that emits less CO2 than diesel road transport of the same tonnage) in different transport segments, there has been a sharp in warehouses (from 01/01 to 31/12) (note 71)
increase in the CO 2 impact related to air transport, international transport and intra-country transport which has not been optimised in terms of number of items per lorry.

3) Regarding our SBTi objective of supplier management: with a view to engaging suppliers representing 90% of our purchasing volumes on decarbonisation issues, as
defined by our targets in force at the beginning of 2021, we relied on a panel of production sites chosen by Decathlon buyers and achieved the following results: Consumption of electricity from renewable sources
355,425,107 kWh 543,234,780 kWh
- Autonomy of our suppliers in measuring their CO 2 e emissions: 764 production sites were autonomous at the end of 2021; by stores and warehouses (from 01/01 to 31/12)
- Setting a reduction target for their scope 1 and 2 that is aligned with science: 289 production sites had a Decathlon validated Science Based target at the end of 2021;
- Use of renewable electricity sources: 33% of the electricity consumed by the production sites defined as priorities by Decathlon's buyers comes from renewable sources;
- Phasing out the use of coal: 31 Rank 1 industrial sites used coal as an on-site energy source at the end of 2021, i.e. 6 sites less than in 2020; % of electricity from renewable sources consumed
58.7% 82.6% (note 72)
- Implementation of energy efficiency programmes: 62 industrial sites had implemented an energy efficiency programme at the end of 2021, 42 more than in 2020; by stores and warehouses (from 01/01 to 31/12)
Efforts to use renewable energy resulted in a reduction of more than 500,000 tonnes of CO 2 e in 2021, based on the emissions factors used to build our carbon footprint for
the year.
2021 NFRD methodological notes
Note 68: The year 2021 is a mixed bag for energy management.
It is indeed marked by a strong increase in the consumption of electricity and gas.
This is mainly explained by the fact that in 2020, long periods of closure related to the lockdown had taken place which had led to a sharp decrease in kWh/m2.
This assumption is confirmed by the 2021 kWh/m2 figures, which rose sharply to a performance close to that of 2019. We therefore need to challenge our energy management
policy to improve this indicator.
FIGHT AGAINST CLIMATE CHANGE
2020 2021 Note 69: Data is estimated when not available. The estimate is based on a kWh/m2 ratio from the previous year.
(IN OUR STORES AND WAREHOUSES, AT OUR SUPPLIERS) In 2021, 6% of natural gas kWh came from estimated data, while 94% was actual data. For electricity, 13% of electricity kWh came from estimated data while 87% was actual
data.
Note 70: Overall, the year 2021 is a mixed bag for energy management.
FOCUS ON CO 2 MANAGEMENT IN THE SUPPLY CHAIN It is indeed marked by a strong increase in the consumption of electricity and gas.
This is mainly explained by the fact that in 2020, there were long periods of closure due to the COVID-19 context which led to a sharp decrease in kWh/m2.
Number of production sites autonomous in measuring their CO2e emissions 662 (note 66) 764 (note 66) This assumption is confirmed by the 2021 kWh/m2 figures, which rose sharply to a performance close to that of 2019. We therefore need to challenge our energy management
policy to improve this result.
(from 01/01 to 31/12)
However, 2021 was a very good year for renewable electricity as we exceeded our targets and reached 82.6%. Electricity purchases in 9 countries, some of which with local
constraints, demonstrate a strong commitment to reach this target.
Note 71: Our goal is to reduce kWh/m2 by 2% per year. This target was not met in 2021.
Number of production sites with a reduction trajectory Last year we saw a sharp drop in consumption per m2. We had attributed this decline to several factors including the long periods of closure of our stores (COVID-2019
69 289 (note 67) lockdown). The 2021 results show that the decline was largely due to these closures as we return to a level close to that of 2019. The decrease compared to 2019 is attributed
validated by Decathlon in line with science (from 01/01 to 31/12) to the installation of LEDs for site lighting and, to a very small extent, to the opening of new sites that meet good energy management requirements.
Note 72: The indicator takes into account Decathlon sites (stores, warehouses) that produce renewable energy for self-consumption and also those that purchase electricity
from renewable sources for their consumption (e.g. solar panels, wind turbines).
2021 NFRD methodological notes
Our goal is to achieve 100% renewable electricity by 2026.
Note 66: This indicator concerns all production sites that measure their carbon emissions in the Resource Advisor tool.
The target was to reach 67% by 2021, so we have far exceeded the 2021 target thanks to renewable energy purchases in 9 countries including China and Russia, which account
Note 67: Decathlon's suppliers use the SBTi methodology to define their annual reduction targets. These action plans are validated by Decathlon, with each supplier sending
for a significant share of electricity consumption.
a signed letter of commitment.
As the increase in renewable electricity is overwhelmingly due to the purchase of certificates (97.8%), the relative share of self-consumption has decreased (2.3%).

162 #TomorrowStartsToday 2021 NFRD 163

 Note 77: In order to limit the use of air transport to the 2020 post-lockdown recovery, the air transport strategy reserved only for 20/80 items made it possible to improve this
result compared to last year.
FIGHT AGAINST CLIMATE CHANGE The 2021 target was 0.72%.
2020 2021
(IN OUR STORES AND WAREHOUSES, AT OUR SUPPLIERS) Access to international transport data is necessary in order to steer this monthly indicator. It is measured and available through a calculation process on the external server
of EcoTransIT (international transport CO2 calculator).
However, in the last quarter of 2021, an update of this server was carried out and did not allow us to obtain this indicator from September to November. We were therefore
unable to manage this indicator over these three months.
FOCUS ON ENERGY MANAGEMENT IN THE SUPPLY CHAIN We were therefore unable to stop international air freight in the period September-November 2021 for shipments that did not comply with the "20/80 items" strategy.
Note that the target for 2022 is 0.57%.

% of electricity from renewable sources consumed Note 78: Rail transport was intensified on international transport to ensure supply from Asia (China and Vietnam) to Russia, Belgium and France.
12% (note 73) 33% (note 73) Note 79: In 2021, we experienced stability in the use of the maritime transport mode on major imports.
by our production sites (from 01/01 to 31/12)
Note 80: This mode of transport was mainly used for supplies from Tunisia and Turkey to the Saint-Martin-de-Crau site (South of France).

Number of production sites with an energy efficiency programme

20 (note 74) 62 (note 74)
(from 01/01 to 31/12)

Number of Rank 1 production sites using coal (at 31/12) 37 31 (note 75) TRANSPORT & LOGISTICS 2020 2021
TRANSPORT & LOGISTICS
2021 NFRD methodological notes
Note 73: The scope of the indicator covers a panel of production sites chosen by Decathlon buyers to be managed on decarbonisation topics and for which data is available,
i.e. at 31/12/2021 519 sites (514 sites at 31/12/2020 for the previous year). CO2 emissions by means of international transport worldwide (from 01/01 to 31/12):
A monthly review shared by top management made the subject a priority in 2021. It is also the simplest way to reduce the carbon impact of suppliers, particularly via
certificates, which are currently favoured for renewable electricity.
Note 74: To support the reduction in supplier impact, Decathlon began in 2021 to push for the implementation of energy efficiency programmes. The objective is to identify 12,792,235 kg CO2e
the main sources of improvement on site in order to reduce and/or optimise suppliers' energy expenditure. Decathlon worked with several external organisations, both  CO2 emissions by air 10,727,188 kg CO2e
international and local, and recorded the number of energy efficiency projects on site. (note 81)
The scope of the indicator covers a panel of production sites chosen by Decathlon buyers to be managed on decarbonisation topics and for which data is available, i.e. at
31/12/2021 519 sites. (514 sites at 31/12/2020 for the previous year's data).
 CO2 emissions by rail 3,133,569 kg CO2e 4,224,552 kg CO2e
Note 75: Coal is a very carbon-intensive energy source.
In 2021, 17% of the measured emissions from Decathlon's Rank 1 supplier sites were related to the use of coal compared to 23% in 2020.
In order to reduce the impact of production, it is very important to work with our suppliers on this issue.  CO2 emissions by sea 42,846,136 kg CO2e 49,725,655 kg CO2e
Decathlon's commitment to the UNFCCC is to commit its Rank 1 suppliers to stop using coal on site by 2025 and its Rank 2 suppliers by 2030. At the end of 2020, 37 Rank 1
production sites used coal as a power source. At the end of 2021, 31 Rank 1 production sites still used coal on site and a total of 45 Rank 1 and Rank 2 sites (there were 54 at
the end of 2020). A more exhaustive inventory of Rank 2 suppliers using coal is underway.  CO2 emissions by road 2,010,179 kg CO2e 3,828,688 kg CO2e
Decathlon's production teams support these suppliers in carrying out feasibility and cost studies, in addition to validating trajectories of reducing the use of coal. This
includes the use of gas or biomass as alternatives to coal, through the construction of a local supply network for these energy sources working with external stakeholders
(e.g. GIZ, which is very active in industrial projects, especially in South East Asia).
198 g CO2e/item
CO2 emissions from the transport of Decathlon products 242 g CO2e/item (World)
delivered worldwide (from 01/01 to 31/12): (Europe)
(note 82)

TRANSPORT & LOGISTICS 2020 2021  From production countries to key import warehouses 79 84.5 (note 83)

LAND USE
 From key import warehouses to distribution platforms 82.7 33.6 (note 84)
Number of items shipped in logistics per m2 worldwide 1,168 items/m 2
1,075 items/m2  From distribution platforms to stores 80.6 79.8 (note 85)
(from 01/01 to 31/12) (note 76)

TRANSPORT & LOGISTICS 2021 NFRD methodological notes

Note 81: In 2021, we sent fewer items by air than in 2020.
However, these items were heavier in terms of weight. In fact, in 2020, Decathlon sent significant quantities of COVID masks by air, which are very light in weight compared
Breakdown of volumes of finished products transported to our average product mix.
by means of transport worldwide (from 01/01 to 31/12): Note 82: This year we validated a Science Based Targets (SBTi) objective.
Thus, on the transport side, we committed to reducing our CO 2 e/item transported impact by 53% compared to 2016 by 2026.
Note 83: The results are not comparable to those of 2020 because we now have the results on a worldwide geographic scope, instead of the European scope.
The methodology has not changed compared to 2020.
 % air 4% 1.1% (note 77)
The 2021 result is explained by the fact that the products transported by air and rail are heavier than in 2020 (as a reminder, many COVID-19 masks were transported by air in
2020 due to the pandemic. For rail, after a sharp slowdown in 2020 on the supply of fitness equipment, shipments picked up strongly in 2021, particularly by rail).
Note 84: The results are not comparable with those of 2020 because we now have the results on a worldwide geographic scope, instead of the European scope.
 % rail 2.6% 3.3% (note 78) We measure the CO 2 e impact of 88% of the transport of products between the key import warehouses and the distribution platforms.
The 2021 results are explained by the diversity and multiplication of carbon transport lines used: sea, rail, compressed gas trucks and biofuel trucks.
Note 85: The results are not comparable with the 2020 results because we now have the results on a worldwide geographic scope, instead of the European scope.
 % sea 85.2% 86% (note 79) We have the possibility of using different modes of transport on this section in order to act in favour of a decarbonisation of transport between warehouses and stores: sea,
rail, compressed gas trucks, biogas, biofuel, electric, green hydrogen (hydrogen from wind or solar energy sources) and hybrid trucks.
Locally, countries adapt according to what the transport market offers them in terms of low-carbon transport solutions.
It should be noted that 87.04% of the CO 2 impact comes from actual data reported by each country.
 % road 8.1% 9.6% (note 80)

2021 NFRD methodological notes

Note 76: While we had planned to expand the scope of countries included in this calculation to 3 additional countries compared to 2020, we have, thanks to a strong network
of sustainable development leaders, expanded the scope to 100% of countries (including new sites opened in 2021).
The results for 2021 are therefore not comparable with those for 2020 and we cannot recalculate the history.

164 #TomorrowStartsToday 2021 NFRD 165

 TRANSPORT & LOGISTICS 2020 2021 BUILDING CERTIFICATION PROCEDURES 2020 2021
TRANSPORT & LOGISTICS
Number of Decathlon stores with environmental certification (as of 31/12) 94 107 (note 91)
% of post-shipping multimodal transport in Europe
10.3% 18.3% (note 86)
(from 01/01 to 31/12)
Number of Decathlon stores opened during the year
2 6
with environmental certification (from 01/01 to 31/12)
CO2 emissions from post-shipping multimodal transport 4,675,043 kg CO2e
3,992,538 kg CO2e
in Europe (from 01/01 to 31/12) (note 87)
% of sales areas in company-owned stores
21.6% 26.9%
with environmental certification (at 31/12)
Average load volume per truck between 51.4 m3
52.1 m3 (12,539 items per truck)
key import warehouses and distribution platforms
(13,000 items per truck) Number of Decathlon warehouses
(from 01/01 to 31/12) (note 88) 3 6 (note 91)
with environmental certification (as of 31/12)

% of km travelled in Europe from import warehouses 2021 NFRD methodological notes

to distribution platforms using low-carbon transport 20% 39% (note 89) Note 91: In terms of environmental certification, the objective is to accelerate the certification of our stores and warehouses on the principle of subsidiarity and local decision
(from 01/01 to 31/12) in line with local legislation.
The list of international certifications considered includes LEED, BREEAM, HQE and DGNB and now also the Edge certification (created by the World Bank, focusing on the
operational efficiency pillars and with software to decide in advance on the most effective sustainable actions by country and project type).
Tests with one store in India and three stores in Malaysia were launched in 2021 with Edge certification.
% of km travelled for road transport in Europe The ultimate goal is to certify the fleet of company-owned stores and warehouses by 2026.
There was an increase in the number of certified stores and warehouses in 2021 compared to 2020.
from key import warehouses to distribution platforms n/a 19.7% (note 90) In addition to the COVID-19 context, there was the recruitment of a dedicated sustainable development project manager for the Real Estate business and to draw up the
using low-carbon energy (from 01/01 to 31/12) certification strategy at United level.
- In parallel, we are making progress on the installation of photovoltaic panels on site, in our company-owned stores, through the signing of Power Purchase Agreements
(PPAs).
2021 NFRD methodological notes Proof of Concept (POC) tests in China (6 stores) and India (5 stores) have been launched with the partner Amarenco.
Note 86: 100% of this data is declared by the transport managers in the Europe zone. This solution is currently being replicated/negotiated with major global players (such as Helexia, Enel, Engie, EDP, EDF and Iberdrola).
Note that the 2021 targets were 20% for Northern Europe and 42% for Southern Europe. The sites based in Europe have also started the initial tests.
Between 2022 and 2023 we are accelerating on the basis of the findings of the tests carried out to cover most of our company-owned sites by exploring and supplementing
- North Europe: the 1st quarter of 2021 got off to a slow start due to port congestion. Barges were often cancelled. March 2021 saw the start of new low-carbon transport our systems with RE solutions off site. The same approach will be proposed to our real estate and industrial partners.
contracts with carriers offering multimodal and low-carbon transport, but some carriers were late on their commitments. We were therefore unable to have all the low-carbon
transport lines negotiated. During the summer period, there were 4 consecutive weeks (in June & July) when the locks were out of operation. It was therefore not possible to
have barges. In September 2021, there was the implementation of the transport lines using B100 (rapeseed) which were planned during the contract negotiations (delay in
implementation by carriers).
Since November 2021, we can no longer use barge transport to the Rouvignies CAC.
- Southern Europe: the train is a mode of transport increasingly in demand by other companies, which allows Decathlon to take advantage of an increase in supply.
BIODIVERSITY 2020 2021
Note 87: Between 2020 and 2021, the amount of kg CO 2 e per container increased from 84 kg CO 2 e/ctn to 113 kg CO 2 e/ctn.
This result is mainly explained by the fact that the average distance per container has been extended.
We have an increasing number of containers destined for the Regional Continental Centres (CAC) Rouvignies (France) and CAC Dourges (France), increasingly fewer the CACs
BIODIVERSITY BUILDINGS
of Saint-Martin-de-Crau (France) and Antwerp (Belgium), even though they are closer to the arrival ports.
Note 88: -The geographical scope of the "average load volume per truck" indicator is Europe (including the UK) just like it was in 2020. Number of Decathlon sites (stores, warehouses)
The target for 2021 was set at 53.7 m3/truck. 2 5 (note 92)
that have undergone a Biodiversity Diagnosis (as of 31/12)
In order to ensure the pace of store deliveries during the pandemic period, we had to send partially filled trucks.
In 2022, we are working on transforming our supply plan in Europe. This first year of transformation is the year of reorganisation of the regions: the CACs (Continental Supply
Centres) in Northern Europe will supply the CARs (Regional Supply Centres) in Northern Europe and the CACs in the South will supply the CARs in the South.
% of new owned stores in France are
This change will allow us to reduce the number of kilometres covered in Europe between key import warehouses and distribution platforms. This change will also lead to the n/a 0% (note 93)
end of the needs of certain transport lines over the year (2 regions by the end of 2022). For these reasons, while remaining cautious, we want to be more efficient than 2021 "Signature Biodiversité" certified (as of 31/12)
and we have set our target for 2022 at 52 m3/truck.
- Note that a 1 m3 transported in 2021 contained fewer items than in 2020.
The target for 2022 is 11,700 items/truck. This target is directly linked to the project to transform our supply plan in Europe: separation of Europe into two supply regions. We % of our French real estate portfolio having undergone continuous
n/a 1.06% (note 94)
should have fewer kilometres travelled, but with partially filled trucks because 2022 will be the first year of separation of the supply regions. improvement in biodiversity (Nature First approach) (as of 31/12)
Note 89: Any mode of transport that is not road diesel (gas truck, rapeseed truck, river, sea, rail, etc.) is considered as low-carbon transport by Decathlon
The target for the year 2021 was 35% for this indicator. The work carried out during the negotiation of transport contracts has resulted in a base of low-carbon transport
lines that meet the target. Partnerships with our carriers have enabled us to obtain low-carbon transport routes for our additional transport requirements for transport not 2021 NFRD methodological notes
included in the initial contracts. Note 92: The certification used is the “Signature Biodiversité” label.
The target for 2022 for this indicator is 50% following negotiations with carriers. The 5 sites concerned are: Saint-Malo, Haguenau, Lorient, Vannes and Hénin-Beaumont.

Note 90: Considering only road transport, 19.7% of the kilometres travelled in Europe in 2021 were with trucks using an energy other than diesel (compressed gas and biofuel Note 93: Only 2 owned projects for which permits were submitted before the commitment was put in place.
trucks). Note 94: The 5 sites (Saint-Malo, Haguenau, Lorient, Vannes and Hénin-Beaumont) represent 149,000 m2 out of a total in France of 14,000,000 m2 of surface area,
With a 2021 breakdown as follows: 16.5% gas, 3.2% rapeseed, 80.3% diesel. i.e. approximately 1.06%.
With regard to the biodiversity strategy for Decathlon France's real estate, the objectives are:
>> 100% of new owned stores in France are “Signature Biodiversité” certified.
The indicator relates to the number of projects that include a non-built-up land area (for permits submitted from 01/01/2020).
The result was zero in 2021, as there are no permits yet (there were only 2 owned projects for which permits were filed before the commitment was put in place; but the teams
do not have them yet).
>> 10% of our French real estate will integrate the “Signature Biodiversité” approach by 2024.
100% of our property refurbishments include the “Signature Biodiversité” label with a double target: improvement of existing property and a score above 50.
At the international level, there are no harmonised regulations for the protection of biodiversity. France has a specific law - the law for the recovery of biodiversity, nature and
landscapes enacted in 2016. It enables Decathlon to undertake programmes and actions in this area in France.
The Real Estate teams have launched an anticipatory approach in China (monitoring) and other countries (India, Belgium and Malaysia) with actions planned at the United
level for 2022:
- Monitor the evolution of legal constraints in terms of biodiversity in real estate;
- Define targets and trajectories to reduce the biodiversity impact in countries subject to legal constraints.

166 #TomorrowStartsToday 2021 NFRD 167

 BIODIVERSITY 2020 2021 BIODIVERSITY 2020 2021
BIODIVERSITY ASSESSMENT BIODIVERSITY ASSESSMENT

6,830
Impacts on terrestrial biodiversity caused Impacts on aquatic biodiversity exerted 421
n/a artificialised km2 eq. n/a
by Decathlon’s activities since its creation (as of 31/12) by Decathlon’s activities since its creation (as at 31/12) artificialised km2 eq.
(note 95)

Pressures on terrestrial biodiversity

n/a 65 artificialised km2 eq. Pressures on aquatic biodiversity
from Decathlon’s activities (from 01/01 to 31/12) n/a 2 artificialised km2 eq.
exerted by Decathlon’s activities (from 01/01 to 31/12)

Breakdown in % of pressures on terrestrial biodiversity by activity (from 01/01 to 31/12):

Breakdown in % of pressures on aquatic biodiversity by activity (from 01/01 to 31/12):

 Construction n/a 0.2%

 Construction n/a 0.1%
 Services n/a 0.4%
 Services n/a 0.5%
 Production n/a 80%
 Production n/a 88%
 Decathlon-owned production sites n/a 0%
 Decathlon-owned production sites n/a 0.02%
 Logistics n/a 3%
 Logistics n/a 4.6%
 S tores, retail n/a 1.6%
 S tores, retail n/a 0.7%
 E-commerce n/a 0.2%
 E-commerce n/a 0.2%
 O ther n/a 14.6%
 O ther n/a 5.9%

Breakdown in % of pressures on terrestrial biodiversity by type of pressure (from 01/01 to 31/12):

Breakdown in % of pressures on aquatic biodiversity by type of pressure (from 01/01 to 31/12):

 Climate change n/a 75%

 Climate change n/a 29.7%

 Land use n/a 24.4%

 Land use n/a 62.9%

 Pollution n/a 0.6%

 Pollution n/a 3.4%

 O ther n/a 0%

 Water use n/a 4%

2021 NFRD methodological notes
Note 95: At present, there is no regulatory framework on biodiversity reporting for companies, other than financial organisations. This is a voluntary commitment made
by Decathlon as part of the "Entreprises engagées pour la Nature" (Companies Committed to Nature) initiative in February 2021. This year, international negotiations are
underway and are due to conclude in Kunming (China) at COP15 with a view to reaching an agreement by the parties.  O ther n/a 0%
Today, IPBES, the UN-mandated expert group on biodiversity, is calling for a commitment of zero net biodiversity loss by 2030 and a net gain by 2050 to return to the global
limit.
Decathlon, to date, has had to translate the international objectives into operational objectives globally and for each of its activities.
The objective of this assessment is to define targets for 2023-2024 in line with the current and future scientific and international framework. It is also an opportunity for
Decathlon to identify the main sources of biodiversity erosion and thus prioritise its fields of action.
Regarding the analysis of the results obtained, the erosion of biodiversity generated by Decathlon is mainly due to pressures linked to climate change and land use change.
Like climate change, production activities generate the majority of Decathlon's pressures on biodiversity.
The impacts on biodiversity caused by Decathlon's activities since its creation are mainly due to the degradation of natural areas and their pollution.
The calculation of this biodiversity footprint is a first exercise for Decathlon.
It aims to raise awareness among our employees and stakeholders and to help us make the right strategic choices. Next year we plan to do it on a country-wide scale.

168 #TomorrowStartsToday 2021 NFRD 169

 CIRCULAR ECONOMY | RESPONSIBLE OFFERING & PRODUCTS 2020 2021 PACKAGING & ACCESSORIES

RESPONSIBLE MATERIALS & INDUSTRIAL PROCESSES

% of materials used for packaging derived
98.8% 80.3% (note 98)
TEXTILE | COTTON from more sustainable resources (from 01/01 to 31/12)

% of cotton used for Decathlon products

100% 100% % of paper pulp used in packaging
derived from more sustainable resources (from 01/01 to 31/12): 58% 73.4% (note 98)
that is FSC or PEFC certified (from 01/01 to 31/12)

 % of BCI cotton 78% 70.8% (note 96)

155,000,000
Quantity of hangers collected (from 01/01 to 31/12) 109,000,000
(note 99)
 % of organic cotton 16% 16%

 % of recycled cotton 6% 13.2% Quantity of hangers reused (from 01/01 to 31/12) 25,000,000 50,000,000

Tonnage of cotton used for Decathlon products % of recycled material in the manufacture of new hangers
21,001 tonnes 31,973 tonnes 38.6% 44%
derived from more sustainable resources (from 01/01 to 31/12): (from 01/01 to 31/12)

 Tonnage of BCI cotton 16,297 tonnes 22,647 tonnes 21.6 g CO2e/item

CO2 impact of "Garment On Hanger" by textile product
21.8 g CO2e/item
(from 01/01 to 31/12) (note 99)
 Tonnage of organic cotton 3,408 tonnes 5,108 tonnes
2021 NFRD methodological notes
Note 98: - The scope for the indicator "% of materials used for packaging derived from more sustainable resources" includes: sales packaging intended for customers*,
linearizable packaging for in-store display, hangers, transport cardboard boxes, plastic transport bags, e-commerce packaging (plastic bags and cardboard boxes).
 Tonnage of recycled cotton 1,296 tonnes 4,218 tonnes
*Excluding food, cosmetics and cleaning products.
Excluding store bags (shopping bags, paper bags), gift wrap and packaging from other international brands (non-Decathlon).
2021 NFRD methodological notes - As the measurement methodology for these various indicators (% of materials used for packaging derived from more sustainable resources, % of paper pulp used in FSC
or PEFC certified packaging, hanger indicators) is based on numerous extrapolations and assumptions, the figures reported must be analysed with relativity. Every year, the
Note 96: The calculation of this indicator is based on the tonnage of organically grown cotton, BCI (Better Cotton Initiative) cotton and recycled cotton. In 2021, we reached
Packaging teams take action to refine the quality of their data and build the most rigorous reporting framework.
the target of 100% cotton derived from more sustainable sources.
- The more sustainable resource currently included in the indicator "% of paper pulp used in FSC or PEFC certified packaging" is paper pulp. The 2021 tonnage of materials
Compared to the 2020 COVID-19 situation, we have seen a significant rebound in growth and this is also highlighted in the 2021 performance of the indicators on the use of
used for packaging derived from these more sustainable resources is 67,657 tonnes.
cotton derived from more sustainable sources.
The targets that have been set for these two indicators are:
Our acceleration towards recycled yarn (30% recycled fibre + 70% BCI cotton) and organically grown cotton was well reflected in this year's performance and will continue in
the near future to have a more positive impact on our environment. > 95% of packaging materials derived from more sustainable resources by 2025;
We will continue at this level in 2022, with the following distribution target: 60% BCI cotton, 18% organically grown cotton and 22% recycled cotton (30% recycled fibre + 70% > 100% of paper pulp used in packaging to be FSC or PEFC certified by 2025.
BCI cotton). In addition, the teams are continually working to improve the reliability of this data. - The calculation of the % of "more sustainable material" used in packaging currently includes in its scope hangers, made of so-called "non-sustainable" materials
(polypropylene). However, these are reused or even recycled through collection. Today, our strategy is not to change the material used for these hangers, but to increase
their sustainability by increasing the number of reuses/recycling. This sustainable material rate would be significantly higher if we took the hangers out of the scope of the
calculation.
- Since the creation of a production team within the Packaging process in June 2021, the collection of data in production has been strongly encouraged and reinforced with
our suppliers.
TEXTILE | POLYESTER In addition, in connection with the 0 Single Use Plastic project, we are paying close attention to our plastic purchasing volumes in order to know the actual quantities
purchased. This explains this drop in the rate of "more sustainable" material compared to last year. This reinforcement has made it possible to obtain more reliable and
significant figures of our actual purchases.
% of polyester used for Decathlon products The COVID-19 context at the beginning of the year again had a major impact on the collection rate for hangers. However, strong actions have been implemented to redress
20% 40.4% (note 97) the situation and return to a higher level of collection than the pre-pandemic period.
derived from more sustainable resources (from 01/01 to 31/12)
These actions included:
- A gradual generalisation of the collection of hangers from e-commerce orders;
- The deployment of standard procedures to organise the flow of centralisation of hangers collected in stores to the sorting centres;
Tonnage of polyester used for Decathlon products - The deployment of various local communications.
16,151 tonnes 32,527 tonnes
derived from more sustainable resources (from 01/01 to 31/12) At the same time, we are working with Decathlon Brands (Sports Signés) to develop our "How to sell" in order to limit the number of products on hangers in stores and thus
reduce our consumption.
Note 99 : This indicator concerns the total CO 2 impact of products on hangers, out of the number of textile products sold.
2021 NFRD methodological notes
Note 97: The calculation of this indicator is based on the tonnage of polyester yarn from the following sources: "traditional" solution-dyed virgin polyester, recycled polyester,
solution-dyed recycled polyester.
We are seeing a clear increase in yarns from more sustainable sources, particularly polyester yarns. This includes recycled PET yarn and dope dyed PET yarn (recycled or
virgin).
This confirms the accelerating demand for more environmentally friendly yarns. The Synthetic Yarn process has seen a twofold growth in sustainability linked to:
1/ An increase in quantities (increase in the integration rate);
2/ An acceleration of the change from virgin components to more sustainable components.

170 #TomorrowStartsToday 2021 NFRD 171

 CIRCULAR ECONOMY | RESPONSIBLE OFFERING & PRODUCTS 2020 2021 CIRCULAR ECONOMY | COMMITTING
2020 2021
TO MORE SUSTAINABLE CONSUMPTION
SCOPE & NUMBER OF ASSESSMENTS | INDUSTRIAL & TERRITORIAL ECOLOGY AT OUR SUPPLIERS
REUSE OF OUR PRODUCTS | REPAIR

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

Number of workshops worldwide 1,114 1,133

 Number of Rank 1 production sites concerned 163 160 (note 100) Number of workshops in France 346 344

 Number of Rank 2 production sites concerned 92 88 (note 100) Number of technicians in Decathlon workshops 4,377 (world) 4,095 (world)

Number of environmental assessments conducted (from 01/01 to 31/12) 85 129 (note 101) Satisfaction rating of the quality of service in our workshops 4.49 4.6

% of products qualified as repairable in the Decathlon product catalogue 4% 4.7% (note 103)
Number of environmental assessments conducted internally
48 72 (note 101)
(from 01/01 to 31/12)
% of products repaired (considered repairable) in Decathlon workshops 78.9% 77.1% (note 104)
2021 NFRD methodological notes
Note 100: A supplier is subject to an environmental audit, including industrial wastewater control, hazardous waste management, control of CO 2 emissions and energy
consumption as well as air pollution reduction, if and only if its volume of industrial water to be treated is more than 50m3 per day. Total number of products repaired in Decathlon workshops 1,813,724 2,064,295 (note 105)
There are 160 Rank 1 suppliers subject to environmental audit (as of 10/01/2022).
There are 88 Rank 2 suppliers subject to environmental audit (as of 10/01/2022).
2021 NFRD methodological notes
Note: no Decathlon site is concerned by the environmental assessment according to the definition "More than 50m3 per day of industrial water to be treated".
Note 103: Note that there was a methodological change on this indicator in 2021. The 2020 and 2021 data is therefore not comparable.
Note 101: The number of internal auditors authorised to conduct environmental audits at our industrial suppliers is 12, spread over 8 countries: France, Turkey, China, The previous methodology took into account products that were labelled as repairable/all products on offer.
Bangladesh, Thailand, Vietnam, Sri Lanka, India. The new methodology takes into account the number of Decathlon products labelled as repairable/(all Decathlon products on offer - spare parts that are used to repair
In 2021, the increase in the vaccination rate contributed to the fact that several countries re-authorised access to factories, which allowed our auditors to make up for some finished products).
of the backlog of audits from the previous year. From now on, spare parts used to repair products are removed from the denominator.
If this nuance were not added, the rate would deteriorate each time a new bike was referenced because for a finished product, between 20 and 60 spare parts must be added.
The 2021 rate is slightly higher than 2020 explained by a significant clean-up of the data to remove products listed as repairable when they were not (cereal bars, petanque
balls, etc.).
Note 104: These are repairable Decathlon products, repaired during their warranty period.
The target for this indicator is to reach 85% of our repairable products repaired by 2022 and an additional 1% for each subsequent year.
FOCUS ON THE RESULTS OF ASSESSMENTS | INDUSTRIAL & TERRITORIAL ECOLOGY AT OUR SUPPLIERS The cycle workshop stepped up the pace in 2021 with, in particular, the extension of the Coup de Pouce scheme (a French government aid scheme to promote the use of
bicycles and, in particular, repair) until March 2021 in France.
The lockdown periods, sanitary arrangements, etc., have impacted on the activity, as the repair requires physical contact.
% of Rank 1 and Rank 2 production sites COVID-19 also had an impact on the business, staff sick leave and the regional stores and workshops having to make some challenging adjustments.
The cycle workshop increased its sales by 22%, which is in line with the overall performance of the workshop (+21%). The ski workshop suffered from the closure of resorts
rated A, B or C in the environmental 80.4% 77% (note 102) at the beginning of the year but an encouraging recovery was noted at the end of 2021..
assessments (as at 31/12) The countries that had the most significant impact on their workshop activity, particularly due to long lockdowns, are the United Kingdom, Germany, Russia and India, which
are all down around -7% in sales.
On the other hand, the overall margin (in rates) of the workshop has decreased because the share of spare parts has increased (less customisation, no skiing, lockdowns).
Do It Yourself (DIY) is becoming increasingly popular, boosted by the lockdowns but also by repair times that push people to be more "autonomous"..

Results of environmental assessments of partners and company-owned production sites (as of 31/12): Note 105: The Internet share of the Workshops business increased from 15.8% to 19.14% in 2021.

100% 81%
― ―
A: 12.9% - B: 61.2% - C: 29% A: 6% - B: 25% - C: 50% REUSE OF OUR PRODUCTS | SECOND LIFE
 % of Partner supplier production sites rated A, B or C
― ―
31 partner supplier production 26 partner supplier production
sites rated A, B or C sites rated A, B or C Number of countries or regions with a second life product offer (as of 31/12): 14 30

 with the Second Life application 7 12 (note 106)

2021 NFRD methodological notes
Note 102: The % ABC target for 2021 was 86% and we achieved 77% ABC (Rank 1 & Rank 2 suppliers).
The COVID-19 crisis has led to a delay in the proper implementation of our environmental audit mechanism. Local health regulations and government constraints have limited  without the Second Life application 7 18
access to the factories and even temporarily halted their operations. Some suppliers could not be assessed in 2020 and 2021.
In a spirit of transparency and reliability, it was decided to subtract from the number of suppliers rated A, B, C, all sites that have been late in their assessment frequency for more
than 1 year. This formula update has drastically impacted the outcome of this performance while being closer to the loss of visibility that we have been facing since 2020. 2021 NFRD methodological notes
In addition, at the beginning of 2021, we increased the requirements of our assessment grid, in order to reinforce certain themes (e.g. energy management, chemical risks, Note 106: There has been a sharp acceleration in the recovery and resale of second life products from returns and breakage (breakage is due to products being damaged in
air pollution), but also to help our suppliers become autonomous. store processes or in the warehouse, breakage in transport for example. Products are scratched or otherwise damaged).
As a result, we ended 2021 with a weaker performance than expected, without having lost visibility on our environmental requirements around the world. In particular, France has seen a significant acceleration in terms of buy-back.
The Trocathlon underwent a decline in performance due to the health context, which made it difficult to hold events in stores.
For 2022, the target is 82% ABC (Rank 1 & Rank 2 suppliers).
The list of countries/regions offering second-hand products using the Second Life application in 2021 (12 countries) is: France, Spain, Italy, Germany, Belgium, Portugal,
Romania, Hungary, United Kingdom, Canada, Poland, Netherlands.
The list of countries/regions offering second-hand products without the Second Life application in 2021 (18 countries) is: Chile, China, Colombia, Croatia, Czech Republic,
India, Israel, Kazakhstan, Morocco, Ukraine, Philippines, Lithuania, Switzerland, Sweden, Taiwan, Thailand, Tunisia, Vietnam.

172 #TomorrowStartsToday 2021 NFRD 173

 CIRCULAR ECONOMY | COMMITTING CIRCULAR ECONOMY | COMMITTING
2020 2021 2020 2021
TO MORE SUSTAINABLE CONSUMPTION TO MORE SUSTAINABLE CONSUMPTION
REUSE OF OUR PRODUCTS | RENTALS (SHORT TERM, SUBSCRIPTIONS, LONG TERM) SUSTAINABLE DEVELOPMENT AWARENESS ACTIONS

Number of Decathlon Brands offering product rental Total number of sports activities organised in France for our customer-users
23 23 (note 107) 2,686 3,200 (note 114)
(short term, subscription, long term) (as of 31/12) (from 01/01 to 31/12)

Number of countries offering Decathlon products for rent

7 9 (note 107)
(short-term, subscription, long-term) (as of 31/12) Number of stores involved in these sports activities in France
224 206
(from 01/01 to 31/12)
Number of Decathlon product rentals
63,090 97,474 (note 108)
(short term, subscriptions, long term) (from 01/01 to 31/12)
Number of events related to sustainable development
92 117
Number of days of rental of Decathlon products organised by French stores (from 01/01 to 31/12)
2,288,234 6,519,180 (note 109)
(short term, subscriptions, long term) (from 01/01 to 31/12)

Number of Decathlon Brands offering subscription Number of awareness-raising actions related

5 6 (note 110) 388 1,098
and long term rental of Decathlon products (as of 31/12) to sustainable development worldwide (from 01/01 to 31/12):

Number of countries offering subscription

3 4 (note 111)  organised by Decathlon stores 367 1,091
and long term rental of Decathlon products (as of 31/12)

Number of subscriptions and long term rentals

913 1,688 (note 112)
of Decathlon products (from 01/01 to 31/12)
 organised by the Decathlon warehouses 21 7 (note 115)
2021 NFRD methodological notes
Note 107: No significant change from 2020, the Decathlon Brands currently involved in rental are: bikes (RR, Triban, VRSL, B'TWIN, Riverside, Elops); winter sports:
Wedze (piste, freeride, rando), Lugik, Inovik, Dreamscape; racket sports: Artengo, Kuikma; water sports: Olaian (surfing), Itiwit (stand up paddle, kayak, paddle sports);
Number of people involved in sustainable development events worldwide
nature: Forclaz, Quechua (nature hiking, mountain hiking), Simond (climbing). 16,191 27,717 (note 116)
(as a reminder, Decathlon had 65 own brands at the end of 2021). (from 01/01 to 31/12)
The countries concerned by rental in 2021 are: Italy, Poland, Portugal, France, Switzerland, Belgium, Holland, Russia and Spain.
Note 108: 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 2021, mountain sports equipment (sliding/hiking), water sports equipment (salt, fresh), mobility 2021 NFRD methodological notes
equipment (bicycles, scooters), racket sports and other sports. Note 114: To understand the 2021 performance, it is necessary to contextualise the 2021 situation.
Note 109: In terms of the number of contracts, the number of days per contract has risen from 36 to 67, which shows that subscription and long term rental took off in France Indeed, the 1st half of the year was marked by a return to a period of lockdown and numerous restrictions on the practice of sport, with the impossibility of practising certain
in 2021. disciplines, with the introduction of attendance limits etc.
In addition, the second half of the year saw the introduction of the Health Pass for sports in France. This required the teams to integrate this new framework into the
Note 110: Arrival of weight training in 2021 with a bench + dumbbell kit for 9 Euros/month being tested and which will be deployed in all French stores in 2022.
organisation of their events and to be adaptable.
Note 111: France and Belgium in 2021 through the long term rental of bicycles and the WePlayCircular test in Belgium.
The figures for the past year are as follows: 206 stores organised one or more events in 2021 (-8%).
Possibly in 2022, Spain, Poland and Italy could start subscription and/or long term rental.
While this figure is down, the number of events organised throughout the year increased to 3,200 (+19.1%).
It should be noted that Switzerland and Italy offer a form of rental known as "seasonal", i.e. a commitment over several months but with a single initial payment for the entire
It should be noted, however, that this figure takes into account new elements that were absent in the past, namely 696 birthdays and 153 sports courses, which together
duration of the contract.
represent 849 events.
For this reason and after clarification, we count 4 countries for this form of rental in 2021 under the heading "subscription and long term".
Events related to sustainable development have increased significantly, with 117 events (+27.2%) organised by 77 stores (+26.2%). These various actions mobilised 3,079
Note 112: With the deployment of the subscription on more products and more countries, this figure should increase in 2022. participants (+48.4%) and resulted in the collection of 13.4 tonnes of waste, an increase of 13.5%.
The types of Decathlon products concerned by subscription and long term rental are: bicycles and fitness equipment.
Finally, with regard to Vitalsport, our experience in 2020 reassured our French stores, which mobilised more strongly in 2021. A total of 98 stores organised this exclusive
For the overall rental activity: event (+ 84.9%) in partnership with 1,673 clubs (+ 139%). The last great transformation to be credited to Vitalsport concerns the flow of the event, which welcomed 260,000
There was a sharp increase, but the volume for 2021 is not yet significant. visitors this year (+154.9%).
2022 is a year of inflection (volume, means, deployment) for an ambitious trajectory and targets (x 100 in volume by 2026 versus 2021). In conclusion, the pandemic disrupted the ambitions of our teams but did not diminish their motivation, which remained intact. They once again demonstrated their
Thus, sales targets and a more precise quantified trajectory will be defined in 2022. commitment to one of Decathlon's missions, which is to get the French into sport.
The expected sales in 2022 is €14m compared to €6.1m in 2021. Note 115: As some countries report data for their entire territory and without specifying the type of activity, the number of warehouse actions is under-reported.
In addition, the major challenges for 2022 are to roll out rental by monthly subscription for more products (fitness, etc.) and more countries (Spain, Belgium, Poland, etc.), In 2022, we will set up a system allowing better monitoring by type of site.
to industrialise the re-rental of second life products, and to allow rental from the web (currently from our stores)
Note 116: 22,861 people were involved in the World Clean Up Day and 4,256 in other actions organised during the year, including 2,740 in the European Mobility Week in Spain.
Finally, to clarify our strategy (what, roadmap) to build a Decathlon United solution (so far, each country has developed a local approach) for short term rental and leasing.
The year 2021 saw a significant resumption of awareness-raising activities around the world. Thus, 1,098 actions were organised in 2021, compared to 388 the previous year.
Several factors explain such an increase in the number of awareness-raising actions organised:
- The adaptation of the health measures made it possible to organise a larger number of events with, in addition, a larger number of authorised participants. Our main
international action, World Clean Up Day, brought together 22,861 participants in 38 countries, compared to 16,191 in 31 countries last year;
COMMUNICATION ABOUT OUR PRODUCTS
- The launch of a new large-scale awareness-raising campaign, on the occasion of European Mobility Week. In Spain, 325 actions took place during this mobility week;
- The coordination of this indicator by the international sustainable development team and the local sustainable development leaders, moreover, explains the increase in the
63.4% number of actions and better monitoring of performance in countries.
% of Decathlon clothing/shoe products 63.8%
(i.e. 5,388 products With the pandemic having been present throughout 2021, the conduct of so many actions demonstrates the real involvement and motivation of the teams to raise awareness
with an ABCDE environmental label (i.e. 3,837 products out of 8,499 designed) of sustainable development issues among a maximum number of customers and employees.
(French rating system) (from 01/01 to 31/12): out of 6,013 designed)
(note 113)
2021 NFRD methodological notes
Note 113: This indicator did not increase in 2021 because we are focusing our efforts on its development: our strategy on the ABCDE rating, which we have been testing for
several years, is being developed.
We have worked on this development with 3 other companies and submitted in November 2021 a file to the French Ministry of Ecological and Solidarity Transition on this
subject, as part of the work carried out on the Climate Law, which we will begin tests on in 2022.
In addition, we also want to accelerate the work on the carbon footprint initiated in November 2021 by making this information available on all our product types.
Our target for 2022 is that 100% of the products assessed qualitatively will have their carbon footprint on the product sheet.
This environmental label indicator covers Decathlon products involved in the industrial processes responsible for the production of clothing, footwear and other textiles
(e.g. sleeping bags).
The following are currently excluded from the scope: products sold in quantities of less than 1,500 articles per year and other industrial processes (metal, cycles, welded
products, balloons, electronics, nutrition, chemicals)

174 #TomorrowStartsToday 2021 NFRD 175

 CIRCULAR ECONOMY | WASTE CIRCULAR ECONOMY | WASTE
2020 2021 2020 2021
REDUCTION & RECYCLING REDUCTION & RECYCLING
ZERO SINGLE-USE PLASTIC WASTE MANAGEMENT

Weight of single-use plastic packaging 1,416 tonnes Weight of waste generated by the sites 103,495 tonnes
300 tonnes (Decathlon stores, Brand sites, company-owned 96,252 tonnes
eliminated for Decathlon products (from 01/01 to 31/12) (note 117) (note 122)
and subcontracted warehouses) (from 01/01 to 31/12)

Weight of single-use plastic e-commerce packaging 2,024 tonnes 38,258 tonnes 42,236 tonnes
250 tonnes  Weight of recycled paper and cardboard
(from 01/01 to 31/12) (note 118) (40%) (41%)

Weight of single-use plastic logistic packaging (stretch film) 1,224 tonnes 3,209 tonnes 3,780 tonnes
n/a  Weight of recycled packaging
(from 01/01 to 31/12) (note 119) (3%) (4%)

7,357,891 units 3,257 tonnes 2,504 tonnes

Quantities of single-use plastic checkout bags in stores  Weight of recycled plastic
n/a (3%) (2%)
(from 01/01 to 31/12) (note 120)

2021 NFRD methodological notes 4,525 tonnes 5,350 tonnes

 O ther (wood, scrap metal, textiles, etc.)
Note 117: In 2021, Packaging teams removed 1,416 tonnes of plastic from an estimated 7,000 tonnes of plastic packaging (sales packaging, transport packaging of finished (5%) (5%)
products from our production plants excluding logistics and e-commerce)
On the packaging side, we had a strong commitment from Decathlon brands (Signed Sports), which enabled us to double our plastic elimination commitment in 2021. We
prioritised the elimination of plastics from our sales packaging in 2021 and will pay greater attention to transport packaging in 2022. 47,003 tonnes 49,625 tonnes
Note 118: In 2021, e-commerce became a significant purchasing channel. We saw an increase in the number of e-commerce orders of 14% in 2021, compared to 2020.  Weight of mixed waste
The 2021 results are not comparable to those of 2020 as the scope is now global whereas in 2020 it only took elements from China, France and Germany. (49%) (48%)
38% of the data is actual data, collected by the warehouses.
In the absence of actual data, we have an estimate based on the number of e-commerce orders for each country. Based on a sample of countries that collect actual data, we
estimated a global estimation factor in kg/e-commerce order.
All European countries, as well as the following countries/regions, India, Turkey, Brazil, Colombia, China and Taiwan, have committed to no longer use e-commerce plastic Recycling rate by activity (from 01/01 to 31/12):
bags by the end of 2022.
Note 119: This indicator has no history because it is the first year that we have consolidated this data and it represents the weight of stretch film purchased by warehouses.
14% of the data is actual data, collected by the warehouses.
In the absence of actual data, we have an estimate based on the number of items shipped from each of the warehouses. We collected actual 2020 data from a sample of 42%
different warehouses to estimate an estimation factor in g/quantity of items shipped.  Recycling rate in stores 39%
The target is to eliminate this plastic film by 2026. Work is underway to validate alternative technical solutions. And we are also driving an increase in the rate of actual data. (note 123)
Note 120: This indicator has no history as this is the first year we have consolidated this data.
Checkout bags are purchases made by stores, so we are working to collect the annual quantities purchased by these stores.
There are many different types of checkout bags and as part of our commitment to zero single-use plastic by 2026, we are specifically monitoring single-use plastic checkout bags.
66.4%
 Recycling rate in warehouses 68.9%
For these bags, if no information is provided by the country, estimates are used based on a ratio applied to the physical quantities sold. (note 123)
Thus, in 2021, we collected 89% actual data and 11% estimated data. Compared to last year, we reduced the quantities placed on the market by 77%.
If we consider the average weight of a single-use plastic carrier bag to be 5g, then we have an equivalence of 37 tonnes of single-use plastic carrier bags in 2021.
In order to encourage the elimination of these purchases, alternatives such as paper, cloth, reusable plastic or recycled plastic bags are being deployed in countries depending
on what is available in their geographical locations.
Recovery rate by activity (from 01/01 to 31/12):

54%
 Recovery rate in stores n/a
(note 124)

68.6%
 Recovery rate in warehouses n/a
(note 124)
PRODUCT RECYCLING
2021 NFRD methodological notes
% of Decathlon products sold in France Note 122: We note a slight increase in the overall waste tonnage of +7.5 between 2020 and 2021. This is due to an expanded collection of more reliable data.
56% 56% (note 121)
with a recycling channel (from 01/01 to 31/12) Note 123: We have changed the name from sorting rate to recycling rate. The calculation methodologies have not changed but we are more demanding on the conformity of
the data entered.
As a result, the 2020 sorting rate is comparable to the 2021 recycling rate (same calculation but different name).
2021 NFRD methodological notes However, as the recovery rate is a new indicator, there is no comparison with the 2020 data.
Note 121: The percentage of products covered by an Extended Producer Responsibility (EPR) in France did not change in 2021 compared to 2020 (textiles, shoes and bags, The targets for the recycling rate are:
electronics and furniture), there was no new channel. - overall 70% in 2022 and 100% in 2026 / for retail 60% in 2022 and 100% in 2026 / for logistics 75% in 2022 and 100% in 2026.
However, by 2022, with the arrival of EPR for Sports and Leisure Goods (SLG) and EPR Toys, we will have increased to approximately 90% of our products with EPR, thus
reaching the 2026 target. The overall recycling rate of 52% (retail + logistics) increased by 15% between 2020 and 2021.
This is due to the increase in the number of countries reporting actual data, which is then often combined with data on quantities recycled. Indeed, repeated awareness raising
We will therefore work for 2023 on the implementation of KPIs that are more representative of the products that are actually recycled. and coordination allows more and more countries to engage in monitoring their waste management and compliance requirements.
Note 124: We decided for the year 2021 to include a recovery rate indicator for all countries in order to align with the commitments of the Transition Plan. This indicator is
intended to be close to the recycling rate, except that it includes the quantities of "hazardous waste" and "incineration with energy recovery".

176 #TomorrowStartsToday 2021 NFRD 177

 APPENDICES

PERFORMANCE INDICATORS LONG TERM RELATIONSHIPS WITH SUPPLIERS 2020 2021

CREATING SUSTAINABLE VALUE TYPE & DURATION OF THE RELATIONSHIP

Number of "partner suppliers" (as of 31/12) 45 50 (note 131)

INTEGRATING HUMAN, ENVIRONMENTAL AND
2020 2021
FINANCIAL PERFORMANCE INTO OUR VALUE MEASUREMENT
Average seniority of suppliers (top 100 suppliers in terms
MEASURING VALUE of purchase volumes made by Decathlon) (as of 31/12):

Weight in % of significant climate actions included

n/a 71% (note 125)
in Decathlon's monthly performance report (at 31/12)
 < 1 year 0% 0%
2021 NFRD methodological notes
Note 125: This measure was implemented for the 1st time in 2021 and takes into account the most significant indicators for compliance with the SBTi commitments
(with their respective weighting for achieving the target):
- Share of sales realised with Ecodesign products (30%);  from 1 to 3 years 3% 2%
- Share of renewable energy in production (21%);
- Share of sustainable sales (15%);
- Share of digital sales (7%).
At this stage, they represent 73% of the target performance by 2026.  from 3 to 5 years 5% 10%
Historically, Decathlon's internal monthly reporting has been used to communicate the Group's economic performance to operational and financial leaders.
It is now enriched with non-financial data for a more complete reading of the company's performance.
At the end of 2021, the indicators included in this reporting are as follows: Ecodesign sales / Sustainable sales / Digital sales.
 from 5 to 10 years 33% 31%

LONG TERM RELATIONSHIPS WITH SUPPLIERS 2020 2021

 from 10 to 20 years 49% 47%
SUPPLIER PANEL

Number of production countries/regions (as of 31/12):  > 20 years 10% 10%

 With physical presence of Decathlon teams 24 25 (note 126)  Average 11.2 years 11.8 years

2021 NFRD methodological notes

 Without physical presence of Decathlon teams 23 19 (note 127) Note 126: Production countries/regions with a team: a Decathlon production office is present in the country/region.
Albania, Bangladesh, Brazil, China, Egypt, Ethiopia, France, India, Indonesia, Italy, Malaysia, Mexico, Morocco, Pakistan, Poland, Portugal, Romania, Russia, Sri Lanka, Taiwan,
Thailand, Tunisia, Turkey, Ukraine, Vietnam.
New production office in Malaysia since April 2021.
Note 127: Production countries/regions production without a team: production countries/regions with suppliers run by Decathlon teams from another country/region, no Decathlon
Number of production offices (as of 31/12) 42 43 (note 128) office in that country: Belgium, Bosnia, Bulgaria, Cambodia, Czech Republic, Estonia, Finland, Germany, Hungary, Japan, Lithuania, Madagascar, Slovakia, Slovenia, South Korea,
Spain, Switzerland, Netherlands, United Kingdom.
Note 128: List of Decathlon production offices:
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, 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,
Number of teammates responsible for managing
2,178 2,245 DP Ludhiana), DP Indonesia, DP Italy (x2: DP Desio, DP Padova), DP Malaysia, DP Mexico, DP Morocco, DP Pakistan, DP Poland, DP Portugal, DP Romania, DP Sri Lanka,
and coordinating relations with suppliers (as of 31/12) DP Taiwan, DP Thailand, DP Tunisia, DP Turkey, DP Ukraine, DP Vietnam (x2: DP Ho Chi Minh, DP Hanoi).
Note 129: In 2021, we continue our strategies of consolidation in the number of suppliers: 930 suppliers versus 977 in 2020.
We have launched a new supplier segmentation at the end of 2021 in order to integrate new manufacturers to boost product design and innovation (New Supplier Taxonomy).
- Rank 1 suppliers are: suppliers contractually bound to a Decathlon company for the production or assembly of finished/semi-finished products (via manufacturing contract)
Number of suppliers for Decathlon products (as of 31/12): or for the supply of raw materials or components (via purchase contract), receiving purchase orders and invoicing said company directly.
- Rank 2 suppliers are: suppliers contributing to the value chain of Decathlon products, in direct commercial relationship with a Rank 1 supplier, with which it organises the
management of purchase orders and invoicing. Decathlon reserves the right to intervene in the choice or validation of this Rank 2 supplier, without however intervening in the
commercial and legal relationship between these Rank 1 and Rank 2 suppliers.
Note 130: 9 Decathlon-owned production sites: 3 sites in France (AML, ACL, Simond), 1 production site in Morocco (DFM), 1 production site in Thailand (NTF) and 4
 Number of Rank 1 suppliers (finished products & components) 977 930 (note 129) production sites in China (Nanjing factory, TEC, CMW, Xinwei).
Note 131: Concerning the evolution of the number of partnerships, we continue to reinforce our Industrial Partnership strategy by validating 5 new partners bringing the
number to 50 by the end of 2021. In 2021, our partners assumed more than 34% of our global purchasing volumes.

 Number of Rank 2 suppliers 362 355 (note 129)

Number of Decathlon-owned production facilities (as of 31/12) 9 9 (note 130)

178 #TomorrowStartsToday 2021 NFRD 179

 LONG TERM RELATIONSHIPS WITH SUPPLIERS 2020 2021 DISTRIBUTION OF PURCHASE VOLUMES

DISTRIBUTION OF PURCHASE VOLUMES  Welded/inflatable products (mattresses, rings, armbands, etc.) 2.1% 2.6%

Breakdown of Decathlon's purchasing volumes by production area (from 01/01 to 31/12):

 Helmet products 1.1% 1%

 North Asia 46.39% 47.17%

 Optical products
1.3% 1.1%
(sunglasses, swimming goggles, ski masks, diving masks)
 Europe 19.91% 20.7%

 Bikes/cycle products 13.4% 14.8%

 South East Asia 15.16% 13.02%

 Plastic and composite products 7.4% 7.96%

 South West Asia 15.94% 16.34%

 Wedze Composite Products (ski equipment) 0.3% 0.17%

 Africa 2.26% 2.4%

 Metal/metallic products
9.2% 10.2%
 Americas 0.01% 0.01% (scooters, fitness products, basketball hoops, football goals, etc.)

 CIS (Commonwealth of Independent States) 0.34% 0.32%  Simond products (climbing equipment) 0.1% 0.1%

% of the amount of purchases made from

32.3% 34.7% (note 131)
Decathlon's partner suppliers (from 01/01 to 31/12)  Textile products (natural fibres, synthetic fibres, woven fabrics, yarn) 36.4% 34.3%

2021 NFRD methodological notes

Note 131: Concerning the evolution of the number of partnerships, we continue to reinforce our Industrial Partnership strategy by validating 5 new partners bringing the
number to 50 by the end of 2021. In 2021, our partners assumed more than 34% of our global purchasing volumes.
% of sales made with locally manufactured Decathlon products (from 01/01 to 31/12):

LONG TERM RELATIONSHIPS WITH SUPPLIERS 2020 2021  China 93.2% 94.8%
DISTRIBUTION OF PURCHASE VOLUMES

Breakdown of Decathlon's purchasing volumes by production process (from 01/01 to 31/12):  Europe 24.9% 25.6%

 Nutrition products (food & sports nutrition) 1.1% 1% (note 132)

 Russia 11.8% 10.8%

 Chemical & cosmetic products 0.5% 0.47%

 India 46.4% 54.7%
 Electronic products 1.5% 1.5%

 Brazil n/a n/a (note 133)

 Footwear products 13.2% 12.4%

 Glove products 1.2% 1.2%  Africa n/a n/a (note 133)

 Heavy stitching products (tent, backpack, sleeping bag, balloons, etc.) 11% 11% 2021 NFRD methodological notes
Note 132: Our purchases rebounded in 2021 by more than 20% compared to the year 2020, with a purchase volume in 2021 of +10% compared to 2019.
We now have 36 industrial process teams (including Simond). For this reporting, we have grouped the data by major industrial sectors (textiles, footwear, heavy stitching
products, etc.).
 Pyrotechnic products (Solognac hunting equipment) 0.2% 0.2% Note 133: It should be noted that purchases made by Brazil in Brazil and by Africa in Africa do not show up in the IT systems of our purchasing teams.

180 #TomorrowStartsToday 2021 NFRD 181

 BUSINESS ETHICS 2020 2021 DECATHLON FOUNDATION 2020 2021

% of teammates with access to the alert platform Number of projects validated by the Decathlon Foundation
57% 100% (note 134) 47 61 (note 136)
which allows them to report questions or reports (as of 31/12) (from 01/01 to 31/12)

Number of reports received Number of beneficiaries of Decathlon Foundation projects

40 82 (note 135) 42,297 71,864 (note 137)
in the platform (from 01/01 to 31/12) (from 01/01 to 31/12)

Reports processed: Number of countries concerned by Decathlon Foundation projects

Reports processed: 15 17 (note 138)
54% (from 01/01 to 31/12)
67.5%
Types of reports received in the platform (%) (as of 31/12) Reports being
Reports being
processed: 46%
processed: 32.5% % by category of beneficiaries of Decathlon Foundation projects:
(note 135)

Topics of reports received in the platform (%) (from 01/01 to 31/12): (note 135)  % people with developmental delays and/or physical disabilities 29.8% 20.8%

 Psychological harassment n/a 22%  % people from disadvantaged areas 38.3% 54.4%

 Sexual harassment n/a 11%  % people with diseases 19.1% 8.3%

 Employment contract n/a 0%  % other situations (violence, migrants, etc.) 12.8% 16.5%

2021 NFRD methodological notes

 Safety n/a 9%
Note 136: A year 2021 marked by numerous projects, 61 in 2021, compared to 47 in 2020.
This is the first year that the Foundation has supported so many projects. We focused on France with 23 of the 61 projects supported that were led by Decathlon France teams.
In addition to the 61 projects, in order to adapt to the health and social context, an exceptional budget set up in 2020 to support structures particularly weakened by the
 Personal data n/a 1% COVID-19 situation (hospitals, associations) was renewed in 2021. The teams were thus able to show flexibility and support projects not directly supported by our teams and
not always related to sport.
In 2021, 49 exceptional "COVID project" financial grants were awarded to structures. The average support for COVID projects is €2,000.
In total, the Foundation supported 110 projects and structures over the year 2021.
 Discrimination n/a 0% In 2021, we also supported more "sport-health" projects alongside university hospitals and hospitals in France.
The year 2021 also saw the birth of the first Talent Games Foundation. The aim is to mobilise students to build a local solidarity and sports project.
Finally, still in connection with young people, a partnership has been set up with the École de la 2ème Chance to enable 7,500 young people to have access to sport and to
practise it regularly for one year. This is the project reaching the most beneficiaries that was financially supported in 2021.
 Conflicts of interest n/a 12% Note 137: The number of validated projects is not in itself a KPI for the Decathlon Foundation. Indeed, the key element for the Foundation is the monitoring of the number of
beneficiaries who have been able to access sport on a regular basis thanks to the funded project.
The figure 71,864 corresponds to the number of beneficiaries of the Foundation's "traditional" projects. In addition, there are many beneficiaries of COVID-19 projects that we
have not measured because they are not the same indicators and also our impact in the projects is less (support of €2,000 on average).
 Gifts & Invitations n/a 0%
Note 138: In 2021, we had projects in 17 countries. Regarding the Foundation's usual projects, we had projects in 11 countries.
Regarding exceptional projects related to the COVID-19 context, this represents 9 countries (including 3 in common with the usual projects: France, Spain, Cambodia).
Here are the different countries in which we supported a project in 2021: Cambodia, Singapore, Czech Republic, France, Italy, Lebanon, Netherlands, Philippines, Poland,
 Corruption and Fraud n/a 7% Portugal, Spain, Kenya (COVID project), Ivory Coast (COVID project), Brazil (COVID project), India (COVID project), Sri Lanka (COVID project), Senegal (COVID project)
In 2021, 4 countries had their first Foundation project: the Czech Republic, Singapore, the Netherlands and Senegal.

In 2021, several structural projects were carried out within the Foundation:
 O ther n/a 38% - An impact assessment of Foundation projects since 2005. Several key indicators were chosen, notably around sport (number of beneficiaries with access to sport) and
employability (number of people who were able to gain work experience). We also developed new tools to improve project monitoring.
Several key figures emerge from this impact assessment: 713 projects since 2005 (including COVID-19 projects) impacting 468,310 beneficiaries in 48 countries (estimated
number of beneficiaries resulting from the impact measurement).
2021 NFRD methodological notes
- The creation of a network of ambassadors of the Foundation bringing together Decathlon employees who work in part for the Foundation as part of their mission.
Note 134: The alert platform has been implemented in all countries where Decathlon operates.
The objective of this network is first and foremost to share best practices and to advance the Foundation and social impact within Decathlon. In particular through exchange
Today, all countries have an Ethics & Compliance officer. By default, if there is no designated officer, the country leader handles compliance directly.
meetings every two months with the 30 ambassadors of the Foundation.
It should be noted that there was an error in the 2020 data reported in the NFRD 2020 (89%) which was corrected in the 2021 NFRD edition (57%).
- The deployment of communication around projects with the aim of inspiring and then getting our customers on board, so that they actively participate and commit
Note 135: The reports indicator is purely indicative. Their status (being processed or processed, as of 1 January 2022) depends on many variables, such as the subject
themselves to solidarity and sports projects alongside Decathlon. The Foundation has created a LinkedIn page and is very active on Instagram. The project aimed at involving
reported, the date of submission of the report and, of course, the complexity of the investigations to be conducted.
our customers in our actions will be in test launch in 2022.
As each report is different, it is not possible to estimate the effectiveness of the handling of reports by comparing the number of reports processed with the number of reports
received.
The aim is therefore to ensure that all reports are properly processed, within a timeframe that varies according to their complexity, so that no report is ignored by the case managers.
As of 1 January 2022, 46% of reports were being processed. This figure includes reports filed at the end of 2021, as well as those requiring complex investigations and further
processing.
It should be noted that details of reports received by category are provided for the first time this year.
Note that the "Other" category allows a user who wants to discuss a subject other than those listed above to send in a report and discuss it with a case manager.

182 #TomorrowStartsToday 2021 NFRD 183

 APPENDICES

METHODOLOGICAL NOTE ORGANISATION OF REPORTING AND CONTINUOUS IMPROVEMENT

This Non-Financial Reporting Declaration presents Decathlon's commitments, achievements and plans in terms of corporate
GENERAL ORGANISATION OF REPORTS social and environmental responsibility (CSR) for the year 2021.
To draw up this Statement, we have set up the following organisation:
 A dedicated NFRD reporting team:
- a CSR reporting manager in charge of the overall process and quantitative consolidation;
- a chief editor and a co-editor/co-project manager for the qualitative part;
- as well as a project manager for the reporting protocol, organisation of the audit stages and materiality analysis.
This team is responsible for the following aspects: technical and project management, drafting & communication, consolidation
of non-financial data, internal reporting protocol - implementation, deployment and use of the reporting tool (PURE) - materiality
REGULATORY FRAMEWORK (in collaboration with Decathlon's Director of Environmental Transition).
 A network of contributors covering the company's various activities and concerns (design, production, distribution, logistics, real
Decathlon is subject to the regulatory non-financial reporting obligations relating to Ordinance No. 2017-1180 of 19 July 2018 and
estate, legal, climate, biodiversity, etc.);
the decree issued pursuant to Ordinance No. 2017-1265 of 9 August 2017.
 S trategic committees (advice process) with various participants (Decathlon's Chief Executive Officer, Director of Environmental
The Non-Financial Reporting Declaration (NFRD) meets these obligations, which have evolved in relation to the Grenelle II Act.
Transition, representatives of the "industrial performance" teams, representatives of the HR teams, etc.) to advise the NFRD team
on the orientations and decisions related to the non-financial reporting process.
The indicators and qualitative information are collected, verified and provided by contributors from the different operational
activities.
Decathlon Vigilance Plan
The figures are thus checked for consistency and plausibility by the contributors, who are responsible for the reliability of the
The publication of a Vigilance Plan following Law No. 2017-399 of 27 March 2017 on the duty of vigilance is the subject of information they transmit as part of this reporting exercise.
a specific publication available on the Internet. All this information is then consolidated by the reporting project managers for inclusion in the annual NFRD.
It should be noted that the content of the Decathlon Vigilance Plan should be read in conjunction with the content of Some non-financial indicators are derived from information regularly reported and managed by the company's teammates.
the annual NFRD: the two teams in charge of these initiatives work together throughout the year to ensure synergy and
synchronisation between the two documents. A reporting protocol including the definitions of the indicators as well as the different data collection and consolidation procedures
is updated and shared annually with the contributors concerned.
The Vigilance Plan includes a correlation table that explains the responses in the NFRD and the Vigilance Plan:
https://sustainability.decathlon.com/decathlon-annual-sustainable-development-reports The 2021 data was consolidated using a dedicated IT tool (PURE reporting tool), allowing for a more efficient collection and
processing of information for Decathlon.
Work to organise and improve the collection, consolidation and reliability of data has been carried out every year since 2013 to
bring it into line with changes in regulatory requirements, with the observations of the Independent Third Party Organisation and
Decathlon SE1 is not listed on the stock exchange. However, the following criteria are taken into account with regard to their also to take into account changes in Decathlon's internal projects and strategies on sustainable development. This work over the
materiality: promotion of and compliance with the eight fundamental conventions of the International Labour Organisation (ILO)2 past years has allowed us to observe the relative reliability of certain information. We are committed to a process of progress and
as well as information on actions in favour of human rights. continuous improvement over several years in order to strengthen the internal reporting process and make the data communicated
in our non-financial reports more reliable.
With regard to the fundamental conventions of the ILO, Decathlon applies the same standards in its own nine production sites as
those required of our suppliers. The annual NFRD enables Decathlon to measure and report on its social, environmental and societal performance in order to make
informed decisions.
In addition, Decathlon has met the new regulatory obligations relating to the Declaration of Extra-Financial Performance since
fiscal year 2018, including: The information from the NFRD and the conclusions of the audit carried out by the Independent Third Party Organisation are
also used by the Decathlon Treasury teams in the context of the sustainability-linked project loans set up with banks and are
- Formalisation of Decathlon's value creation model. The business model was developed by involving various representatives communicated to the Independent Experts assessing the company's annual share value.
of the company's finance teams and based on internal documents, external megatrends and studies, but also drawing on the
recommendations of the European Commission's guidelines on non-financial reporting (2017/C 215/01) and the international
integrated reporting framework of the IIRC (International Integrated Reporting Council) of December 2013.
- Presentation of Decathlon's main non-financial risks: a collaborative approach was implemented with the Internal Audit and
Risk Management teams so that the NFRD team could rely on their work in terms of identification and prioritisation, resulting in a Verified information
list of the main non-financial risks.
- A review of the most strategic issues for Decathlon through the update of the materiality analysis. In order to ensure the In accordance with regulations, this Non-Financial Reporting Declaration has been verified by an independent third party.
reliability of the materiality process in a constantly changing world, this new exercise was carried out with Datamaran's innovative The work carried out and the conclusions can be found on page 194.
tool allowing a more dynamic approach. This tool uses artificial intelligence and big data to scan public information and provide
real-time analysis of external stakeholders (companies, regulations, public opinion). Workshops were also held to identify the most
important issues for Decathlon's business with around twenty internal experts and twenty company leaders. The materiality
assessment is available in the 2021 NRFD on page 18 or at: https://bit.ly/Decathlon_Materiality2021 PRINCIPLES APPLICABLE TO THE DRAFTING
- A sustainable development policy, called "2020-2026 Transition Plan", resulting from the materiality study on the one hand OF THE NON-FINANCIAL REPORTING DECLARATION (NFRD):
and the analysis of the main non-financial risks on the other, was finalised and shared by Decathlon’s Director of Environmental
Transition and the Director of Human Resources with the teammates in March 2020. Based on the GRI G4 (Global Reporting Initiative) Sustainability Reporting Guidelines, Decathlon applies the following principles in
It will be possible to update this Transition Plan every year in January to publish the new commitments for the year. preparing its Non-Financial Reporting Declaration (NFRD):
 Completeness: to be as comprehensive as possible on the relevant topics to enable the reader of the report to assess the
company's CSR performance;
 Relevance: the topics considered relevant are those that we consider to be the most significant for our activities and our corporate
governance;
 Clarity: to be understood by all;
1. Decathlon has been a European company since 26 September 2019.
2. ILO: International Labour Organisation: https://www.ilo.org/global/lang--en/index.htm
 Punctuality: to submit the report on the same dates year after year;
The eight fundamental conventions of the ILO are:  Balance: to give an accurate picture of the company’s overall performance by reflecting both positive and negative aspects;
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.  Accuracy: to provide accurate and detailed information for a better understanding by the reader.

184 #TomorrowStartsToday 2021 NFRD 185

 REPORTING SCOPE In this particular context, it is necessary to analyse the figures and performance in relation to the impacts of Covid-19 on our
activities. In the 2021 Non-Financial Reporting Declaration, we clarify our analyses from this perspective whenever possible.
Decathlon was present in 60 distribution countries, with 103,161 teammates and sales amounted to €13.8bn before tax, in 2021.
The Decathlon Group's scope includes, as of 31/12/2021: 7 - Indicators not included in the 2021 NFRD
- 1,747 stores (all forms of sales combined) ;3 In relation to the 2020-2026 Transition Plan, we are working with the teams to define new indicators that will enable us to drive
performance:
- 74 warehouses and logistics platforms.
- For the matter of an "Agile and networked organisation":
In order to establish the target CSR reporting scope for the 2021 financial year, it was agreed to use the scope of financial consolidation,
The HR teams are working on the gradual implementation and coordination of a new Digital Maturity Index (DMI) across all
which includes all Decathlon Group subsidiaries as of 31 December of the reporting year, and from which restatements have been
countries by 2026. Data is not yet available for this financial year.
made. The restatements made correspond to the exclusion of subsidiaries from the scope of financial consolidation.
- For the matter of "human rights" and the "100% of teammates trained on human rights" commitment:
Exclusions are made on the basis of:
The relevant new training is being finalised and rolled out; and indicator reporting will be possible as of the 2022 NFRD.
- Corporate purpose (companies whose sole purpose is to acquire holdings, subsidiaries whose sole purpose is to hold real estate);
- For the matter of "overstock management" and the "0 components and finished products incinerated or buried by 2026" commitment:
- Control (Art.L233-3 French Commercial Code); Commitments have been made at the global corporate level, communicated to the country teams and validated. The teams in
- Ongoing operations; charge of "overstock management" are in the process of structuring the accounting tool so that they will gradually have reliable
- Sales (threshold of 0.01% of the sum of the sales of the Decathlon Group's subsidiaries) of the subsidiary in question. reporting data (the data to date is declarative and not exhaustive).
For the latter, we consider that the cost of obtaining environmental, social and societal data is not commensurate with its value. - For the matter of "human, environmental and financial integration in our value measurement" and the "100% of teammates paid on
The exclusion of these companies does not have a significant impact on the representativeness of the data. the basis of non-financial performance criteria" commitment:
Harmonisation work for this indicator is underway and needs to continue in order to be able to publish figures in the next annual
However,
NFRD in 2022.
- Any subsidiary with more than 10 stores must be included in the CSR target reporting scope in terms of its impact on "Group"
data. In other words, the rule for inclusion in the target CSR reporting scope in terms of the number of stores prevails over the rule 8 - For the business model financial information
for exclusion from the target CSR reporting scope in terms of sales. This year and for the first time, new financial information has been integrated into the business model in collaboration with the
- Any subsidiary recording RBU (Reporting Business Unit) which corresponds to sales linked solely to a production activity for finance teams.
Decathlon products, regardless of the amount, must imperatively be part of the CSR target reporting scope with regard to the Duty Details are provided below to shed light on the figures shown. Some of this information is available in a simplified form in the
of Vigilance determined by the Human Responsibility in Production (HRP) indicator, even if, due to the sales threshold, it would be consolidated financial statements: https://www.decathlon-united.media/results2021.
excluded from the CSR target reporting scope.
 400 million euro distributed as dividends: the dividend paid out in 2021 is the dividend declared in 2020. The dividend paid out
- For China, in view of the local legal structures, it was decided to establish a specific rule, which consists of the integration of all in 2022 will be the dividend declared in 2021 (as a percentage of 2021 profits).
subsidiaries with distribution and logistics activities.
 13.8 billion euro in sales excluding taxes, or growth of 21.3% in constant currency.
The coverage rate of the CSR target reporting scope target for 2021 is 99.9% of the sum of the sales of the Decathlon Group's
 913 million euro in net profit: this net profit was taken over the 2021 financial period at Decathlon group level. The net profit for
subsidiaries. Any scope limitations are specified at the level of each indicator where appropriate.
France over the 2021 financial period amounts to 429 million euro.
 3.7 billion euro in economic contribution: economic contribution encompasses direct taxes, namely taxes directly owed and
METHODOLOGICAL CLARIFICATIONS paid by Decathlon (such as corporate tax) and indirect taxes collected by Decathlon on behalf of the different countries in which
1 - "Decathlon United" refers to the entity Decathlon S.E. and all its subsidiaries. The expression "Decathlon Group" Decathlon conducts its business (such as VAT).
(or the Group) may also be used to refer to the same scope.  22.4% for the Group’s effective tax rate: the Group’s effective tax rate is 22.4%. This is a 7% decrease compared to 2020. This
decrease is in part due to a pick-up in profits in countries which were initially sustaining losses, therefore accounting treatment
2 - Note that the term "Decathlon brands" refers to Decathlon's own brands (examples of Signed Sports: Forclaz for trekking activities, of deferred tax brings the rate down, and is also due to a drop in tax rates in France.
Olaian for surfing, Tribord for sailing, etc.). The term "OIB" refers to other international brands distributed by Decathlon.
3 - The suppliers we refer to are those with which we have direct or indirect commercial relations in the context of the production 9 - Information on the social component
of our own brand products and their components. The product development approach (ecodesign, quality, human responsibility in In accordance with the action plan put in place at the time of the 2016 Sustainable Development Report, the HR Reporting Project
production, etc.) presented concerns only products manufactured for our own brands. Manager appointed in October 2018 integrated three additional countries/regions regarding the collection of social data from
payroll software this year, in order to increase the representativeness and reliability of the scope.
4 - Non-financial information on Decathlon's activities relating to Facilities Classified for the Protection of the Environment (ICPE)
in France is consolidated at Group level by the CSR lawyer. The Netherlands, Mexico and Taiwan were therefore included in addition to the previous 17 regions and countries (France, Spain,
Italy, Belgium, China, Germany, Portugal, Poland, Russia, India, Hungary, Turkey, Brazil, Czech Republic, Romania, United Kingdom
5 - Decathlon's main activities include the design, manufacture, wholesale, semi-wholesale and retail of all articles and services and Morocco), bringing the total scope to 87.77% of the worldwide workforce.
useful to sportspeople and their families, and personal equipment in general. Decathlon markets, through its own brand Aptonia, Most of the quantitative information published on these countries and regions is therefore produced on the basis of country/region-
sports nutrition products and food supplements, which do not fall into the category of foodstuffs. As such, Decathlon is not specific payroll software.
considered a distributor in the food sector.
The quantitative data published for the remaining 12.23% is calculated on the basis of data reported in the "Identity Access" tool,
The issues of food insecurity, sustainable food and food waste are not considered to be material in relation to the number of which is relatively reliable.
products and the sales achieved, but Decathlon may take action to reduce the impact of the products that could be concerned.
It should be noted that some indicators are also calculated solely on the basis of this "Identity Access" tool ("breakdown by activity"
Furthermore, sports nutrition products and food supplements have a long shelf life and are not highly perishable. indicator).
6 - Impact of the pandemic on our activities A collection framework was established beforehand with a standard definition for each indicator collected.
In 2021, the health situation was difficult in the first half of the year: the impossibility of practising winter sports, lockdowns in At the same time, the remaining countries/regions will be contacted progressively to integrate the collection framework via their
Europe, in particular, and impacts of the zero Covid-19 policies in Asia and Oceania. payroll extractions in order to make the data more reliable, to aim for 90% by the time of the 2022 NFRD.
Other challenges included massive disruptions in supply chains and a spike in commodity and international transport costs. 2022: +3 countries (Switzerland, Singapore, Canada)
Despite these difficulties, we have managed to achieve a significant increase in sales, thanks in particular to the performance of 2023: +3 countries (Colombia, Thailand, Malaysia)
mountain sports and fitness. 2024: +3 countries (Israel, Chile, Slovakia)
All this was done without compromising the health and safety of our teammates and customers. A network of contributors for social data is gradually being set up in our various countries/regions by the HR Reporting Project
The share of sales generated outside our stores (digital, B2B, Marketplace, etc.) has remained high and the company has invested Manager, with the aim of broadening the scope of qualitative HR information communicated in the next NFRD (currently mainly
to support this new reality. France) and also with a view to improving the teams’ management of the performance figures.
The share of digital sales reached 20.8% for the year 2021 and represents sales generated by our website, as well as digital in-store
and Decathlon Pro (serving clubs, communities and businesses).

3. Franchised stores whose sales are not consolidated in the income statement have been excluded.

186 #TomorrowStartsToday 2021 NFRD 187

 10 - Logistics figures - For energy consumption and energy efficiency per m2:
Methodological work was carried out in 2021 to broaden the scope of part of the transport indicators; they are now reported on a As for last year, only stores and warehouses that have been open for more than one year are included in the energy efficiency
world scope rather than for Europe as previously. calculation. We also exclude sites that closed during the year, production offices and central offices.
In 2021, Europe accounted for 71% of the quantities of items shipped from the producing countries. The scope includes 74 out of 74 warehouses (100%) and 1,611 out of 1,636 stores (98.5%).
Data is estimated when not available (see details above).
11 - Environmental information and the greenhouse gas (GHG) emissions inventory
Where actual data is not available, consumption is estimated on the basis of the surface area of each site and a kWh/m2 ratio
CO 2 emissions were calculated according to the GHG Protocol, which divides emissions into three scopes (1, 2 and 3). The
calculated or constructed on the basis of historical data available either at site, country or Group (United) level.
operational control method was used.
In 2021, 6% of natural gas kWh came from estimated data, while 94% was actual data.
Scope 1 includes emissions from refrigerant leaks, natural gas consumption and leased vehicles.
For electricity, 13% of electricity kWh came from estimated data while 87% was actual data.
Where actual data is not available, estimates are made. Most of the refrigerant data is estimated on the basis of a kg/m2 ratio.
The ratio was calculated on the basis of the average cooling capacity and the surface area of stores and warehouses. - Water consumption in stores and warehouses:
Only Spain, Italy, Turkey, Poland and the Netherlands have actual data to report. Decathlon’s water consumption is not considered as significant; it is limited to sanitary facilities, break rooms, watering green
areas and testing sprinklers. This average consumption was calculated in 2016 on the basis of actual data obtained from a
For natural gas, when certain actual data is missing, an estimate is made based on the kWh/m ratio of the previous year calculated
2
sample of 23 stores and 1 warehouse; it confirmed the fact that there was no exhaustive reporting given the low consumption.
from the actual Group (United) data.
Scope 2 includes emissions related to the purchase of electricity. - Regarding data on waste from stores and warehouses:
The emissions are calculated using the “market-based” and “location-based” methods. The “market-based” method is the one used The scope of the sites included in the monitoring of waste production in the Metrio tool remains the same as last year: 100% of
as a priority to monitor our performance. stores (1,777 stores including 5 Ghost stores* and 29 Closed stores**) and 100% of warehouses (78 warehouses including 3 Ghost
warehouses* and 1 Closed warehouse**).
Scope 3 includes the indirect emissions from our activities.
Note:
- With regard to products sold: the extraction of raw materials, the processing of these materials, the use and end-of-life of the
products sold; *Ghost stores & Ghost warehouses: fictitious sites created by computer to track non-physical data (e.g. online).
** Closed stores & closed warehouses: sites that closed during 2021 but that may have generated waste during the months they
- With regard to our sites: the construction of our sites, the purchase of equipment, the production of waste, indirect emissions from
were open, hence their inclusion.
the purchase of electricity;
Where actual waste data is missing, this data is estimated based on a ratio of kg waste/physical quantities sold (for stores) or
- The transport of our products, teammates and customers.
shipped (for warehouses).
GHG emissions are calculated by multiplying an activity data and an emission factor. Activity data was collected within the defined
This ratio was calculated using the actual historical data available.
scope.
The ratio was recalculated this year based on the analysis of said historical data (from 2016 to 2020), by type of site (logistics and
Where data was unavailable or incorrect, it was assumed or extrapolated from actual data.
stores). This year, the waste ratio for warehouses is 0.018 (vs. 0.011 in 2020) and the waste ratio for stores is 0.0548 (vs. 0.0567
Excluding the calculation of the impacts of our products and energy emission factors, the other emission factors come mainly from in 2020).
the Base Carbone database administered by ADEME (http://www.bilans-ges.ademe.fr/). Only some factors come from specific
The quantities estimated by these ratios are considered unsorted and induced in the "waste landfill" category of our Metrio tool.
sources for Taiwan.
Therefore, countries and sites for which we have no actual data have a recycling rate of 0%.
Product impact modelling is carried out using simplified life cycle analyses. The calculation is performed using an ecodesign
In 2021, 59% of store waste quantities and 68% of warehouse waste quantities were derived from actual data; i.e. 63% actual data
module integrated into our internal design tool. The product impact data comes from the ADEME Impact Database. In 2022,
overall.
this design tool will evolve towards greater precision by using more complete and up-to-date environmental impact databases.
This change of tool will have a significant impact on the measurement of our corporate carbon footprint and will result in the Therefore, 41% of the quantities of store waste and 32% of the quantities of warehouse waste corresponded to estimated data.
recalculation of Decathlon's performance, including that reported in this NFRD. This year, the decision was made to include a recovery rate indicator for all countries in order to align with the commitments in
The scope taken into account for the GHG inventory is made up of Decathlon's own sites that were open for at least one month the Transition Plan.
during the year 2021, i.e. 1,814 Decathlon stores and 51 warehouses. The number of warehouses reported in previous years was This indicator is intended to be close to the recycling rate, except that it includes the quantities of "hazardous waste" and
higher because subcontracted warehouses were included, but which are not actually sites owned by Decathlon. They have therefore "incineration with energy recovery".
been transferred to the scope 3 footprint assessment. We also decided to be more demanding with regard to the quantities declared in recycling flows by requesting a certification
The number of sites is different from that consolidated by the financial tools because the sites closed during the year are taken into document from the waste service provider ensuring proper waste recovery. This requirement has deterred many sites from
account in the CO 2 and waste consolidations. entering data, as such a document can be difficult to obtain from our service providers.
In 2021, we deployed a new tool for consolidating the data impact of our products (SAC1). The main differences with the previous
12 - Information on the biodiversity impact assessment
tool (AFO) are:
The biodiversity impact assessment:
1) Management of products returned by customers and resold in stores: the impact of their manufacture was counted twice in AFO
(at the 1st sale and at the 2nd). The biodiversity footprint was calculated using the GBS (Global Biodiversity Score) method from the CDC Biodiversity (https://
www.cdc-biodiversite.fr/gbs/) which divides emissions into two ecosystems (terrestrial and aquatic) and two time frames (past
2) The method of assigning an emission factor when the product shows an impact of 0 kg in our tools (this is the case for about
and annual). The GBS links data on economic activity to pressures on biodiversity and translates them into biodiversity impacts.
3% of our references).
The unit favoured by Decathlon is the artificialised m2 eq., whereas in scientific circles the MSA.m2 is the reference unit.
In 2021, we included specific emission factors for the kWh from renewable energy that our monitored suppliers (mainly our Rank
(1 MSA.m2 = 1 artificialised m2 eq).
1 suppliers) consumed. We also added kWh that are not taken into account in our LCAs as described in the paragraph on how the
indicators are calculated. The unit preferred by CDC Biodiversity is the MSA.km2, where MSA stands for "Mean Species Abundance", a metric that reflects the
intactness of ecosystems.
The impacts of these methodological changes to improve the reliability of our carbon footprint have been carried over to the
climate data reported in previous years for comparability purposes. MSA values range from 0% to 100%, where 100% represents a pristine, undisturbed ecosystem (source page 9 - Global biodiversity
score: establishing an ecosystem of stakeholders to measure the biodiversity performance of human activities N°18 - December
Where the details of available data from previous years allowed (2019, 2020), the history has been updated on the basis of this data.
2021).
Where the details of the data did not allow it (2016, 2017, 2018), the impact of the methodological changes has been carried forward
Decathlon has preferred the artificialised km2 eq directly linked to the reference unit (1 MSA.km2 = 1 artificialised km2 eq.), which is
proportionally to the historical data.
simpler and more pedagogical.
By updating the carbon footprint of the base year 2016, to make it methodologically comparable with that of 2021, variations are
The artificialised km2 eq. metric refers to the artificialised surface, characterising the modification of a natural area by the pressures
induced into our performance that are (partly) uncorrelated with the actions taken to mitigate our climate impact.
of human activities.
For a transparent approach, Decathlon presents the evolution of its knowledge, tools and methodological choices, and their impact
The impacts on biodiversity are calculated by multiplying an activity data and commodity factors, pressure and/or erosion factors.
on performance. Further changes are expected for the next NFRD as work continues to make the company’s "climate change" data
Activity data was collected within the defined scope.
more robust. These methodological changes do not prevent Decathlon from highlighting its climate impact mitigation actions.

188 #TomorrowStartsToday 2021 NFRD 189

 APPENDICES
Where data was unavailable (e.g. financial data, cottonseed consumption) or had divergent sources (e.g. the land area of Decathlon
stores), it was assumed or extrapolated from actual data. METHODOLOGICAL NOTE
Apart from the company’s land areas (scope 1), its polyester and cotton consumption and its carbon pressures, the majority of the NFRD CROSS-REFERENCE TABLE
data used is internal financial data.
The CO 2 impacts are modelled using the GHG method (see section 11). This table indicates where to find the information required by the regulatory obligations of the Declaration of Extra-Financial
The scope taken into account for the annual biodiversity assessment is made up of all Decathlon activities from 1 January to 31 Performance within this publication:
December 2021.
The past biodiversity assessment is extrapolated using Decathlon's activity data from 1 January to 31 December 2021. CROSS-REFERENCE TABLE
Where to find this information?
13 - Restatement of historical data and correction of errors FOR REGULATORY OBLIGATIONS
Some data calculated in previous years may exceptionally be different from that communicated in our 2021 Non-Financial
Reporting Declaration, in particular when data entry or calculation errors have been detected.
If changes in methods have been made between 2020 and 2021, this is mentioned in a footnote to the indicator concerned. CLIMATE CHANGE Fighting against climate change on p. 48

REPORTING PERIOD
SOCIETAL COMMITMENTS IN FAVOUR Territorial dynamics on p. 128
The reporting period for non-financial data is based on the calendar year (1 January - 31 December 2021) to ensure consistency OF SUSTAINABLE DEVELOPMENT The Decathlon Foundation on p. 132
with the business year of Decathlon companies as well as with existing company reporting.
In the event that certain data relates to a reporting period other than the calendar year, this is stated in the body of the report.
Developing more responsible products on p. 72
CIRCULAR ECONOMY
METHODOLOGICAL LIMITATIONS OF THE INDICATORS Committing to more sustainable consumption on p. 82
This is the ninth non-financial report for Decathlon, and it is part of a continuous improvement process over several years to
structure and strengthen the process internally.
THE FIGHT AGAINST FOOD WASTE
Environmental, social and societal indicators may have methodological limitations due to: Fighting food waste through Too Good To Go, on p. 105
AND FOOD INSECURITY
- The non-harmonisation of definitions, national/international legislation and local practices;
- The difficulty to collect information without a software solution for some data;
- Manual entry of information into the PURE reporting tool: its certainty depends on the quality of the data entered by the teams;
ANIMAL WELFARE Choosing more sustainable materials on p. 79
- The availability of certain data within a restricted scope;
- Extrapolation and estimation of some data where actual data is not available;
- The progressive implementation of our internal reporting protocol covering the collection, consolidation and control of indicators. RESPONSIBLE, SUSTAINABLE
Fighting food waste through Too Good To Go, on p. 105
AND FAIR-TRADE FOOD CHOICES

Teammate well-being on p. 22
COLLECTIVE AGREEMENTS Diversity and inclusion on p. 24
Sharing value and shareholding on p. 40

MEASURES IN FAVOUR OF PEOPLE WITH DISABILITIES Disability on p. 27

THE FIGHT AGAINST DISCRIMINATION,

Diversity and inclusion on p. 24
PROMOTING DIVERSITY

BUSINESS MODEL Our value creation model on p. 10-11

MAIN NON-FINANCIAL RISKS Our main extra-financial risks on p. 16-17

POLICIES Transition Plan on p. 21, 49, 73, 83, 95 and 107

RESULTS AND KEY PERFORMANCE INDICATORS Performance indicators on p. 141

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 APPENDICES

METHODOLOGICAL NOTE
OUR MAIN NON-FINANCIAL RISKS
This table below also shows the correlations between the list of main non-financial risks and the key performance indicators:

DEVELOPING PEOPLE Description of risks (‒) Description of opportunities (+) Materiality matrix issues Transition Plan Indicators

60% of teammates* say they are happy to come to work every morning,
Loss of meaning and lack of clarity Results of the Decathlon
Meaning and Values regarding corporate values (‒)
Teammate commitment, cohesion (+) Empowering and fair management to support our project, their project, and the overall company purpose.
Teammates Barometer (DTB)
*Who replied "yes, completely"

Loss of skills including expertise, insufficient attractiveness, Skills and know-how development Results of the DTB
Employment and disemployability, inadequate response to development Availability and quality of skills, 100% of teammates* say they take responsibility for their progress Percentage of people having
skills management needs, failure to anticipate job changes, loss of connection talent development (+) *Who responded “yes, totally” or “yes, generally" received at least 3 hours of training
between teammates and the company (‒) Attractive jobs and talent management in the past two years

Sharing value, participating in company

100% of eligible teammates are co-owners of Decathlon
Sharing value Pay cut (‒) development, Sharing created value
(if they so wish), thanks to the employee shareholder scheme
Percentage of employee shareholders
project involvement (+)

100% of teammates* feel safe in their work environment Results of the DTB
Health and safety Accident, illness, psychological risks (‒) Teammate health and safety, quality of work life (+) Healthy and well-being working conditions *Who responded “yes, totally” or “yes, generally" Frequency rate of
of teammates 100% of teammates can express themselves and are heard workplace accidents

Working conditions and human rights Percentage of Rank 1 production sites

Serious violation of human rights,
90% of Rank 1 production sites of suppliers of suppliers rated A, B or C in human
Fundamental human rights fundamental freedoms, health and safety of teammates,
are ranked A, B or C in line with our audit grid responsibility in production assessments
third parties, suppliers and providers (‒) Fair buying practices (% of HRP ABC)

Customer/sports user health and safety,

Danger for health during use (‒) Product quality and safety
product safety (safety, solidity, etc.) (+)
Health and safety Return rate per million (RPM)
of customers
Accident (‒) Customer safety in stores (+) n/a

Customer satisfaction, referral, Delighted users

76% of our users are delighted** Percentage of sports users
Customer satisfaction Negative image, dissatisfaction, loss of turnover (‒) loyalty, cart amount, product innovation,
**Users who gave a score of 5/5 in our customer ratings delighted with Decathlon products
new consumption trends (+) Product affordability

PRESERVING NATURE Description of risks (‒) Description of opportunities (+) Materiality matrix issues Transition Plan Indicators

Transition for a low-carbon economy CO2 emissions in scope 1 and 2

To reduce by 53% scope 1, 2 and 3 CO2 emissions in scope 3:
Climate change Physical and transition risks (‒) Energy savings, resource availability (+) GHG emissions intensity (tCO2e/Eur value added) product transportation
by 2026 from a 2016 base year Energy consumption per m2
Natural capital and biodiversity
Waste recycling rate on sites

100% of our sales are the realised with Ecodesign products Sales realised with Ecodesign products
Resources preservation and circular economy
90% of our concerned Ran 1 and Rank 2 suppliers' sites Percentage of Rank 1 and Rank 2
Emission and pollution control, Raw material prices and availability
Pollution impacts, gradual depletion are ranked A, B or C in line with our audit grid production sites rated A, B or C in
Environmental impacts of resource availability and quality (‒)
protection and optimisation of resources environmental assessments
in the value chain (+)
100% of Decathlon products Percentage of products with
User environmental information an environmental labelling
will have environmental labelling by 2026

CREATING SUSTAINABLE VALUE Description of risks (‒) Description of opportunities (+) Materiality matrix issues Transition Plan Indicators

Transformation of Strategy for opening up to other economic New consumption trends,

Business model n/a Sustainable sales
the business model partners not implemented (‒) development of the economy of use (+)

Data control along the entire value chain,

Lack of data governance, reliability,
Extra-financial data integrity, inadequate access (‒)
better information management, better n/a n/a n/a
decision making, organisational efficiency (+)

Integrity, loyalty, values and moral 100% of teammates have access to the internal alert
Number of reports
Ethics Internal and external acts of fraud/corruption (‒) principles in doing business, Business ethics platform that allows them to ask questions or alerts
received on Whispli
trust in business relations (+) 100% of reports are handled and dealt with

192 #TomorrowStartsToday 2021 NFRD 193

 APPENDICES

CONFIRMATION OF PARTICIPATION REGULATORY PROVISIONS AND APPLICABLE PROFESSIONAL STANDARDS

The work described below was performed with reference to the provisions of articles A. 225-1 et seq. of the French Commercial Code, as well as

AND REPORT ON THE FAIRNESS

with the professional guidance of the French Institute of Statutory Auditors (“CNCC”) applicable to such engagements and with ISAE 3000.
INDEPENDENCE AND QUALITY CONTROL
Our independence is defined by the requirements of article L. 822-11-3 of the French Commercial Code and the French Code of Ethics (Code

OF INFORMATION de déontologie) of our profession. In addition, we have implemented a system of quality control including documented policies and procedures
regarding compliance with applicable legal and regulatory requirements, the ethical requirements and French professional.
MEANS AND RESOURCES
DECATHLON Report of the independent third-party on the verification of the consolidated non-financial
Our work was carried out by a team of 7 people between September 2021 and April 2022 and took a total of 7 weeks.
FINANCIAL YEAR ENDED We called on our specialists in sustainable development and social responsibility to assist us in our work. We conducted around 10 interviews with
performance statement included in the management report the people responsible for preparing the Statement, representing in particular CSR, Internal Audit and Risk, Human Resources, Health and Safety,
December 31, 2021
Environment and Compliance.
To shareholders, NATURE AND SCOPE OF OUR WORK
In our capacity as an Independent Third Party, member of Mazars Group, statutory auditors of DECATHLON Group and accredited by COFRAC We planned and performed our work considering the risks of significant misstatement of the Information.
Inspection under number 3-1058 (scope of accreditation available on www.cofrac.fr), we carried out work aimed at formulating a reasoned We are convinced that the procedures we have carried out in the exercise of our professional judgment enable us to provide a limited assurance
opinion that expresses a limited level of assurance on the historical information (observed and extrapolated) of the consolidated extra-financial conclusion:
performance statement, as well as at the request of the company and outside the scope of accreditation, a conclusion with a reasonable
- we obtained an understanding of all the consolidated entities’ activities and the description of the principal risks associated;
assurance on a selection of information, prepared in accordance with the entity’s procedures (hereinafter the “Statement") for the financial year
ended December 31, 2021 (hereinafter respectively the "Information" and the "Statement"), presented in the management report of the group in - we assessed the suitability of the criteria of the Guidelines with respect to their relevance, completeness, reliability, neutrality and understandability,
application of the provisions of Articles L. 225-102-1, R. 225-105 and R. 225-105-1 of the Commercial Code. with due consideration of industry best practices, where appropriate;
- we verified that the Statement includes each category of social and environmental information set out in article L. 225 102 1 III;
CONCLUSION
Concerning the Employment and Skills Management risk, the Group has identified a key performance indicator: Percentage of teammates who - we verified that the Statement provides the Information required under article R. 225-105 II of the French Commercial Code, where relevant
have had at least 3 hours of training in the last two years. Despite a new Group tool for monitoring training implemented in 2020, anomalies were with respect to the principal risks, and includes, where applicable, an explanation for the absence of the Information required under article
identified that called into question the reliability of the data, preventing the publication of the indicator since the 2019 financial year. The work L. 225-102-1 III, paragraph 2 of the French Commercial Code;
undertaken to make training hours more reliable must be continued and strengthened in 2022. - we verified that the Statement presents the business model and a description of principal risks associated with all the consolidated entities’
Based on the procedures we performed, as described in the "Nature and scope of our work” and the evidence we collected, nothing has come to activities, including where relevant and proportionate, the risks associated with their business relationships, their products or services, as well as
our attention that causes us to believe that the consolidated non-financial statement is not presented in accordance with the applicable regulatory their policies, measures and the outcomes thereof, including key performance indicators associated to the principal risks;
requirements and that the Information, taken as a whole, is not presented fairly in accordance with the Guidelines, in all material respects. - we referred to documentary sources and conducted interviews to:
COMMENTS ° assess the process used to identify and confirm the principal risks as well as the consistency of the outcomes, including the key performance
indicators used, with respect to the principal risks and the policies presented, and;
Without modifying our conclusion and in accordance with article A. 225-3 of the French Commercial Code, we have the following comments:
° corroborate the qualitative information (measures and outcomes) that we considered to be the most important presented in Appendix  1;
- On the HR pillar, the scope of publication is not exhaustive or homogeneous for all indicators and covers between 71.4% and 87.8% of the Group's concerning the risk related to corruption, our work was carried out on the consolidating entity, for the others risks, our work was carried out on
workforce as of 31 December 2021, due to the absence of reporting by certain countries. The countries affected by these exclusions are specified the consolidating entity and on a selection of entities1;
indicator by indicator in the Statement. - we verified that the Statement covers the scope of consolidation, i.e., all the consolidated entities in accordance with article L. 233-16 of the
PREPARATION OF THE NON-FINANCIAL PERFORMANCE STATEMENT French Commercial Code within the limitations set out in the Statement;
The absence of a generally accepted and commonly used framework or established practices on which to base the evaluation and measurement - we obtained an understanding of internal control and risk management procedures the entity has put in place and assessed the data collection
of the Information permits the use of different, but acceptable, measurement techniques which may affect comparability between entities and process to ensure the completeness and fairness of the Information;
within the time. - for the key performance indicators and other quantitative outcomes that we considered to be the most important presented in Appendix 1, we
Consequently, the Information must be read and understood with reference to the entity’s procedures (hereinafter the “Guidelines”), the significant implemented:
elements of which are presented in the Statement and which are available on request from the entity’s head office. ° analytical procedures to verify the proper consolidation of the data collected and the consistency of any changes in those data;
° tests of details, using sampling techniques, in order to verify the proper application of the definitions and procedures and reconcile the data
LIMITS INHERENT IN THE PREPARATION OF THE INFORMATION with the supporting documents. This work was carried out on a selection of contributing entities1 and covers between 24% and 100% of the
The Information may be subject to uncertainty inherent in the state of scientific or economic knowledge and the quality of the external data used. consolidated data relating to the key performance indicators and outcomes selected for these tests;
Some information is sensitive to the methodological choices, assumptions and/or estimates used for their preparation and presented in the
- we assessed the overall consistency of the Statement based on our knowledge of all the consolidated entities.
Statement.
The procedures performed for a limited assurance engagement are less extensive than those required for a reasonable assurance engagement
THE ENTITY’S RESPONSIBILITY performed in accordance with the professional doctrine of the French Institute of Statutory Auditors (“CNCC”). Indeed, the procedures performed
The Board of Directors is responsible for: for reasonable assurance required more comprehensive verification work.
- selecting or setting appropriate criteria for the provision of the Information;
- preparing the Statement with reference to legal and regulatory requirements, including a presentation of the business model, a description of the
principal non-financial risks, a presentation of the policies implemented considering those risks and the outcomes of said policies, including key
performance indicators;
- and implementing internal control procedures deemed necessary to preparation of information, free from material misstatement, whether due
to fraud or error.
The Statement has been prepared by applying the entity’s procedures as mentioned above.
RESPONSIBILITY OF THE INDEPENDENT THIRD PARTY
On the basis of our work, our responsibility is to provide a report expressing a limited assurance conclusion on: The Independent Third-Party body Isabelle MASSA
- the compliance of the Statement with the requirements of article R. 225-105 of the French Commercial Code; Partner
- the fairness of Information (observed or extrapolated) provided in accordance with article R. 225 105 I, 3° and II of the French Commercial Code, i.e., Edwige REY
the outcomes, including key performance indicators, and the measures implemented considering the principal risks (hereinafter the “Information”). Paris La Défense, 16 June 2022 CSR & Sustainable Development Partner
However, it is not our responsibility to comment on the entity’s compliance with other applicable legal and regulatory requirements, in particular
the French duty of care law and anti-corruption and tax avoidance legislation nor on the compliance of products and services with the applicable
regulations.
This is not our responsibility to express an opinion on:
- the entity's compliance with other applicable legal and regulatory requirements (in particular regarding the due diligence plan and the fight
against corruption and tax evasion);
- the compliance of products and services with applicable regulations.

1. France, Romania, Morocco, China, Italy, Poland, Russia, Taiwan, Turkey, Spain, India, Brazil.

194 #TomorrowStartsToday 2021 NFRD 195

 APPENDICES
APPENDIX 1:
LIST OF QUALITATIVE AND QUANTITATIVE INFORMATION,
INCLUDING KEY PERFORMANCE INDICATORS AND CONTRIBUTING ENTITIES
GLOSSARY
Qualitative information (actions and results) relating to the main risks:
 Client and employee data security; ABBREVIATIONS DEFINITIONS
 Integration of ESG criteria in wages;
 Plastic in oceans; ADEME 
Agence de la transition écologique "Decathlon United": refers to the entity Decathlon S.E. and
 Destruction of surplus stocks and “Save the Frogs” project; (The French Agency for Ecological Transition) all its subsidiaries. The expression "Decathlon Group" (or the
AFIR 
Association familiale d'investisseurs Group) may also be used to refer to the same scope.
 Biodiversity project;
 Fight against corruption and ethics; responsables (Family Association of Rank 1 suppliers: are bound contractually to a company within
Responsible Investors) the Decathlon group for the production or assembly of finished
 Duty of care.
AFM 
Association familiale Mulliez and semi-finished products (via a manufacturing agreement), or
Quantitative indicators including key performance indicators: (Mulliez family association) for the supply of raw materials or components (via a purchasing
agreement); they receive purchase orders from the aforesaid
Bn Billion
Quantitative social information Entities audited company, which they invoice directly.
CDP Carbon Disclosure Project
Rank 2 suppliers: contribute to the value chain of Decathlon
Workforce at 31/12/2021 France, Romania, Morocco COP26 Conference of Parties 26 products. They have a direct commercial relationship with
CSR 
Corporate Social Responsibility Rank 1 suppliers, with whom they organise and manage the
Percentage of teammates on permanent contracts France, Romania, Morocco purchase orders and invoicing. The Decathlon group reserves
Ctn 
Container
the right to intervene in the selection or approval of these
DTB Decathlon Teammates Barometer
Percentage of people who have had Rank 2 suppliers, though without interfering in the commercial
France, Romania, Morocco EPR SLG Extended Producer Responsibility
at least 3 hours of training in the last 2 years and legal relationship between Rank 1 and Rank 2 suppliers.
for Sports and Leisure Goods
ESG 
Environmental, Social, and Governance
Results of the Decathlon Teammates Barometer France, Romania, Morocco
UNITS OF MEASUREMENT
GDPR 
General Data Protection Regulation
Percentage of employee shareholders France, Romania, Morocco GHG 
Greenhouse gas
€ 
euro
Frequency rate of accidents resulting in time off work France, Romania, Morocco HR 
Human Resources
CO2 
carbon dioxide
HRP 
Human responsibility in production
Quantitative environmental information Entities audited CO2 eq. 
carbon dioxide equivalent
ILO 
International Labour Organisation
g 
gramme
Percentage of products with an environmental label France IOM 
International Organisation for Migration
kg 
kilogramme
IPBES 
Intergovernmental Science-Policy Platform
on Biodiversity and Ecosystem Services km 
kilometre
Energy consumption per m2 France, Romania, Morocco
IPCC Intergovernmental Panel on Climate Change km2 square kilometre
Waste sorting rate France, Romania, Morocco LCA 
Life cycle analysis kWh 
kilowatt hour
NFRD 
Non-Financial Reporting Declaration m2 square metre
France, Romania, Morocco, China, Italy, m3 cubic metre
CO2 emissions scope 1 et 2 NGO 
Non-Government Organisation
Poland, Russia, Taiwan, Turkey, Spain
OECD 
Organisation for Economic t 
tonne
Co-operation and Development
Share of sustainable sales and share of Ecodesign sales France, Romania, Morocco
OIB 
Other international brands
OPM-SD  perational Process Manager
O
Percentage of purchasing volumes produced from suppliers who only use in Sustainable Development
France, Morocco, India
renewable electricity (testing)
PEF Product Environmental Footprint
PPA 
Power Purchase Agreement
Percentage of purchasing volumes produced from suppliers
France, Morocco, India R&D 
Research and development
who have set their CO2 trajectory according to SBTi guidelines (testing)
RPM 
Returns per million
CO2 emissions scope 3 SBTi 
Science Based Target Initiative
France, Romania, Morocco
(international transport + warehouse to warehouse) (testing)
SDG 
Sustainable Development Goals
Quantitative societal information Entities audited TCFD 
Task Force on Climate Related Financial
Disclosures
Percentage of Rank 1 and Rank 2 suppliers UN United Nations
France, Morocco, India
rated A, B or C for Human Responsibility in Production
UNFCCC 
United Nations Framework Convention
on Climate Change
Percentage of Rank 1 and Rank 2 production sites
France, Morocco, India WCUD World Clean Up Day
rated 1, B or C in environmental assessments

Percentage of users delighted with Decathlon products France, Romania, Morocco

Return rate per million France, Romania, Morocco

Number of alerts received on the internal alert platform Group

196 #TomorrowStartsToday 2021 NFRD 197

ACKNOWLEDGMENTS
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 2021, the teams in China, Spain, France, Italy,
Morocco, Poland, Romania, Russia, Taiwan and Turkey who took part
in the audits of their data.
 The members of the dedicated management committee this
year: Michel  Aballea, Julien  Achour, Jon  Calvo, Olivier  Campion,
Yann  Carré, Emmanuel  Cibla, Marie  Chaillou, Anne  Cocquerelle,
Sophie  Criquelion, Mathilde  Defrenne, André-Marc  Deschamps,
Pierre  Fahy, Eric  Fortune, Isabelle  Guyader, Nicoletta  Latorre,
Jean-Marc  Lemière, Joeri  Moons, Maria  Elena  Pecos,
Florent  Rabouin, Miguel  Ruiz, Erwan  Socquet, Mehdy  Sueur,
Marie-Dominique Théodore, Noémie Wallaert, Mathieu Wattinne.
 The editorial team: Anne Desormais, Julia Simon
 The reporting team: Rahel Damamme, Charlotte Morizot,
Marie-Dominique Théodore
 Philippe Cornet Conseil, Extra-financial reporting expert, in
partnership with AFNOR Compétences
 Cédric Delaporte, freelance graphic designer, CD GRAPHIC

Responsible for this publication:

Sustainable Development Director: Isabelle Guyader
Chief Editors: Anne Desormais, Julia Simon
Sustainable Development
Reporting Manager: Rahel Damamme
Graphic design and production: CD GRAPHIC
Editorial advice: Angie
English translation: Nord Traduction
Editorial secretariat: Vscript
Printing: Nord'Imprim
Photo credits: Decathlon Communications Department,
©Decathlon/www.decathlon.media, Parilov/stock.adobe.com,
chrisdorney/stock.adobe.com, Sergey Nivens/stock.adobe.com,
BCFC/stock.adobe.com, hanahal/stock.adobe.com

This report has been printed on FCS-certified paper using

vegetable-based ink, by an ISO 14001 certified printing company.
DECATHLON
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