Contents

INTRODUCTION .....................................................................................................................2
COMPANY PROFILE ..............................................................................................................3
WHO ARE THEIR CUSTOMERS .......................................................................................4
Competitors................................................................................................................................4
WORKSPACE SETUP..........................................................................................................4
DISTRIBUTION CHANNEL ...............................................................................................4
Decathlon by Numbers ..............................................................................................................6
CSR ............................................................................................................................................1
Reducing greenhouse gas emissions......................................................................................1
Decathlon Group objectives...................................................................................................1
PRACTICAL SOLUTIONS: A LOOK AT THOSE INVOLVED .......................................2
COLLABORATIVE WORKING TO DEFINE AND HARMONISE METHODS .............2
VENDOR SELECTION CRITERIA.........................................................................................5
INTRODUCTION
Decathlon is a French Sports equipment and Sports-wear company founded in 1976. We sell
sports products in more than 725 stores in 20 countries around the world and develop
our`own products under the flagship brand Oxylane.

Decathlon is one of the world's largest sporting goods retailers. Decathlon started with a
store in Lille, France in 1976, founded by Michel Leclercq . It started to expand abroad a
decade later, to Germany in 1986, Spain in 1992, Italy in 1998, Portugal the United King-
dom in 1999, China in 2003, India in 2009 and Southeast Asia in 2012. Today, there are more
than 850 stores in 22 countries. The company employs more than 60,000 staff from 80 differ-
ent nationalities.

The retailer stocks a wide range of sporting goods, from tennis rackets to advanced scuba di-
ving equipment, usually in large superstores which are sized at an average of
4,000m. Decathlon Group also owns 20 brands, with research and development facilities all
over France to develop the latest innovative designs, registering up to 40 patents per
year. Each brand represents a different sport or group of sports, with a dedicated product de-
velopment and design team. In India, Decathlon products can be bought directly through their
stores subsequent to change in India's FDI policy and approval for Decathlon in February
2013. In addition to this, Decathlon products are also available online through their online
resellers.
COMPANY PROFILE

Name: Decathlon Industry:

Parent Company : Decathlon

Category : Sporting goods retail
Sector : Lifestyle and retail
Tagline/ Slogan : Sports for all! All for sports; Better gear better off
USP : Everything in sports in affordable price
Target Group : Middle class and upper middle class
Positioning : Quality sports good in affordable
Segment : Style and quality
Turnover: 10 billion Euros (2014-15)
Number of stores: 975
Retail countries: 22
Production countries: 23
BrandS

(REF: http://corporate.decathlon.com/en/who-are-we/key-figures/ )
WHO ARE THEIR CUSTOMERS
Today the purchasing power of population is increasing gradually and it is the middle-class
section of the society which shows maximum characteristics and effects of such a growth.
We have seen the boom of private taxi services, affordable hotel services and even apparel
brands who carefully price their products in order to attract the new economically growing
class. The major societal section they cater to are the amateur athletes or sports lovers who
either do not wish to or cannot afford to purchase high end sports products and equipment.
This has created a unique niche market of sports enthusiasts between the cheap and expensive
equipment.

Competitors
1. Kitbag 2. Early winters 3. JD SPORTS

WORKSPACE SETUP
The decathlon warehouse had an open workspace wherein people sit in a hall working on the
same table. This kind of setup has following benefits:
Continuous and easy interaction between employees helps develop a better inter-
personal skill.
This lack of immediate physical boundary enables the employees to exchange their
ideas
Since there are no boundaries among the workspaces it also saves a huge cost of Ma-
terial and cut down the movement time.
It also saves the cost of electricity as the area which needs cooling or lighting is undi-
vided and compact.
They hold an internal competition for each working bays where the group of em-
ployees compete with each other on grounds of efficiency and cleanliness on their re-
spective bays.

DISTRIBUTION CHANNEL
Decathlon reaches to their customers through two channels-company owned stores and com-
panys own website. This helps the company in the following ways:
Since decathlon follows reverse logistics, keeping this type of controlled distribution
channel is essential in delivering the value to the customers.
It also cuts the cost of any middlemen and other overhead costs that comes with it.
SWOT Analysis
 Strengths
1. Stores located throughout the world with 800 stores all over
2. Group is largest sporting goods reseller in domestic market
3. Large variety of sports goods in affordable pricing for all classes of consumers
4. Own private label brands to get high brand recall
5. Strong and innovative marketing since years have created a strong brand retention in the minds
of customers

Weaknesses
1. Limited global presence as compared to leading global companies
2. E- retailing is gaining importance but still company has limited presence on the same

Opportunities
1. Brand building by tie-up with emerging clubs/teams/players
2. Company has opportunity to innovate on technology front to design new products
3. Creating high brand awareness by exploring advertising media tactically

Threats
1. High inflation doesn't give opportunity of cost advantage in competitive environment
2.High competition from global and domestic players
3.Threats from other brands who provide goods at lower price
Decathlon by Numbers
(REF: http://sustainability.decathlon.com/challenges-and-strategies/decathlon-in-figures/ )
(REF: http://sustainability.decathlon.com/challenges-and-strategies/decathlon-in-figures/ )
CSR

Reducing greenhouse gas emissions

Climate change is identified as one of the major issues that their companies must face up to. On an
international level, it has considerable impact on people and the planet, but also on economies the
world over, as various experts confirm, in particular those of the IPCC.

Today, Decathlon encourages the playing of a wide range of sports, the majority of which require an
outdoor environment. But by observing and listening to our users and team mates, they can already
see that in certain areas of the globe playing sport outside is hard to imagine because of environ-
mental conditions. Aware of their responsibility, they are determined to help address the climate
change challenge and ensure a sustainable future for Decathlons business activity.

Decathlon Group objectives

In 2015, they set the target to stablise the volume of greenhouse gas emissions in 2019 at the
same level as that for 2014 (i.e. 5,200,000 tonnes of CO2 equivalent), and that this would hold true
even in a growth context.

They measure the success of this objective using the results of our GHG assessment across the
whole of Decathlon.

CALCULATING OUR GREENHOUSE GAS EMISSIONS

Since 2007, They have been conducting annual assessments to measure the volume of GHGs emit-
ted right across Decathlons entire value chain. Updated annually, this GHG assessment enables
them to:

identify the main sources of GHG emissions,

compare the distribution of emissions sources and prioritise reduction initiatives,

measure the effectiveness of these reduction initiatives,

raise awareness among our team mates.

As the manager for the GHG assessment project, it's my job to coordinate data collection from the
various contributors. I coordinate and consolidate the companys final GHG assessment.

-Emily Aubry, GHG assessment project manager.

*Product:The impact of products takes into account raw materials extraction, production, use and
end of life of both the Passion brands products (i.e.66%) and products of other international brands.

6,000,000 tonnes of CO2 equivalent were released into the atmosphere in 2015, i.e. a 16% increase
compared with 2014.

The emissions growth is currently running parallel to that of Decathlons economic growth. This in-
crease is primarily due to the growth of products sold and the stagnation of eco-design initiatives.
However, the work done by our teams on our buildings have brought about a reduction in emissions,
e.g.:

modernisation work and the construction of new, more energy-efficient stores has resulted in a
6% drop in CO2 emissions in France compared with 2014.
 optimising loading for their product containers between European warehouses reduced CO2 emis-
sions by 3% between 2014 and 2015.

Although they help to minimise the overall deterioration in our GHG balance, they are aware that
considerable efforts are still required in order to stabilise our impact.

PRACTICAL SOLUTIONS: A LOOK AT THOSE INVOLVED

Each team member is required to help stabilise Decathlons GHG emissions, depending on their par-
ticular responsibilities and area of activity:

Product design: eco-design actions, for instance their design teams select product materials
with less of an environmental impact.

Production: environmental management of their suppliers, or the development of local

sourcing, led by our production teams.

Product transportation: various actions are coordinated by their logistics teams, such as op-
timising sourcing patterns, using multimodal transport, and maximising lorry loads.

Travel: to reduce their impact, customers and team mates can opt to use soft transport me-
thods: car-sharing, cycling, train, scooters, etc. Local schemes are encouraged. To limit its
team mates commuting and work-related travel, Decathlon recommends they use video
conferencing wherever possible.

Retail: local initiatives to choose construction materials for their sites are led by our con-
struction teams. The same applies to improving the energy efficiency of their stores and
warehouses, which is coordinated by local energy leaders.

Waste management: each store or warehouse team is responsible for sorting and recycling
the waste generated by their activities.

Successive GHG assessments conducted since 2007 show that products (taking their entire life cycle
into account) are Decathlons biggest source of greenhouse gas emissions. Eco-design is therefore
one of their definitive levers for action.

COLLABORATIVE WORKING TO DEFINE AND HARMONISE METHODS

Since the end of 2013, Decathlon has been taking part in the Environment Footprint project coor-
dinated by the European Commission, for which two of its team mates are members of the Technical
Secretariats.

The chief aim is to move from environmental accounting that focuses solely on CO2 emissions; to
multi-criteria environmental accounting, shared by all companies, that includes data linked to the
depletion of natural resources, soil pollution, biodiversity, etc.
(REF: http://sustainability.decathlon.com/challenges-and-strategies/reducing-our-greenhouse-
gas-emissions/)

OUR STRATEGY: THE BASICS

Since 2003, their social charter based on the basic principles of the universal declaration of human
rights, the fundamental conventions of the ILO, and the social responsibility standard SA 8000, de-
fines our 8 criteria in terms of working conditions. Assessments are carried out on-site to evaluate
how well they are being applied:

No children on site.

No forced labour.

A safe and healthy working environment.

No discrimination.

No abusive disciplinary practices.

Respect for working hours.

 Respect for employees.

Internal HR management key in terms of compliance with our charter.

The charter signed and subcontractor assessed before any commercial relations are agreed. The fre-
quency of these assessments depends on:

the strictness of locally regulated requirements.

resources implemented by countries to ensure that they are being applied.

subcontractors performance levels (the less satisfactory the working conditions, the more
often assessments are required).

Assessments are carried out every 6 months in Bangladesh, every 5 years in Western Europe and
Japan, and every 2 years in all other countries.

At the end of the assessment, the subcontractors rating is calculated on a 5-grade scale, from A-E.

If a site is awarded an E, we require the subcontractor:

to undertake immediate action to eliminate the risk on the day it is observed,

to analyse the problem in order to identify the cause and draw up a corrective action plan in
order to bring about a sustainable solution.

This action plan will be approved no more than 3 months after the assessment. If the situation cant
be resolved that same day, we suspend production and block any further shipments of our products.
Out-sourcing that is not declared by subcontractors is difficult to detect. Despite being officially op-
posed to this practice, as stipulated by a contractual clause signed by subcontractors, and even
though our teams are regularly present on-site and on the ground, certain subcontractors could still
use external service providers to help manufacture our products, without our prior consent. This
issue will be tackled as part of our Charter review, accompanied by an action plan regarding detec-
tion methods.

CREATING A COLLABORATIVE ETHOS WITH OUR SUBCONTRACTORS

Since 2014, they have been organising themed meetings with our subcontractors where they could
discuss the purpose of their approach, and make joint progress in resolving key issues.

We were able to acknowledge participants enthusiasm at their 2015 events:

Sustainability Suppliers Days in Bangladesh.

Vision Day in France, with our partner subcontractors.

Subcontractors Club in China.

Sustainable Development Training in China, Bangladesh, etc.

(REF: http://sustainability.decathlon.com/responsibility-in-production/working-sustainably-with-
our-subcontractors/)

VENDOR SELECTION CRITERIA

DECATHLON conducts business worldwide with vendors in many countries with
different legal, ethical, and cultural systems and beliefs. This Code describes the
minimum standards of conduct that deacthlon insists that its vendors, regardless of
their country of domicile or origin, comply with scrupulously and without exception as a
condition to doing business with Sears Holdings. This Code is mandatory, and if a
vendor does not comply with it , decathlon may terminate immediately its business
relationship with the vendor and take any other action it may deem
appropriate under the circumstances. If this Code establishes a standard of legal or
business-ethics conduct that is higher than local legal or business-ethics requirements,
this Code will always apply to vendors that desire to do business with decathlon.
Each Vendor shall provide training about this Code to all of its employees who will conduct
business with Sears Holdings
.