Our relations with stakeholders

First and foremost, our teammates. Company management aims to create a caring environment, based on responsibility and skill development. Dialogue is ongoing, punctuated by regular opportunities for discussion, such as monthly and annual reviews. Our relations are direct and genuine. Importantly, our teammates are the frontline ambassadors for our business and our products.


Next, our users. They are involved right from the product design stage, and their satisfaction is one of our key concerns. Our Decathlon products enable us to meet their diverse needs.


Finally, our suppliers. We consider our sub-contractors to be partners, support them in terms of their development and ensure that they comply with our requirements.

Rahel Damamme
Meeting with Rahel Damamme

Meeting with Rahel Damamme, Stakeholder Relations and Monitoring Manager for the Decathlon Sustainable Development Hub.

Why did you start a new study of priority challenges, known to experts as a materiality analysis, in 2017?
We carried out our first study in 2012. There have been many changes in the field of sustainable development within the company and beyond since that time. Outside the company, the transition to a carbon-free world has accelerated. Stakeholders are more demanding and are playing a larger role. We are questioning what drives the business as we attempt to strike a balance, so that both the company and society as a whole will benefit. Regulations have evolved: the anti-corruption law, the corporate duty of vigilance and extra-financial performance reporting. Meanwhile, the United Nations has updated the 17 global goals known as the SDGs1. At Decathlon, our international growth is picking up speed. The company now follows a model that promotes autonomy, responsibility and subsidiarity. We developed and shared our 2026 business vision in 2016, with one of the five pillars focusing on sustainable development. Our SD policy is set to expire in 2019. It was essential for us to re-examine our CSR challenges.
What approach have you adopted?
We launched our materiality analysis, known as DSDR (Decathlon Sustainability Drivers Review), in 2017. The study covers different categories of stakeholders. Isabelle Guyader is the point person for the project at the company and she is working with two groups: the leaders (shareholders, CSR Committee, country representatives, Decathlon brands, etc.) and in-house experts. Our in-house experts gather feedback from outside stakeholders: Pascal Bizard, Industrial Performance Leader for suppliers, Cyril Kahlouche (Customer Knowledge Project Manager) for users, and Dolène Maridet, HR Legal Director for France, and Marie Devyldère, SD/HR Reporting Manager for the teammates. I am in charge of gathering feedback from the stakeholders representing civil society.
What focus did you want to bring to the project?
The study offered an opportunity for renewed dialogue with our stakeholders, with open-ended questions and no predetermined lists. We also wanted to better represent the changes that are happening at Decathlon. The study has a global scope and takes a close-up look at five countries: China, Spain, France, Italy and India. We opened up our questions to include economic and governance issues, considering that these are inextricably linked with social, environmental and societal issues, in an integrated view of performance.
What questions are being asked?
In essence, they are quite simple: What do you consider to be the priority challenges for Decathlon when it comes to sustainable development? How well do you think Decathlon has performed in these areas? What suggestions do you have for long-term efforts we could implement now or in the future? At the company we are exploring what types of actions to take, and whether they need to be expanded, maintained or discontinued. With this approach, we also took the impact on our bottom line into account, in terms of risks or intangible assets. We would like to attain a clear, updated view of our challenges and find new avenues to explore, which could determine the course for future policies.
What was the process for the DSDR?
Around 40 stakeholders, grouped into categories, were interviewed in the five countries between November 2017 and February 2018. The survey was conducted in different ways for different players using interviews, online questionnaires and workshops. It got underway in September 2017 and is expected to be completed by June 2018. We will conclude the project with the next two steps: creating an in-house participatory benchmark and then establishing our new sustainable development priorities. We will publish the results of the DSDR in the next report, along with the new policy.