The Human Responsibility in Production (HRP)

Working to create better employment conditions in our supply chain and reinforcing health and safety for those manufacturing our products are both priorities here at Decathlon. Our aim is to go beyond inspection remits in order to develop relationships with our subcontractors that are based on trust and mutual respect, thereby strengthening Human Responsibility in Production (HRP).

Number of assessments carried out by our internal teams
i.e. 650 assessments, as of 31/12/15
Focus on
« The basics on our strategy »

Since 2003, our 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, defines our 8 criteria in terms of working conditions.
Assessments are carried out onsite 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.

“It was very interesting to involve the suppliers in our SD trainings because our biggest challenge today is sustainability of actions in the supplier place.This challenge can only be overcome if we go beyond “Assessments”.

Navneet Panwar
Navneet Panwar
Manager of sustainable development in production

Signature of our social charter

The charter is signed and the subcontractor assessed before any commercial relations are agreed . The frequency 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 subcontractor’s rating is calculated on a 5-grade scale, from A-E.

A complete review of our charter is currently ongoing

After having tested out our strategy first launched during the 2000s, we are re-launching a risk analysis across the international spectrum in order to update our requirements and align our resources with the importance of new issues, on the basis of reference documents*. Some of these issues have already been identified*, and we are taking part in external multi-stakeholder working groups (link to dialogue) to help us broaden our thinking and discuss standardisation of norms and practices. Our new charter is scheduled to be rolled out in 2017.

Subcontracting that is not declared by subcontractors is difficult to detect. Despite being officially opposed to this practice, as signified 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 detection methods.* including texts from the OECD Guidelines for Multinational Enterprises and the UN Guiding Principles on Business and Human Rights.

* including texts from the OECD Guidelines for Multinational Enterprises and the UN Guiding Principles on Business and Human Rights.
* the fight against modern slavery, unauthorised subcontracting, etc.

Focus on
« The "E" points named unacceptable »

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 can’t be resolved that same day, we suspend production and block any further shipments of our products.

Creating a collaborative ethos with our subcontractors

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

We were able to acknowledge participants’ enthusiasm at our 2015 events:
– “Sustainability Suppliers days” in Bangladesh.
– “Vision Day” in France (link to vision section), with our partner subcontractors.
– Subcontractors’ Club in China.
– Sustainable Development Training in China, Bangladesh, etc.

These key events improve the quality of our subcontractor relations, reinforce the partnership dimension and accelerate the transfer of knowledge and skills.

Our dedicated teams, specialised and highly driven

Plusieurs équipes sont quotidiennement sur le terrain pour encadrer et déployer notre démarche de responsabilité:

– 15 sustainable development in production managers, in-house specialists (in 2015). Recruited locally, their command of the language and knowledge of the country’s culture make them more effective in their work. They provide production teams with ongoing training so that they understand our expectations in this field. One of them is also in charge of the Human Responsibility in Production (HRP) process. She designs and rolls out the tools and methods necessary to the strategy’s success, and is supported by the manager for stakeholder relations to identify the directions to take and improvements to be made.

– production teams involved in day-to-day operations at subcontractors’ premises, they schedule the assessments, co-build the corrective action plans and monitor their implementation. Aside from assessments, they are also responsible for identifying situations of non-compliance and finding a solution in conjunction with suppliers. In 2015, they were 51% trained on HRP policy.

– those assigned to this task, employees with production skills can become assessors. They are given internal training in both theory and practical skills internally, which qualifies them to perform these assessments. In 2015, 27 people have voluntarily put themselves forward to work in these topics.