Eco-developing our global network

Decathlon owes its surge to the teams who work day in day out to boost growth in European countries, and to their desire to continue expanding the business in other continents such as Asia, America and Africa. They put their energies into delivering a straightforward and practical mission: to enable as many people as possible to enjoy sport and its benefits.

To support this growth in the property field, teams have been focusing on eco-construction techniques for buildings, a move that yields considerable benefits for the sites concerned.

Eco-development
in 2016

A summary

• We continued our environmental certification strategy with, for example, three new certified sites in France.

• We were awarded HQE certification for our logistics platform building in Lompret, which took the number of warehouses certified in 2016 to 8.

• We actively monitor changes in society to enhance our business’ growth strategy.

Change in the number of certified company-owned premises worldwide, for our stores
In percentage of m2

Powered by TSBA.mobi GoogleGraph Wordpress plugin

Focus
« Certifying our new company-owned buildings »

Building and running our sites accounts for 5% of Decathlon’s GHG emission volumes, which is why teams are striving for environmental efficiency right from the construction design stage, and are working with four internationally recognised accreditations:

• LEED (Leadership in Energy and Environmental Design) – certification devised in the US;

• BREEAM (Building Research Establishment Environmental Assessment Method) – certification devised in the UK;

• HQE (High Quality Environmental standard) – certification devised in France;

• DGNB (Deutsche Gesellschaft für Nachhaltiges Bauen) – certification devised in Germany.

This concerns all of our stores, as well as the logistics sites and base camps for our Decathlon product brands. However, the current growth policy, increasingly geared towards site leasing, limits the proportion of certified buildings in Decathlon’s international portfolio.

Eco-building our sites in France

Since 2010 in France, Decathlon has placed eco-construction at the heart of its sustainable development policy, which takes the form of environmental accreditations for all of its new company-owned sites (stores and warehouses).

There are many advantages stemming from this strategy: lower energy bills, enhancing our property assets, better landscaping integration and improved aural, visual and acoustic wellbeing for our customers and teammates.

In 2016, Decathlon had 22 certified sites: 16 stores, 4 logistics sites and 2 brand sites. Three new sites were awarded a certification:

● the St Malo store;

● the Decathlon village in Yutz;

● Lompret warehouse.

2017 will see this strategy accelerated, with six stores currently working towards accreditation. A large number of projects designed to supply stores with photovoltaic solar energy are also being considered, and positive energy buildings are set to become a reality.

JEAN-MARC LEMIÈRE
Capitalising on its assets, acknowledging the issues and transforming itself quickly: a smart mix that’s vital if Decathlon is to grow
Meeting with JEAN-MARC LEMIÈRE
Change creation manager at Decathlon

Decathlon is working to change mentalities, so that the company’s growth is more than just geographical expansion. Although the latter still plays an important role, we cannot grow our turnover in the future unless we are able to identify emerging trends, have an open-minded approach to the environment, and determine the transformations required in order to adapt.

Jean-Marc Lemière, change creation manager at Decathlon.

What are our preferred areas for growing the business ?
We are continuing to consolidate our traditional European bases (the UK and German
markets are still largely unconquered) and are working to develop growth drivers alongside
this. The Asian sports market – aside from China – is one of them, as it's becoming
increasingly important, prompted by two phenomena: demographic growth and an increase
in the buying power of the middle classes. Lastly, we have recently introduced tests
examining the viability of our model in Latin America (Mexico and Columbia, with Brazil to
follow) and in sub-Saharan Africa.
What social changes have you observed that have or could have an impact on the way we
grow our business ?
The production model over the last forty years, where we adopt only low-cost manufacturing
in certain countries and sell it in others, could be in question for various reasons. The growth
curve of new technologies, as well as sustainable development restrictions, could make more
local sourcing patterns a very sensible idea. But, paradoxically, we are also seeing two
different visions of the world emerge, visions that are potentially contradictory: one where
technology makes everything accessible in a very local way - even with borders being
reasserted - and an opposing vision where some people are very anxious and no longer
understand what their place is in this ever-changing world.
What solutions do you feel we should be proposing?
Firstly, we need to acknowledge that we’ve benefitted from this old model, and assume our
responsibilities in order to find solutions to today's problems, without waiting for the political
sphere to catch up. We can co-create these responses with all of our teammates, who are
fully aware of the relevant societal and environmental issues. We must introduce these
solutions by encouraging collective awareness and recognition, by promoting a sense of
responsibility and giving our teammates the power to change what needs to change4.. This is
what we’re doing, for example, by developing “local for local” supply systems, demonstrating
a desire to help teams grow and deliver a positive impact for those living there, or by
minimising our water in production footprint. For me, this last point - water preservation – is a
major challenge for economies and societies the world over.