Working sustainably with our subcontractors
Together with our subcontractors, we share a desire to make our Passion brand products the best possible value for money. Our mutual working environment is based on:
- a relationship founded on mutual respect.
- Compliance with our current standards and legislation, for the safety of all concerned.
- Achieving the highest quality standards.
- Improving price competitiveness.
- Building a reliable, high-powered supply chain.
- Sharing and using mutual information systems.
- Preserving the environment.
Our teams work tirelessly to ensure that our partners all make progress in these areas. Historically, the strategies that aim to enhance working conditions are the ones that our teams have improved the most. We are continuing these efforts whilst also making progress in terms of reducing pollution generated by the manufacture of our Passion brand products.
1,046 level 1 subcontractors
219 level 2 subcontractors
22 production countries (where Decathlon teams are present)
Our production offices
Decathlon teams organise product manufacturing with subcontractors and are physically present in several countries, working from production offices located near to the manufacturing sites.
Breakdown of volumes purchased by Decathlon (by production area)
Breakdown of volumes purchased by Decathlon (by production processes)
Our local production teams (operating from our production offices) are responsible for day to day relations with subcontractors.
team mates responsible for relations with subcontractors
For example, they act as the link between design teams and subcontractors when products are being designed and later put into production. They can help subcontractors to achieve compliance with Decathlon’s requirements in terms of quality, timeframes, working conditions and environmental standards.
As our teams visit production sites on a regular basis, they are in a position to detect risky situations at any time, and not necessarily as a result of scheduled social or environmental assessments, and instigate a solution to the problem(s) in conjunction with the subcontractors, and the specialist teams for these areas if necessary.
2015 was a proud year for Decathlon Vietnam, as it marked 20 years of our company operating in this country, and the launch of our employee shareholding scheme for local team mates. To celebrate this important milestone, local teams organised an “Inspiring Week”, during which participants were able to discuss and share ideas on trust, freedom and responsibility, as well as the country’s forthcoming plans, and enjoy a gala event in the evening.
“This week has made us very proud of how far we’ve come over the last 20 years. It’s also given us the chance to look at where we are today, and to create a route for the future,” revealed Anthony Hoang, Vietnam communication manager.
Our production sites
Decathlon owns 10 production sites where teams manufacture certain Passion brand items themselves. Our aim is to master production methods in order to better develop our own products and minimise the time they take to roll out commercially.
Our company-owned production sites are subject to the same requirements as those we impose upon our subcontractors.
of company-owned sites were assessed as A, B or C
The B’Twin village site, former industrial wasteland converted in 2010, accommodates the global cycle brand’s largest store, as well as a factory, a regional workshop, numerous design workshops, a unique testing laboratory, a fitness centre, catering facilities and cyclo-cross tracks.
Dedicated to the world of cycling, this site is home to a community of sportspeople, sports enthusiasts, families, product managers, engineers and production operators, whose shared passion for cycling has seen their paths cross on a daily basis.
Visit our website.
A blend of partnership-based strategies and local sourcing
Ever since 2014, we have been building a partnership strategy with some of our subcontractors, founded on a strong desire to share our vision and our values. We are working with these potential partners to establish shared and sustainable objectives and interests. By agreeing on a certain standard and level of mutual transparency, we were confident in making them long-term partners of the Decathlon project.
With this strategy, we hope to be manufacturing 80% of our volumes with 100 partner subcontractors by 2023.
potential partners in 9 countries
Average length of service for subcontractors in our panel (top 100 subcontractors in terms of volumes purchased by Decathlon)
We hope that our partner subcontractors will satisfy the requirements to achieve at least a level B on our Human Responsibility in Production survey.
of our partners are assessed as being A, B or C
At the same time, we are keen to increase our in-store product availability by reducing the distance between our customers and our production sites. Countries with a sufficiently high level of maturity can organise themselves to produce some of their range locally and sell it in their stores.
These two strategies are jointly coordinated by Decathlon teams, who then decide whether to develop one or the other, depending on global manufacturing issues and local contexts and conditions.
This leads to greater responsiveness to local markets and customer demands, and can also bring about lower transport costs and reduced environmental impacts.
Proportion of turnover generated with locally manufactured Passion brands
Decathlon is a business that, because of its international scope and diversity of its activities (design and manufacturing of products, retail and building construction, etc.), is always vigilant when it comes to preventing any risk of corruption.
Over the last few years, the legal department has rolled out a series of contractual documents detailing fair business practices that comply with Decathlon’s ethical code, and that it wants to see applied by team mates, subcontractors, suppliers and service providers.
Some of Decathlon’s operational units have their own management systems, specific to their own particular area of activity, in order to sidestep this risk. In 2014, a legal team began to compile an inventory identifying existing tools. It continued into 2015 and will shortly result in a project better suited to the company’s activities.