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Decathlon is a global leader
in sporting goods

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with more than 1,700 stores
in over 50 countries.

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Our mission is really to make
sport accessible to everyone.

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Circularity really has been in the DNA

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of Decathlon since the beginning,

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but it's only in 2020
that we really started

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to think about scaling it

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and how we introduced
the four business models

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of circularity.

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So repair, second hand,
rental, and recycling.

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<v ->Fundamentally, circularity
is about closing the loop.</v>

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It's about reducing the
environmental footprint

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of our products, reducing
the amount of virgin materials

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that we use, but then it's also a source

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of new growth and new business

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opportunities.

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<v ->Circularity brings a lot
of value for the customers</v>

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because it brings accessibility to sports

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and it brings affordability.

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It's really interesting the profitability

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that comes from the business models,

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but then also, of
course, big impact on CO2

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and big impact on the environment

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because circularity can
cut CO2 by half compared

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to new products.

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We've worked with BCG for more
than five months together,

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and it has been great.

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BCG is really coming with
a lot of industry data

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and industry expertise that really helped us

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to seize the opportunity,

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but also understand all
the capabilities we need

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to make this at scale and at volume.

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<v ->We really see a lot</v>

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of different movements happening within circular business

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models at the moment,

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and actually a massive
growth in the markets.

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In the Nordics, we see
that second hand is growing

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around 20% per year, even
30% in some categories.

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<v ->It's a big question how to
scale circularity profitably.</v>

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What's encouraging to see
is that it can be done

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and it can be an
attractive business model,

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but it requires that
you tailor the offering

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and that you really get
all the enablers in place

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and that you integrate it
with your linear business.

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<v ->Digital is key, specifically upfront</v>

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to sell circularity in
the store, with repair,

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but also for the users to find it online.

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The second big enabler has
to do with reverse logistics.

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So reverse flow means we have
to build up the flows back

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to the warehouse, and then
from the warehouse, back

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to the store, to the customers.

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And the third one is traceability.

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Traceability allows you
to see all the materials,

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all the history of how the
product was brought to life,

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but also its history afterwards, the repairs it had.

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And results are great

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because circularity at Decathlon is growing so strong.

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Today, by example, we have
buyback in 23 countries,

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second life in 43 countries,

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and more than 1 million

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second hand products sold.

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<v ->There's so many companies</v>

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that are just looking at this
circularity as a side project

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or a side part of their business.

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But Decathlon really wanted to see,

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how can we make this big?

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<v ->So it is really at the heart
of our strategy as a company</v>

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to be the lowest-impact
company in sport worldwide.