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Decathlon

Sport for one billion people, To 2030

To positively impact one billion people while acting to respect the planet
Decathlon’s 2030 ambition

Sport for one billion people

Decathlon sold €20.7 billion of goods in 2025, booked net sales of €16.8 billion, and made €910 million of net result, in 1,902 stores in 82 countries. Decathlon designs, produces, and distributes its own products, and says that controlling the chain lets it cut costs at every stage and make sport accessible to as many people as possible.

In-house design

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  1. In-house designDesign 90% of the products sold in-house, with over 500 designers.
  2. Design labsWork from design centres close to the sports: Haute-Savoie for the mountains since 1999, Shanghai since 2009, and the Tribord Sailing Lab in La Rochelle since 2021.
  3. Co-creationDesign with users and outside partners, through a co-creation platform launched in 2015.

Its first in-house design was a bike frame in 1986, and its first ecodesigned product a recycled fleece in 2008.

53.9% of 2025 sales came from ecodesigned products, up from 48.5%.

Decathlon sold 1.23 billion products in 2025, up 4.2%.,

A net result of €910 million on €20.7 billion of sales

Customers spent €20.7 billion in Decathlon’s stores and online in 2025. Net sales were €16.8 billion, EBITDA €1.8 billion, and the net result €910 million.

  2. That is 81.2% of GMV, worked out from the amounts.€16.8bn

Decathlon runs the whole chain from design to shelf

Decathlon says this lets it cut costs at every stage.

“This particularity enables us, at each stage, to reduce costs to make our products accessible to the largest number of people.”

  1. 1. Design

    0%

    of the products it sells are designed in-house.

    • Over 500 designers.
    • Design centres in Haute-Savoie, Shanghai, and La Rochelle.
    • A co-creation platform since 2015.

  2. 2. Production

    0+

    suppliers, supported by more than 2,000 Decathlon teammates.

    • 9 in-house production sites.
    • 40 production offices in 24 countries.
    • Suppliers in 45 countries and regions.

  3. 3. Logistics

    0.00bn

    products sold in 2025, moved through its own warehouses and logistics flows.

    • Up 4.2% on the year before.
    • Warehouses and logistics flows run by Decathlon teams.
    • Products that come back are inspected, repaired, and resold or donated.

    ,,

  4. 4. Stores and digital

    0

    stores in 82 countries and regions, with digital 20.2% of sales.

    • Up 4.7% on the year before.
    • Digital counts e-commerce, connected orders in stores, and its external marketplace.
    • 51% of teammates own shares.

    ,

A 42% cut in emissions by 2030

Decathlon’s ambition for 2030 is to positively impact one billion people while acting to respect the planet. By 2025 it had cut absolute emissions by 16% from 2021, more than half its sales were of ecodesigned products, and half its teammates owned shares.

Owned by the people who work there

51%

of its 102,913 teammates hold company shares, 52,491 people, and 90.2% say they are happy with Decathlon’s purpose.

Emissions, toward −42%

2021 base−42% by 2030

−16%

in absolute emissions since 2021, of a goal to cut scopes 1, 2, and 3 by 42% by 2030. That is 38% of the way, worked out.,

Designed to last

Before
48.5%
2025
53.9%

53.9%

of 2025 sales came from ecodesigned products, up from 48.5%.

Sold again, and mended

1.58m

second-hand products sold, up 17%, in 43 markets.

1746

repair workshops.

,

  1. Own the steps where cost is decided.

    Decathlon designs 90% of what it sells and directs the production and distribution of it, and says that controlling the chain lets it cut cost at each stage. We recommend finding the step where most of a product’s cost is fixed and bringing it under a plan’s own direction, so that a price promise can be kept by design and not by squeezing suppliers.

  2. Keep the volume beside the value.

    In 2025 Decathlon’s gross merchandise volume rose 7.1% while its net sales rose 5.6% in local currencies and 4.0% as reported, and its EBITDA rose 21%. We recommend reporting what customers spend separately from what the business books, so that growth in reach is not read as growth in income, and the reason for each gap can be given.

  3. Make the ambition countable, and share it with the people doing the work.

    Decathlon’s 2030 goal is a number, one billion people, and 51% of its teammates own shares. We recommend giving a long-term ambition a figure someone can track, and letting the people who deliver it hold a share of the result.

Sources

  1. 1. Decathlon Group (2026). DECATHLON GROUP’s 2025 Performance. Decathlon United, Press release, April 2026. decathlon-united.media
  2. 2. Decathlon Group (2023). DESIGN by DECATHLON. Decathlon United, Design pages. decathlon-united.media
  3. 3. Decathlon Group (2026). Questions you may have about DECATHLON’s sustainable development. sustainability.decathlon.com, Accessed 29 September 2026. sustainability.decathlon.com
  4. 4. Decathlon Group (2026). The production and manufacturing of Decathlon products. sustainability.decathlon.com, Accessed 29 September 2026. sustainability.decathlon.com
  5. 5. Sporting Goods Intelligence (2026). Decathlon FY 2025 results: GMV €20.7bn, net result up 16%. sgieurope.com, Reporting the 2025 results. sgieurope.com

Headwater is not connected with Decathlon SE. Decathlon, Quechua, Kalenji, Tribord, and Btwin are trade marks of their owners. Updated 29 September 2026.

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