The company will now give shoppers the option to claim up to 50 per cent of the original purchase price back in cash, depending on the condition of the tent when it is returned.

The scheme previously allowed customers to buy a Decathlon tent before a festival, use it across the weekend and return it to a participating store in exchange for the value back as a gift card.

The offer will run until 6 September, with returned tents in good condition assessed, cleaned and resold through Decathlon’s Second Life programme.

Decathlon launched the initiative to tackle the growing problem of festivalgoers treating tents as single-use items and leaving them behind to end up in landfill.

Decathlon UK sustainability leader Chris Allen said: “Our No Tent Left Behind scheme goes from strength to strength each year.

“What started as a small-scale initiative has become an important part of how we approach camping and festivals more broadly, encouraging customers to return used equipment, keep valuable materials in circulation, and give more products a second chapter through our Second Life programme.

“This year, we’re helping customers’ pockets as well as our planet. With our new one-hour bank transfer service, we’re providing the flexibility and value needed to turn unused gear into new adventures.”

The campaign is being backed by radio broadcaster Edith Bowman, whose work includes covering Glastonbury.

Bowman said: “From festival fields to family camping trips, great gear should be used and enjoyed again and again.

“Decathlon’s Tent Pledge makes it easy for people to pass tents on, give them a second life, and help keep the spirit of adventure going long after the weekend ends.”

Decathlon is continuing to build out its circular retail offer across multiple categories.

Earlier this year, the retailer expanded its BuyBack service by allowing customers to trade in unwanted or outgrown bikes for instant money back for the first time.

Customers can bring bikes from any brand into a UK Decathlon store, where staff assess the condition and offer a quote. The retailer has also launched an online quick quote tool, giving shoppers an estimated value before completing the full trade-in process.

For 2026, Decathlon has introduced a one-hour bank transfer payment option across BuyBack, giving customers cash for their unwanted gear. Shoppers can also choose a gift card to spend in store or online.

The BuyBack scheme, which launched in 2023, now covers products across up to 15 sports, including fitness equipment, racquet sports, golf, horse riding, GPS watches, camping gear, kayaks and paddleboards.

More than 10,000 items have been returned since the scheme launched, with Decathlon refurbishing products before reselling them through its Second Life range at a reduced price.

Allen previously said the service was designed to help customers’ “pockets as well as our planet”, while making it easier to turn unused sports equipment into “new adventures”.

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The store, which opened on 29 May in Helsinki Citycenter Mall, spans two floors and 30,000 sq ft.

It stocks global names including Nike, Adidas, Puma, Under Armour, The North Face, and Columbia across menswear, womenswear, and kidswear.

The store features activewear giant’s signature running, football, and outdoor concepts, offering customers “high-quality products and equipment to support their sporting journeys”.

Additionally, a dedicated bike zone in the store serves the local community and reflects Finland’s strong outdoor sports culture. The bike workshop provides servicing and maintenance repairs for shoppers.

The flagship is further complemented by USC, offering a selection of fashion, footwear and accessories from brands such as Hugo and Lacoste.

Frasers Group chief retail officer Lauren Barrie said: “Opening our first Sports Direct store in the Nordics marks an important milestone in our international growth journey. 

“The region is a key strategic market for us, with a strong affinity for sport and outdoor activity, and we’re pleased to be bringing the Sports Direct proposition to customers in Helsinki.”

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The activewear giant is discussing a deal that would give Wilson two board seats in exchange for a pledge not to criticise the business publicly or privately for around two years, Reuters reported.

Under the proposed agreement, Lululemon would expand its board by appointing two of Wilson’s nominees, while also agreeing to find a third mutually approved director at a later date.

The deal would also give Wilson regular access to incoming chief executive Heidi O’Neill, who is set to join the retailer in September after previously leading Nike’s women’s business.

In return, Wilson’s stake in the business would be capped at around 10 per cent. The founder currently owns 8.6 per cent of the company he launched in 1998.

However, sources noted that no agreement has yet been finalised.

The talks come after earlier efforts to settle the dispute broke down last week, with Lululemon accusing Wilson of having “outdated perspectives” on how the brand should be positioned.

Wilson has spent recent months criticising the retailer, arguing that Lululemon has lost its “cool” factor and raising concerns over its leadership and board.

He launched a proxy fight late last year and has been urging shareholders to back three of his director nominees at next month’s annual meeting, rather than the company’s own candidates.

The dispute has intensified as Lululemon faces mounting pressure in its core North American market, where sales have weakened and competition from the likes of Alo and Vuori has increased.

Its share price has fallen more than 60 per cent over the past year, with the stock recently trading at around $127, down from a high of nearly $510 in late 2023.

The retailer has been attempting to reset its leadership team ahead of O’Neill’s arrival. It has appointed former Levi Strauss chief executive Chip Bergh and former Unilever chief growth and marketing officer Esi Eggleston Bracey to its board.

Former Gap chief financial officer Teri List joined the board in 2024, while directors David Mussafer and Shane Grant are set to step down at the upcoming annual meeting.

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The activewear brand’s first shop in the country opened on 23 May at Akadimias 17 & Voukourestiou in Kolonaki, central Athens. Its second site is set to launch on 12 June at the Golden Hall shopping mall.

The Kolonaki store showcases products designed to support a wide range of activities including yoga, pilates, running, training, golf, tennis, and everyday movement. 

It stocks the brand’s women’s and men’s technical apparel and accessories across almost 180 square meters of “light-filled, modern retail space”.

The Golden Hall shopping mall site, which will span 290 square meters, is set to offer visitors “an elevated shopping experience” across two floors.

The stores will play an “active role” in engaging with local run clubs, fitness studios, and trainers, the business said.

Additionally, customers in the market will be able to shop for Lululemon products online at eu.lululemon.com.

The store openings in Greece reflect the company’s continued focus on strategic international growth and mark the brand’s third new market entry of the year, following Poland and Hungary in March 2026. 

Through its franchise partnership model, Lululemon is planning a record six new market entries this year.

Further planned entries in 2026 include Romania, Austria, and India.

Lululemon senior vice president EMEA Sarah Clark said: “We’re excited to welcome more guests to lululemon with the opening of the first stores in Greece, marking another milestone in our continued growth across EMEA.

“Together with our franchise partner Arion Retail Group, we look forward to introducing our premium performance products that blend technical innovation with elevated style to new guests in the market and building meaningful connections with the local community here in Athens.”

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The event, which runs from 23 May to 30 May, follows the brand’s pop-up store in Soho last year, which saw a one-day takeover of The Luxe Lounge to display its womenswear. 

Although the Soho launch was hailed as a success by the group, Gym King is not resting on its laurels and is gearing up to launch an even “bigger and better” event this time around.

An opportunity to showcase its quality

Gym King has come a long way since being launched in 2015 by CEO Jay Parker.

It has grown into a globally recognised brand with a large social media following. It also has a host of influencer ambassadors, and pulled in sales of £26m in its latest financial period. 

Despite its online success, Gym King head of brand Charlotte Hutton notes that its pop-ups serve as important places for it to showcase the quality of its clothes.

“Obviously being an ecommerce first business means we don’t really have many bricks and mortar sites, other than a concession in New Look and Selfridges for men,” she says. 

“So for us it’s really important that we can showcase the quality of our products, because there’s only so much you could do through a phone screen which most people engage with our brand on.

“It’s those in-person moments that I think can really help to solidify the brand message and the premium products that we offer.”

She explains that Gym King has been improving and creating new fabrics over the last ten years, but highlights that this is sometimes “very difficult to show online”.

“It’s customers being able to feel the products, see how good the tech spec is of our gym wear and that it’s not thin,” she says.

“Sometimes you’re not sure how it’s going to look in person so I think it’s just that experience of being able to see that we have really good quality products.”

A host of influencer ambassadors

While Soho focused solely on womenswear, Gym King’s new Westfield pop-up is branching out to offer men’s, women’s and kidswear at its store.

The pop-up will be heavy on experiential retail, complete with live DJs, food and drink, a photobooth, and a free accessory for its first 100 customers.

Hutton also highlights that the pop-up will have “quite a few influencer ambassadors” turning up on its first day.

“We are today (19 May) announcing our new ambassador which is Jacques O’Neill,” she says. “So he will be there for a meet and greet on the first day.” 

She explains that customers being able to meet its ambassadors at the pop-up serves as a point of difference with its pop-up stores.

“I think being able to meet our ambassadors is quite important for us. We talk about ‘nothing beats belief’ as our core messaging and who we are as a brand. 

“We choose ambassadors based on that messaging and people who are aspirational and have achieved amazing things or have got the same mindset as us.”

She adds: “I think being able to actually see that in person is a good point of difference against other brands to show that the people that we engage with and that we believe should be wearing our products are real physical people.”

More physical spaces on the way

Although Gym King has already proved itself in many ways, it’s far from the end of the line for the ambitious sportswear retailer.

As it continues to evolve, Hutton reveals that the brand hopes to roll out more physical spaces in the near future.

“We definitely want to do another pop up either at the end of the year or at the beginning next year,” she says.

“That will be in Manchester because that’s another hot spot for us in terms of consumer base.”

Although she does not reveal any specific locations, the exec also says there has also been “talk of whether we go into flagship stores” in the “not too distant future”.

So if you’re a fan of Gym King’s selection of gym clothes, loungewear, and activewear pieces, the retailer’s head of brand encourages you to “watch this space”.

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The yoga wear retailer said it had unsuccessfully attempted to settle the dispute with Wilson last week, delaying the filing of its definitive proxy statement in the hope of reaching an agreement.

Wilson, who founded Lululemon in 1998 and owns 8.6 per cent of the business, has been pushing to install three directors on the company’s board after publicly criticising the retailer’s leadership and warning that the brand has lost its “cool” factor.

In a regulatory filing made on Monday, Lululemon issued its most detailed public rebuttal since the dispute began late last year, claiming Wilson’s views on how the business should position itself are no longer fit for the brand’s future.

The retailer said Wilson’s actions had been “damaging to the brand” and were harming “the very stakeholders he claims to represent”.

“Electing any of Mr Wilson’s nominees would endorse his misguided perspectives,” the company said in a letter to shareholders.

Lululemon said Wilson had recently countered its proposed settlement terms with a plan that represented “a significant departure” from previous discussions. According to the filing, he sought the immediate appointment of two of his nominees, with a third director to be chosen from a pool he selected.

He also asked for quarterly meetings with Lululemon’s incoming chief executive and several directors.

Wilson pushed back hours later, insisting the dispute could be resolved quickly and that he remained willing to be constructive. He said he believed the two sides were moving towards a settlement and claimed directors had not made clear where the current disagreements stood.

“The notion that I want to dictate strategy to Lululemon is just wrong,” Wilson said, adding that he stood by his nominees and believed their brand and marketing expertise could benefit the business.

The row comes during a turbulent period for Lululemon, whose shares have fallen 62 per cent over the past 12 months amid design missteps, slowing momentum and mounting concerns over its brand appeal.

The company, which has a market value of around $14bn, has also been losing ground to fast-growing rivals including Alo Yoga and Vuori.

Lululemon recently named former Nike executive Heidi O’Neill as chief executive, following the exit of Calvin McDonald earlier this year. However, shares fell on the news of her appointment, despite some investors praising her industry experience.

It also added two new directors in recent months as it looks to revive growth and stem market share losses.

Lululemon has urged shareholders to back its three directors up for election, including former Levi Strauss chief executive Chip Bergh, describing them as “vastly superior” to Wilson’s nominees.

Investors are expected to vote next month, unless the two sides reach a settlement before then.

Wilson is not the only investor to have pressed for change at the retailer. Activist investor Elliott Investment Management built a stake worth more than $1bn last year and had previously urged the board to appoint former Ralph Lauren executive Jane Nielsen as chief executive.

Elliott has not publicly commented on Lululemon’s decision to appoint O’Neill.

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Later in April, the brand went on to announce that Myprotein would be partnering with Footasylum, with its activewear range making its high-street debut.

The range is currently available across seven UK Footasylum stores, including Manchester Arndale, Cardiff, White Rose Leeds, Meadowhall, Oxford Street, Metrocentre and Silverburn, according to THG’s website.

Items available to purchase include hoodies, jackets, leggings, shorts and sports bras, in colourways such as butter yellow, blush, mint green, slate blue and black.

“Scaling Myprotein as a true omnichannel brand”

Although the Footasylum tie-up marks Myprotein’s first activewear brick-and-mortar launch, the brand already sells a wide range of its nutrition products across physical stores.

In 2024, the company launched into 1,200 Boots stores nationwide, selling goods such as its Clear Whey Protein and Impact Pre-Workout. The move marked its biggest in-store launch with a single retailer at the time.

More recently, the brand partnered with convenience food producer Greencore in February to introduce a new range of Myprotein branded food on-the-go products, with the items available in Sainsbury’s supermarkets and convenience stores.

Explaining why Myprotein made its activewear debut on the high street, THG Nutrition CEO Neil Mistry says that it had built a “strong” direct to consumer business over the last decade, and that the next step was “scaling Myprotein as a true omnichannel brand”.

“Physical retail allows us to reach new customers, build brand presence, and showcase the quality and design of our products in a way digital alone can’t” he says. 

“It’s less about shifting channel and more about expanding how and where customers engage with the brand.”

With its status as a leading sports nutrition brand, Myprotein choosing Footasylum for its high-street activewear debut makes sense.

In its latest annual results, the footwear giant hailed a “standout” year as its sales and profits hit a record high.

The shoe retailer is also pushing ahead with its store expansion plans. In March, it extended its revolving credit facility with HSBC UK from £35m to £60m.

The increased funding is set to support the next phase of Footasylum’s store rollout programme, with new locations planned in Leeds, Glasgow and Merthyr Tydfil.

Mistry affirms: “Footasylum has a strong, fashion-led customer base that aligns well with how our activewear has evolved; moving beyond performance into everyday lifestyle.

“They understand their audience, curate their offer well, and give us the right environment to introduce the brand in a way that feels authentic and relevant.”

He adds: “We’ll work closely with Footasylum to refine the range, understand customer response, and then scale into additional stores where we see the strongest opportunity.”

A focus on womenswear 

For now, Myprotein’s partnership with Footasylum has seen “a curated selection of women’s MP Activewear” launched across selected UK stores, aimed at 16 to 24 year olds.

The exec explains that the launch focused on womenswear due to this category being “one of the fastest-growing parts” of its activewear business and “a key area of focus for us”.

However, he notes: “Menswear remains a significant opportunity, and we’ll look to expand this with the right partners over time.”

Myprotein’s collaboration with Footasylum raises the question of whether the brand will partner with any other retailers for future high-street activewear launches.

Although Mistry refrains from naming any specific brands, he insists that the company is “focused on building long-term partnerships with a small number of key retailers, rather than scaling too quickly”.

“The priority is to get the model right, prove demand, and then expand in a considered way” he adds.

Myprotein Kitchen “helped us understand the role physical space can play”

As well as selling its range of nutrition products in-stores, Myprotein’s kitchen store format preceded its activewear launch in Footasylum.

The business initially launched its physical kitchen store in Manchester in 2023, with the shop selling goods including fresh food, protein shakes and coffee.

In October, the brand went on to reveal that it was partnering with Everlast Gyms to rollout its Myprotein Kitchens in the gym’s locations across the UK and Ireland.

Mistry assures that the Manchester kitchen concept had been “a really valuable brand asset” for the business.

Additionally, he says: “It’s helped us understand the role physical space can play – not just as a retail channel, but as a way to bring the brand to life through experience, community and product discovery.”

“Those learnings are directly shaping how we approach retail more broadly.”

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The four-week campaign ran through Runners Need, which is part of Cotswold Outdoor Group, and was powered by Zitcha’s retail media platform.

It combined in-store digital screens across 13 shops with on-site placements, CRM activity and paid media across Meta and Google.

Cotswold Outdoor Group said the campaign drove a 30 per cent increase in HOKA’s share of revenue and a 28 per cent rise in unit share during the period.

Stores included in the in-store screen activity recorded a 13.3 per cent increase in incremental units sold per shop compared with control locations.

The retailer said homepage click-through rates rose 53 per cent, while CRM email activity achieved a 67 per cent open rate.

Product engagement after click-through was 3.9 times higher than the control group, supported by a 19 per cent uplift in overall conversion.

The campaign targeted high-intent running customers, including performance runners and shoppers using Runners Need’s in-store gait analysis service.

Cotswold Outdoor Group chief executive Jamie Kristow said: “This campaign proves that our retail media network is more than just an advertising channel.

“By connecting our in-store expertise with targeted digital touchpoints, we have shown how Cotswold Outdoor Group retailers can deliver measurable growth and immediate demand in a competitive category.”

Zitcha regional director for EMEA Dan Sands said the campaign showed the value of moving beyond on-site ad placements to a full-funnel omnichannel model.

He added: “These results validate the power of an integrated retail media network to convert demand at the point of purchase, both online and in store.”

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The outdoor retailer said the relaunch includes revamped stores, a redesigned website and a sharper focus on consumers blending city living with outdoor lifestyles.

Five Blacks Pinnacle stores in Glasgow, Harrogate, Aintree, Meadowhall and Brighton have been refurbished as part of the rollout.

The business said the updated sites feature cleaner layouts, improved navigation and curated product edits spanning clothing, footwear and equipment.

Brands stocked across the refreshed stores include Rab, Columbia, The North Face, Berghaus, Merrell, Salomon, Fjällräven and Yeti.

Blacks said the new direction is aimed at the “urban adventurer”, shoppers looking for products that work both outdoors and in everyday wardrobes.

The relaunch also includes a redesigned ecommerce platform, which the retailer said offers a more modern and editorial-led customer experience.

CEO Steve Knights said: “Blacks is evolving to reflect how outdoor lifestyles look today. Time spent in the city and outdoors increasingly overlaps, and our customers want gear that works across both.

“This relaunch brings together considered retail spaces, curated product ranges and a modern digital platform, all designed to deliver a more relevant, inspiring experience while staying true to our outdoor heritage.”

The company added that store reopenings will be backed by local events and community hikes throughout May.

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The move comes in line with the company’s capital allocation priorities, as well as its commitment to “continue delivering significant cash returns to shareholders,” JD Sports said.

The programme will commence immediately and will initially involve the purchase of ordinary shares of £0.0005 each in the business, with an aggregate value of up to £100m.

It is expected to complete no later than the close of JD Sports’ first half of FY27, 31 July 2026.

Following this, the sportswear giant, which recently reported a drop in Q4 sales, plans to enter into arrangements to begin the second tranche of its programme in the sum of up to £100m.

JD Sports has entered into an “irrevocable agreement” with investment management firm Merrill Lynch International to carry out the first tranche on its behalf. 

The maximum number of shares that can be acquired under the programme, as authorised by shareholders at the company’s 2025 annual general meeting on 2 July 2025, is 515,475,677. 

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