Background
Ekinops is a French mid-market company of approximately 600 employees that develops telecommunications equipment and cybersecurity solutions for telecom operators and enterprises.
Listed on Euronext since 2013, the company has progressively embedded sustainability into its business operations, driven by a combination of regulatory requirements and genuine internal conviction.
As a publicly traded company subject to CSRD wave 1 reporting, Ekinops recently published its second sustainability report covering the 2025 financial year.
The company has been measuring and disclosing greenhouse gas emissions annually since 2021, following the GHG Protocol framework across Scopes 1, 2 and 3.
Ekinops’ total emissions (scope 1, 2 and 3) reduction targets are:
- -33% GHG emissions by 2030 (baseline: 2023)
- -53% GHG emissions by 2050 (baseline: 2023)
(Trajectory aligned with a +2°C warming scenario)
Beyond climate action, Ekinops has prioritized diversity, equity, and inclusion initiatives as core pillars of its sustainability strategy.
The company’s sustainability commitments are shaped by multiple stakeholder pressures: clients in Europe who represent 70-75% of revenue increasingly weight ESG criteria in procurement decisions, sometimes by up to 20%. Additionally, reference shareholder Bpifrance actively promotes sustainability among its portfolio companies. Meanwhile, Ekinops’ banking partners have indexed interest rates on growth financing to ESG performance indicators.
Challenge
Before adopting Sweep, Ekinops managed sustainability data through a fragmented, manual process that created significant operational burdens and business risks.
Activity data for the carbon footprint was collected through Excel spreadsheets scattered across the organization. Employee commuting information, a material Scope 3 category, was gathered via Microsoft Forms questionnaires.
External consultants then compiled and processed everything to produce emissions calculations. The workflow was cumbersome, generating numerous time-consuming iterations between Ekinops staff and advisors.
The sustainability team found the whole process to be very time-consuming and found that they lacked visibility of the result before the consultants delivered their work. The lack of transparency in the process meant that if data needed correction mid-process, it was complicated to manage.
Additionally, this dependency on external expertise created concrete business problems. For example, when auditors or stakeholders requested updates or recalculations, Ekinops was simply unable to respond quickly. The company was effectively blocked until consultant availability aligned with project timelines, a delay that could extend over a week for straightforward adjustments.
After completing its inaugural CSRD report, Ekinops conducted an internal review and reached two critical conclusions. Firstly, the company needed to improve data reliability, and secondly, it had to modernize collection methods. The existing approach was found to be incompatible with the speed, accuracy, and audit readiness that CSRD compliance demands, particularly as corporate and social responsibility (CSR) performance increasingly influences both competitive positioning in client tenders and access to favorable financing terms.