Whether we are in Africa or Quebec, sustainable development is often associated with major transformations, significant investments, or complex processes. Yet an SME can integrate sustainable development into its operations in a realistic, gradual manner that is tailored to its resources.
In Quebec, the vast majority of businesses have already adopted at least one environmentally responsible business practice. In 2024, this was true for 92.6% of businesses with five or more employees. However, only 4.9% were engaged in a formal sustainability initiative in 2025. (Quebec Institute of Statistics)
This finding reveals a gap between the adoption of best practices and their integration into a structured approach.
What about Africa?
Conditions in Africa vary considerably from one country to another. Micro, small, and medium-sized enterprises, however, play a central role in the continent’s economies and, according to the African Development Bank, account for approximately 80 percent of African businesses.
These companies face challenges such as access to financing, energy costs, infrastructure, waste management, access to technology, and vulnerability to climate change. These constraints can also become opportunities for innovation: some companies are developing circular economy solutions that transform waste into resources, reduce the use of raw materials, or improve process efficiency.
There is therefore no one-size-fits-all model: actions must take into account the economic, social, and environmental realities of the region and the company.
My Approach: From Diagnosis to Action
To support an SME, I offer a six-step process in which each step builds on the previous one:
| Step | Objective | Examples of Initiatives |
| 1. Diagnose | Provide an overview of the situation and identify the key issues. | Energy, resources, waste, transportation, procurement… |
| 2. Prioritize | Identify the issues that should be addressed as a priority. | Impacts, capacity for action, potential benefits |
| 3. Plan | Turn priorities into concrete goals and actions. | Responsibilities, Deadlines, Metrics |
| 4. Mobilize | Engage employees and foster buy-in. | Awareness-raising, consultation, training |
| 5. Take Action | Implement the selected actions. | Energy, waste, procurement, mobility, resources… |
| 6. Measure and Improve | Evaluate the results and adjust the actions. | Metrics, Progress, Improvements |
Examples that demonstrate the diversity of solutions
Initiatives in Quebec and Africa demonstrate that the same goal can lead to very different actions depending on the context.
| Background | Example | What this illustrates |
| Quebec | Café William, in Sherbrooke, has invested in an electric coffee roaster that is expected to reduce GHG emissions from coffee production by more than 90 percent. | Technological innovation can support the energy transition. |
| Quebec | SDF Abrasif, in the Mauricie region, has developed a project aimed, in particular, at increasing the use of recycled glass and improving its production processes. | The circular economy can contribute to environmental performance and productivity. |
| Africa | AfriCircular Innovators, supported by the African Development Bank, assists small and medium-sized enterprises (SMEs) that are developing circular economy solutions in various sectors. | Environmental challenges can become opportunities for innovation and value creation. |
The common thread: starting with the company’s real challenges to identify the most relevant areas for action.
Why seek support?
An SME may want to take action but not know where to start, or it may have already adopted several best practices without integrating them into an overall strategy.
This guidance helps structure the discussion around five questions:
Where do we stand? → What are our top priorities? → What can we do? → What resources do we have? → How can we measure our progress?
Conclusion
For me, supporting an SME in the area of sustainable development means transforming its challenges into concrete opportunities for action, while taking into account its reality, its resources, and its ambitions.
🌱 Sustainable development should not be a separate initiative from a company’s core business activities, but rather a way to improve its practices, strengthen its resilience, and create long-term value.
📚 Bibliography
Banque africaine de développement (BAD). (2024). Le programme AfriCircular Innovators de la Banque africaine de développement sélectionne 30 petites et moyennes entreprises pour développer des solutions d’économie circulaire. Banque africaine de développement.
Banque africaine de développement (BAD). (2025). Circular Economy in Africa. Africa Circular Economy Facility (ACEF) et African Circular Economy Alliance (ACEA).
Institut de la statistique du Québec (ISQ). (2026). L’évolution des pratiques en développement durable des entreprises. Gouvernement du Québec, 21 mai 2026.
Institut de la statistique du Québec (ISQ). (2026). Les pratiques d’affaires écoresponsables. Gouvernement du Québec.
Gouvernement du Québec. (2025). Investir dans l’innovation durable – Près de 4,4 M$ à SDF Abrasif pour améliorer sa productivité. 8 juillet 2025.
Le Sherbrooke. (2024). Un torréfacteur 100 % électrique pour le Café William, une première mondiale.