Final New Venture Report for SmartCan and EcoPerks

(Word count- 3024)

Nick Hippen, Kyle Edmonds, Laura Haupt, Eden Frost, Anshia Nagrath

1
Origins of the Idea
The SmartCan and EcoPerks venture idea was originally sparked by a trip two of our founders
took to Calgary, Alberta. While in a mall in Calgary, it was noticed that the instructional signage on the
waste stations was much more comprehensive with regard to proper sorting procedures than it is in
Ontario. The mall in Calgary also had staff members present to help with any confusion or questions
consumers may have while separating and sorting their garbage for disposal.

In our Entrepreneurship and New Ventures class, we learned about how to find “bugs”. Here in
London, the waste management programs are not very clear and the collection days change weekly.
Within universities, public spaces and other institutions, the signage is unclear and does not provide
comprehensive recycling guidance for consumers. Some of our group members also had knowledge of
recycling programs in Germany, which are known to be one of the most effective in the world. These
observations, along with further research, provided our team insight into the complex challenges involved
in waste management and the current solutions provided. Furthermore, Ontario is set to move into a
producer-responsible recycling system, which provides a unique opportunity for startups in this space to
create new innovative solutions to common recycling challenges

Within our Digital Platform Implementation class, our team learned about IOT and machine
learning. This became one of the main foundations and value propositions of the SmartCan. Our solution
combines IOT sensors and machine learning to detect the type of waste an individual has in hand and is
then able to tell the consumer which stream the item belongs in for proper disposal. Building off of this
idea the cans themselves would provide data to whomever is servicing them. This includes how full each
bin is and when each should be emptied, allowing collection companies to optimize their schedules,
helping to lower costs and increase efficiency.

One issue we considered was how we could incentivize consumers to follow through with
recycling in the proper streams. We brainstormed and came up with the idea for the EcoPerks app. The
idea was to incentivize users to properly dispose of their waste and gain rewards for doing so. Here we
could support local businesses, as consumers could earn points through this app and redeem their points
for discounts at participating businesses, a local coffee shop, for example.

Overall, the SmartCan and EcoPerks venture was inspired by the observation of different
recycling programs, combined with knowledge and research into waste management challenges,
observations from other courses and the opportunity presented by Ontario's upcoming move towards
producer responsibility in waste management.

Development Process
Developing a venture idea from scratch and leveraging various frameworks like the 9-step new
venture process, the business model canvas, and the "Getting to Plan B" approach has provided us with a
strong foundation in entrepreneurship. The 9-step new venture process was critical in guiding the
development of the SmartCan and EcoPerks idea. By systematically identifying the market problem,
defining the target market, establishing a value proposition, and assessing the financial viability, we were
able to create a comprehensive business plan for SmartCan and EcoPerks. This process not only enabled
us to refine the concept but also to understand the market dynamics and competitive landscape. The

2
business model canvas further helped us structure the various aspects of SmartCan's business model and
allowed us to visualize the relationships between the key components, such as value proposition,
customer segments, and revenue streams (Exhibit 1). This framework ensured that we considered all
aspects of the venture and identified potential gaps and areas for improvement.

We started our development process by conducting market research and identified the problem of
recycling contamination and inefficient waste management in public spaces as the issue we wanted to
tackle. This initial research gave us a nuanced understanding of the problem of recycling contamination
and helped guide the development of SmartCan as a viable solution

We then moved on to the second step in the 9-step process and began considering who our
customers would be. We decided to focus on two main factors to guide our development: scale and
opportunity for impact. We then segmented the market of potential customers and decided to focus on
public space recycling programs because; a) public spaces collect large amounts of waste (scale); and b)
have higher than usual contamination rates (impact). This focus enabled us to tailor the features and value
proposition of SmartCan to the specific needs of these customers. We conducted further research and
reached out to experts in the waste management industry for insights. Using the feedback we garnered
from our interviews, we defined SmartCan's value proposition as an eco-friendly, cost-saving solution to
recycling contamination and a tool to improve waste management efficiency.

From there we focused on developing the product and features that would serve as the best
solution for the customer segment and problem we had identified in steps one and two. We imagined
SmartCan as a system that uses a computer vision camera to capture images of items users are about to
dispose of, analyzes the images using integrated AI software, and displays instructions for proper disposal
on an attached screen. We also began developing our idea for the EcoPerks app, which would work
alongside the SmartCan unit to incentivize users to develop better recycling habits.
We then sought further feedback from industry experts, potential customers and target users (ie.
our peers) to validate the SmartCan concept. As a result of this feedback, we gained many valuable
insights that deepened our understanding of the problem. We learned that in the current system, most
public space waste receptacles rely on simple signs with photos or icons of the materials accepted in each
stream. However, after speaking to experts (facilities management staff at major universities) we learned
that while these signs are better than nothing, they are still insufficient to solve the recycling
contamination problem completely. Our experts told us that this is because most people have a hard time
extrapolating and applying information from the sign to the item in their hand, resulting in improper
disposal.
We then issued a peer survey to test people’s knowledge of local recycling guidelines and identify
any pain points they may experience during the waste sorting process. The results of our survey
confirmed what our research suggested; most people are unsure what materials are acceptable to put in the
recycling bin outside the home and often recycle improperly as a consequence. From the feedback we
collected, we determined that a good solution would be quick, easy and intuitive to use, granular in its
guidance to users, and offer value to the customer-institution by reducing the cost of administering
recycling programs. We also consulted the Continuous Improvement Fund’s (CIF) website for further
guidance on how to evaluate our solution. We found that the CIF suggested four criteria to evaluate the
potential adoption of new recycling technologies: 1) Improving Bale/Commodity Quality; 2) Measuring

3
and Managing Contamination; 3) Time Required to Implement, and; 4) Cost to Implement (Exhibit 2).
These criteria further helped us in evaluating our idea as a potential solution and provided insights into
how we should design our pricing model (ie. incorporate flexible payment options).

We then began analyzing the current recycling/waste management ecosystem using the six
PESTEL factors to determine potential threats and opportunities for our proposed business (Exhibit 3).

After conducting this analysis, we focused our attention on the 4 Ps: Product, Pricing, Placement
and Promotion. By this point, we had a pretty well established plan for our product and its features but
we had not yet considered pricing, placement or promotion, so we used the “4 Ps” framework to help
structure our proposed business strategy by making sure each “p” aligned well with the others. To
establish the pricing for SmartCan, we conducted market research and analyzed the competitive
landscape. We estimated the unit cost for manufacturing and considered the value proposition and our
target market's willingness to pay. Using information available on the CIF’s website, we discovered that a
nearby municipality had paid $851/unit for a regular two-stream garbage receptacle intended for public
spaces.1 Using this as a baseline, we decided to set a price range between $600 and $1000, depending on
features and customization. Additionally, we explored different pricing structures by using the Business
Model Grid from “Getting to Plan B”. We began this step by assembling a list of analogs and antilogs
from similar and different industries. Some of our analogs included the “Peloton model” (upfront cost to
purchase the hardware, plus monthly cost of service subscription), the “internet router model” (one-time
cost for installation, recurring monthly charge for service, mandatory device return at end of service
contract), and the “off-the-shelf” model - one-time purchase, no recurring service fees or subscription
payments. After considering each revenue model and our various customer segments, we realized that a
one size fits all approach may not meet the unique needs of different customer segments. We decided to
offer multiple payment options with tiered pricing models based on individual customer needs in order to
cater to various customer preferences and ensure financial sustainability.

In terms of placement, we decided that SmartCan’s distribution channels will include direct sales
through the company's website, partnerships with waste management companies and distributors, and
resellers targeting public institutions. For software updates and support services, distribution will be
managed through an online platform, enabling easy access and remote assistance for customers.

We also crafted a comprehensive marketing and sales strategy for SmartCan and Ecoperks,
focused on promoting our products’ unique features and benefits. This three-pronged strategy included
traditional marketing, public relations and industry outreach, and a professional, solution-focused sales
strategy. For our marketing efforts, we decided our approach would include online marketing through our
website and social media accounts, targeted online advertising using keywords and SEO, and content
marketing with blog posts, case studies, and white papers. Our PR strategy would be a coordinated effort
to promote our product, including regular press releases and media engagements, and attending industry
events, trade shows, conferences, and exhibitions to expand our industry network. Additionally, we
planned to establish a sales team trained to target specific customer segments and craft customized
solutions to meet unique customer needs. We designed this integrated promotional approach in order to
increase brand exposure, credibility, and market penetration.
1
https://thecif.ca/projects/documents/666.13-St.Thomas_Final_Report.pdf

4
Next Steps- Operations
In order to execute on our new venture idea, there are several key resources we would need to
acquire. The first, and perhaps most critical, resource we need for SmartCan and EcoPerks to succeed is
funding. We will need to buy hardware, develop software, and hire personnel. We'll also need to develop
capabilities to maintain and repair the smart cans and establish partnerships with the waste management
companies currently servicing our target customers, for collection services. Additionally, for the
marketing and promotional efforts outlined above to succeed, they will require a portion of our company
budget, so some capital requirements will need to be allocated for marketing.

In terms of funding, our plan would be to reach out to any applicable accelerators, especially
those related to tech and social enterprises, such as Pillar. With their help, we hope we would be able to
grow our network and connect with enough people interested in investing in our business that we would
be able to acquire the financial and human resources required to execute.

We will also need to acquire non-monetary resources, such as parts suppliers, equipment
manufacturers and logistics services in order to make and deliver the Smartcans to our customers. This
means acquiring the expertise to source the raw materials, manufacture the cans, and develop a supply
chain to get them to customers. We will also need to connect with and hire any necessary software
developers and engineers to make our idea a reality. Our plan would be to leverage the connections made
through the accelerator program to reach out to and hire developers for this project. However, due to the
advanced level of technology we are planning to use, the accelerator could also help us in further
researching and finding relevant technologies to expedite the development process.

During that same time, our immediate goal would be to create a proof of concept that we can use
for demonstration purposes within our now more established network to garner further funding or draw up
our first contracts with customers. Following this, we would upgrade our proof of concept into a product
that is ready for roll-out. Arguably, this initial product will not represent the full extent of our vision, but
simply be the first market-ready version.

From there, our attention would turn to marketing and sales, which are crucial to creating
awareness and getting our product into the hands of our target customers, which in our case are public
spaces and institutions, such as universities. Working with our established network and the accelerator
program, our plan would be to fine-comb through our list of collection partners that are already servicing
target institutions for collection services, to find the ideal first launch location. We would then need to
conduct additional research to identify the key person or people in each of our target organizations who
are responsible for contracts and purchase decisions. By identifying these key decision makers, we could
begin to establish relationships and create targeted sales pitches that emphasize the benefits of the Smart
Can and the EcoPerks program for each institution. Additionally, we would need to form partnerships
with local businesses to help promote our program and create a strong brand presence in these markets.
Finally, to support our new venture and run the administrative functions, we would need to hire personnel
with the appropriate skills and experience to do so, and acquire legal services to help us navigate the
insurance and licensing process (eg. waste management permit, environmental permit etc.) .

5
Next Steps- Finances and Roll-out
The customers we plan to target first are universities and malls. There are more than 400
universities in Canada (Council of Ministers of Education, Canada n.d.) and more than 3000 malls (List
of shopping malls in Canada 2022) (Exhibit 4). Universities and malls are keen on adopting these
solutions due to their commitment to sustainability, with the adoption rate among universities being
particularly noteworthy, with at least 70% of them embracing sustainability initiatives (The environment
2021). This is why we are sure that the market demand is high. The experts we talked to also expressed
their need for a simpler and more efficient recycling system.

Our pricing strategy is based on the production costs and our business model. The average
material costs of $77.40 per unit, based on the 60-pound weight and the typical cost mix of steel and
plastic, contribute to the $177.78 cost per unit. Additionally, the screen has a price tag of $100 based on
discounted bulk orders. The work costs, which are assessed at $6 each hour, will differ contingent upon
the number of hours expected for manufacturing the trash cans (Exhibit 5). We estimate our R&D costs
to be between $50000 and $150000 as the average costs for the App are around $70000 (Rybii, 2022).

As mentioned above, the price for each SmartCan will range from $600-$1000, depending on the
size and features of the chosen option. We also plan to offer tiered service plans, including Basic, Pro and
Enterprise, with monthly service fees ranging between $20/unit and $50/unit, depending on the length of
the service agreement, payment terms and the customer’s needs. For customers, who do not want to buy a
unit outright, we will offer a leasing service that covers the rental cost of the unit, plus the monthly fee for
service. The price per unit for organizations wishing to lease SmartCan units, rather than buy them, will
be negotiated on a case by case basis by our sales team. With our leasing option, we hope to target
organizations that are either not able or not willing to pay the upfront costs right away.

Are we planning to start this business?

Yes. We believe we have a genuinely useful, effective and sustainable solution to a very real but
often overlooked problem to those not aware of it. However, those who are aware of it are welcoming our
idea. Based on the expert interviews we conducted, we can confidently say that our product would
legitimately solve their pain points when it comes to recycling contamination. What makes this so
exciting to pursue is also our proposed idea of modularity: No matter how big of a product we are
planning to launch, we can easily adapt to additional or changing demand. Our venture is easily
modifiable and scalable to include a broad line-up of ideas that have something for every customer and
consumer.

We also have garnered interest from the accelerator guest, implying that we have a very real
opportunity at acquiring assistance for this venture. Really, the only thing we need to consider is how we
plan to begin; whether this will be a full-time commitment from the start or just a side-hustle initially.
Considering all members of the group are interested, we think there is enough initial manpower to do this
full time. In terms of the founding team, our group has a unique mix of skills and experience that would
allow us to get the business off the ground quickly.Laura's experience in finance, partnerships, and
previous work in HR make her a perfect all-rounder to help jump-start the operations side of our business.

6
Anshia and Kyle's experience with software/UX design and product management will be critical in
guiding the development of the EcoPerks app and SmartCan software platform. Additionally, Eden's
expertise in digital marketing and Nick's background in consumer behaviour provide key resources to
round out the marketing and sales side of the business. However, this is just a starting point. Seeing as we
are only halfway through our degree, and these skills and experiences will likely continue to grow, we see
each group member taking on many different roles and responsibilities in the future as we grow this
venture.

7
 New Venture Summary: SmartCan and EcoPerks

Concept Overview
SmartCan is a smart recycling can that was designed to solve the recycling contamination
problem for good by providing real-time guidance on how to properly dispose of waste and recyclables
according to local guidelines. With SmartCan, you can reduce recycling contamination, save money and
help promote sustainable waste management practices.

Problem Statement:
Recycling contamination is a significant issue in Canada, where non-recyclable materials are
mistakenly placed in recycling bins, leading to contamination of the recycling stream (Chung, 2018). This
contamination can result in the rejection of entire batches of recycled materials, ultimately undermining
the efforts to reduce waste and conserve resources, or it can lower the value of recyclables and make them
more difficult to sell to offset the cost of recycling programs.

Our Solution:
The EcoPerks app and SmartCan solution work hand in hand to provide users with an integrated
waste management system that rewards eco-friendly behaviour. SmartCan's is an intuitive waste
management product with a built-in display screen that provides real-time guidance on how to properly
dispose of your waste, making it easier for users to recycle and compost correctly. This can be
personalized to geographical areas to show local products and where they should be recycled. As users
dispose of their waste properly using SmartCan, they can earn points that are tracked and displayed on the
EcoPerks app. Users can then redeem these points for discounts and rewards at participating local
businesses, creating a powerful incentive for users to continue their eco-friendly practices. The EcoPerks
app also provides feedback on the user's progress, offers suggestions and information on how to improve
their waste management practices, making it easy for users to stay motivated and on track.
Furthermore, we will establish a servicing contract with the customers, who will be charged for services
accordingly.

Target Market:
The SmartCan customers are well-trafficked, non-residential establishments such as shopping
malls, office buildings, universities and airports. These locations accrue large amounts of garbage and
recycling on a daily basis and have higher rates of recycling contamination than household recycling
programs (Waste Management, 2020). We distinguish the above customers from users who are the trash
producers.

Value Proposition:
Institutions that implement the SmartCan and EcoPerks app into their operations will benefit in
several ways. Firstly, SmartCan simplifies the process of separating waste from recyclables and
incentivizes the formation of good habits through its EcoPerks rewards program. This will make it easy
for users to adopt sustainable waste management practices and reduce the time and effort required to
manage their waste. In turn, institutions that use SmartCan will save money on waste management costs
by reducing the amount of waste that ends up in landfill while also saving on operational costs by
reducing recycling contamination, which can be costly to remediate. Furthermore, SmartCan can assist

8
institutions in achieving their waste management ESG targets, leading to the development of a favourable
brand reputation among consumers, employees, and investors, which contributes to increased customer
loyalty, top talent attraction, and improved investor confidence (Whelan & Fink, 2016).

Venture Positioning
Our venture stands out by using IoT to incentivize recycling directly, without resorting to
gamification or oversimplification like Waste Wizard's guessing mechanism. Our unique approach
provides feedback from SmartCan and the app on the user's personal recycling habits, allowing for
continuous learning and improvement, and exciting rewards for the user. In comparison, Smartbin utilizes
similar tracking technology, but it can only detect if a can is full, not if the correct trash has been disposed
of. As such, we plan to apply for patents for our SmartCan and EcoPerks immediately.
Our SmartCan and EcoPerks venture is unique because it combines innovative technology with an
incentive-based approach to promote proper recycling practices. By utilizing advanced sensors to
accurately sort and separate different types of waste, the SmartCan can track users' recycling progress and
provide relevant data through the EcoPerks app. Our plan is to establish exclusive partnerships with local
waste management companies and supplier contracts with businesses and institutions to become the sole
provider of their smart recycling solutions, which would help us build stronger relationships within the
industry, reduce competition, and generate a consistent revenue stream for our venture. Our aim is to
establish a strong brand identity centered around waste reduction and sustainability, which will resonate
with customers and differentiate us from competitors. We intend to achieve this through effective
marketing, education, and partnerships with environmentally-focused institutions and government
entities.
Our current biggest competitor is the BC-based company Oscar. Similar to us, their product relies on
organizing trash as it is being thrown away and uses apps to incentivize users. To ensure we are staying
ahead of them we need to look for other differentiating features, such as looking into textile recycling or
other more specific trash categories. Furthermore, they are still very localized in BC. We are planning to
begin our journey within Ontario, where we first observed the contamination problem due to insufficient
instructions and poor signage. Additionally, Ontario’s transition from municipal to producer responsibility
for the recycling program, presents a unique opportunity, not available in BC, for us to capitalize on.
From Ontario, we have a geographic advantage that permits us easy access to Quebec, the East Coast and
the Western interior. As long as we move fast, we can use the advantage of starting local to gain enough
capital and reputation to expand outward, hopefully overtaking oscar as THE brand for solving recycling
contamination.
The Idea Sandbox
The waste management industry is a growing market that has become a significant challenge in
the context of environmental sustainability. The industry's fragmented and inefficient nature means that
there is ample room for disruption and new innovation. The SmartCan presents a unique solution to
address the recycling contamination problem, but the waste management value chain is long and complex,
offering numerous opportunities for intervention and pivoting. Furthermore, the waste management
industry is a global market with significant potential for scalability and expansion. Waste management
practices vary across different geographical regions, making it necessary to develop products and services
that cater to the specific needs of each market.

9
 Exhibits

Exhibit 1: The Business Model Canvas

Exhibit 2: CIF’s Evaluation Criteria for Next-Gen Recycling Solutions

10
 Exhibit 3: PESTEL analysis

Ontario (ON) is also in the midst of transitioning its current shared Extended Producer
Responsibility (EPR) Blue Box program to Individual Producer Responsibility (IPR). This
transition will see producers take over the operational and financial responsibility of the Blue
Box program from 2023 – 2025.(Producer responsibility for ontario's waste diversion
Political programs n.d.) Additionally, China’s implementation of its National Sword (2017) and Blue
Sky (2018) policies resulted in greater restrictions and outright bans on the importation of
several post-consumer recyclable commodities. These policies have forced MRF operators to
not only evaluate how materials are sorted at MRFs, but also how to prevent contamination
from entering the MRF (Next Gen Recycling Technologies Study 2021).
Municipal recycling costs have continued to increase annually, due to the increasing
complexity and light-weighting of the packaging supplied into the market. As packaging
Economic
becomes more complex and multi-layered, it results in greater sorting challenges and greater
confusion amongst residents which contributes to higher contamination rates.
Increased emphasis on sustainability, meeting ESG goals, transition to circular economy all
point to increased social pressure on companies and institutions to reduce landfill contribution
Social/Societal
and divert as much waste as possible through proper recycling, presenting an opportunity for
SmartCan.
Our solution is powered by sensors and AI technology. We would need to develop the
capabilities needed to design and manufacture the SmartCan units and to create our proprietary
Technological smart-sorting software. As AI technology improves, we plan to introduce additional
capabilities to SmartCan, including a textile sorting solution for recycling used clothing and
other materials which would require additional technical abilities to implement.
The shift towards a zero-waste, circular economy is accelerating the business imperative for
Environmental increased waste diversion. Our product can help other businesses meet their goals and reduce
their environmental footprint.
Privacy is a growing concern for many businesses, institutions and individuals. Because our
technology uses computer vision cameras to identify waste, SmartCan could be subject to
privacy laws governing the use of image data in public spaces. In order to comply with privacy
Legal laws, SmartCan will use data encryption technology to ensure image data does not collect
personal information or images from its users and will not collect and store any image data. All
image data is processed in real time for the sole purpose of helping users to sort their waste
properly- personal data is never stored, shared or sold by SmartCan.

11
Exhibit 4: Summary of Universities and Malls in Ontario

Universities (ON)2

-public 23

-colleges 24

Total Universities 47

Malls (ON)3 84

Total 131

Universities (CA)4

-private and public 223

-institutions and colleges 213

Total Universities 436

Malls (CA)5 3742

Total 4178

2
(Go to college or university in Ontario n.d.)
3
(List of shopping malls in Toronto 2023)
4
(Council of Ministers of Education, Canada n.d.)
5
(List of shopping malls in Canada 2022)

12
Exhibit 5: Summary of Material Costs for SmartCan

Steel6 $2,18 per pound

Plastic7 $0,40 per pound

Average material: mix of $1,29 per pound

plastic and steel

Weigth in pounds8 60 pounds

Material costs per unit $77,40

Screen per unit9 $100,00

Sensor per unit10 $0,38

Cost per unit $177,78

Labour costs11 6$/hour

6
(Stainless Steel 2023)
7
(Prices for scrap plastics continue to collapse 2022)
8
(Corrugated plastic trash cans in stock n.d.)
9
(TV Screens n.d.)
10
(Honrubia, n.d.)
11
(Mexico Manufacturing Solutions & Labor Costs explained 2022)

13
 References

Bop-Admin. (2022, July 20). Mexico Manufacturing Solutions & Labor Costs explained. IVEMSA.
Retrieved March 5, 2023, from https://www.ivemsa.com/mx-manufacturing-labor-costs-explained/

Chung, E. (2018, April 6). Many Canadians are recycling wrong, and it's costing US Millions | CBC
News. CBCnews. Retrieved March 5, 2023, from
https://www.cbc.ca/news/science/recycling-contamination-1.4606893

Corrugated plastic trash cans in stock. in Stock - ULINE.ca. (n.d.). Retrieved April 4, 2023, from
https://www.uline.ca/BL_2043/Corrugated-Plastic-Trash-Cans

Council of Ministers of Education, Canada. CMEC. (n.d.). Retrieved April 4, 2023 from
https://www.cmec.ca/299/education-in-canada-an-overview/index.html

Grand View Research. (2020). Smart Waste Management Market Size, Share & Trends Analysis
Report By Solution (Analytics & Reporting, Network Management, Optimization Solutions), By
Service, By Application, By Region, And Segment Forecasts, 2020 - 2027. Retrieved from
https://www.grandviewresearch.com/industry-analysis/smart-waste-management-market

Go to college or university in Ontario. ontario.ca. (n.d.). Retrieved April 4, 2023, from

https://www.ontario.ca/page/go-college-or-university-ontario

Honrubia, M. (n.d.). Industrial IOT is booming thanks to a drop in sensor prices. Open Innovation
Hub for Companies, Startups, and Experts. Retrieved April 4, 2023, from
https://www.ennomotive.com/industrial-iot-sensor-prices/

IoT App Development Costs: Full Analysis For 2022. Digital Transformation Services | Indeema
Software. (2022, October 11). Retrieved March 5, 2023, from
https://indeema.com/blog/how-much-does-it-cost-to-create-iot-solution

Next Gen Recycling Technologies Study. CIF. (2021, July 6). Retrieved April 4, 2023, from
http://thecif.ca/project/next-gen-recycling-technologies-study/

North American Free Trade Agreement (NAFTA). International Trade Administration | Trade.gov.
(n.d.). Retrieved March 5, 2023, from
https://www.trade.gov/north-american-free-trade-agreement-nafta

Oscar sort: Zero-touch zero-waste stations. Intuitive AI. (n.d.). Retrieved March 5, 2023, from
https://intuitiveai.ca/oscar-sort

Plastics Recycling Update. (2022, September 14). Prices for scrap plastics continue to collapse.
Plastics Recycling Update. Retrieved April 4, 2023, from
https://resource-recycling.com/plastics/2022/09/14/prices-for-scrap-plastics-continue-to-collapse/

Producer responsibility for ontario's waste diversion programs. ontario.ca. (n.d.). Retrieved April 3,
2023, from
https://www.ontario.ca/page/producer-responsibility-ontarios-waste-diversion-programs#:~:text=Ont
ario%20is%20making%20producers%20responsible,and%20lower%20costs%20for%20taxpayers

14
Rybii, Y. (2022, October 11). IoT App Development Costs: Full Analysis For 2022. Digital
Transformation Services | Indeema Software. Retrieved April 2, 2023, from
https://indeema.com/blog/how-much-does-it-cost-to-create-iot-solution

Stainless Steel. MetalMiner. (2023, April 4). Retrieved April 4, 2023, from
https://agmetalminer.com/metal-prices/stainless-steel/

The environment. Ontario's Universities. (2021, December 7). Retrieved April 4, 2023, from
https://ontariosuniversities.ca/issues-priorities/the-environment

TV Screens. Amazon.ca. (n.d.). Retrieved April 4, 2023, from

https://www.amazon.ca/s?i=electronics&bbn=2690978011&rh=n%3A2690978011%2Cp_n_size_br
owse-bin%3A3236499011%2Cp_36%3A12035763011&dc&ds=v1%3AmLDjPpMMArTcKyid3xDNfC
XABzwaeo1TFCguEGc%2Fy9g&qid=1680660448&rnid=12035759011&ref=sr_nr_p_36_4

Waste Management. (2020). Sustainability Report: Building Value Together. Retrieved March 5,
2023, from https://sustainability.wm.com/downloads/WM_2020_SR.pdf

Whelan, T., & Fink, C. (2016,October 21). The comprehensive business case for Sustainability.
Harvard Business Review. Retrieved March 5, 2023, from
https://hbr.org/2016/10/the-comprehensive-business-case-for-sustainability

Wikimedia Foundation. (2023, April 1). List of shopping malls in Toronto. Wikipedia. Retrieved April
4, 2023, from https://en.wikipedia.org/wiki/List_of_shopping_malls_in_Toronto

Wikimedia Foundation. (2022, December 29). List of shopping malls in Canada. Wikipedia.
Retrieved April 4, 2023, from
https://en.wikipedia.org/wiki/List_of_shopping_malls_in_Canada#Ontario

15