UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

FORM 10-K

(Mark One)

☑	ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

For the fiscal year ended December 31, ~~2024~~2025

☐	TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

For the transition period from ___________ to ___________

Commission File No. 1-34370

WASTE CONNECTIONS, INC.

(Exact name of registrant as specified in its charter)

Ontario, Canada

(State or other jurisdiction of incorporation or organization)

98-1202763

(I.R.S. Employer Identification No.)

6220 Hwy 7, Suite 600

Woodbridge

Ontario L4H 4G3

Canada

(Address of principal executive offices)

(905) 532-7510

(Registrant’s telephone number, including area code)

Securities registered pursuant to Section 12(b) of the Act:

Title of each class Trading Symbol(s) Name of each exchange on which registered Common Shares, no par value WCN New York Stock ~~Exchange~~ExchangeNYSE ~~(“NYSE”)~~Texas, Inc.Toronto Stock Exchange ~~(“TSX”)~~

Securities registered pursuant to Section 12(g) of the Act: None

Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.

Yes þ No ◻

Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act.

Yes ◻ No þ

Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.

Yes þ No ◻

Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T during the preceding 12 months (or for such shorter period that the registrant was required to submit such files).

Yes þ No ◻

Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting company, or an emerging growth company. See the definitions of “large accelerated filer,” “accelerated filer,” “smaller reporting company” and “emerging growth company” in Rule 12b-2 of the Exchange Act. (Check one):


þ Large accelerated filer	◻ Accelerated filer	◻ Non-accelerated filer	☐ Smaller reporting company	☐ Emerging growth company

If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. ◻

Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report. þ

If securities are registered pursuant to Section 12(b) of the Act, indicate by check mark whether the financial statements of the registrant included in the filing reflect the correction of an error to previously issued financial statements. ◻

Indicate by check mark whether any of those error corrections are restatements that required a recovery analysis of incentive-based compensation received by any of the registrant’s executive officers during the relevant recovery period pursuant to §240.10D-1(b). ◻

Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act).

Yes ☐ No þ

As of June 30, ~~2024~~2025, the aggregate market value of shares held by non-affiliates of the registrant, based on the closing sales price for the registrant’s common shares, as reported on the New York Stock Exchange, was $4548,~~132~~127,~~941~~773,~~596~~335.

Number of common shares outstanding as of February 32, ~~2025~~2026: ~~258~~255,~~085~~681,~~200~~232

DOCUMENTS INCORPORATED BY REFERENCE

Portions of the registrant’s definitive Management Information Circular and Proxy Statement for the ~~2025~~2026 Annual Meeting of Shareholders (which will be filed with the SEC pursuant to Regulation 14A of the Securities Exchange Act of 1934, as amended, or the Exchange Act, and with the securities commissions or similar regulatory authorities in Canada within 120 days after the end of our ~~2024~~2025 fiscal year) are incorporated by reference into Part III hereof.

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WASTE CONNECTIONS, INC.

ANNUAL REPORT ON FORM 10-K

TABLE OF CONTENTS


Item No.		Page
PART I
1.	BUSINESS	1
1A.	RISK FACTORS	3233
1B.	UNRESOLVED STAFF COMMENTS	4748
1C.	CYBERSECURITY	4748
2.	PROPERTIES	4849
3.	LEGAL PROCEEDINGS	49
4.	MINE SAFETY DISCLOSURE	49

PART II
5.	MARKET FOR REGISTRANT’S COMMON EQUITY, RELATED SHAREHOLDER MATTERS AND ISSUER PURCHASES OF EQUITY SECURITIES	50
6.	[RESERVED]	51
7.	MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS	52
7A.	QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK	7876
8.	FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA	8078
9.	CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND FINANCIAL DISCLOSURE	~~143~~142
9A.	CONTROLS AND PROCEDURES	~~143~~142
9B.	OTHER INFORMATION	~~144~~143
9C.	DISCLOSURE REGARDING FOREIGN JURISDICTIONS THAT PREVENT INSPECTIONS	~~144~~143

PART III
10.	DIRECTORS, EXECUTIVE OFFICERS AND CORPORATE GOVERNANCE	~~144~~143
11.	EXECUTIVE COMPENSATION	~~144~~143
12.	SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT AND RELATED SHAREHOLDER MATTERS	~~144~~143
13.	CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS, AND DIRECTOR INDEPENDENCE	~~145~~144
14.	PRINCIPAL ACCOUNTANT FEES AND SERVICES	~~145~~144

PART IV
15.	EXHIBITS AND FINANCIAL STATEMENT SCHEDULES	~~145~~144
16.	FORM 10-K SUMMARY	148

SIGNATURES		149
SCHEDULE II – VALUATION AND QUALIFYING ACCOUNTS		150

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PART I

ITEM 1. BUSINESS

This Annual Report on Form 10-K contains forward-looking statements based on expectations, estimates, and projections as of the date of this filing. Actual results may differ materially from those expressed in forward-looking statements. See Item 7 of Part II – “Management’s Discussion and Analysis of Financial Condition and Results of Operations.” All references to “dollars” or “$” used herein refer to U.S. dollars, and all references to “CAD $” used herein refer to Canadian dollars, unless otherwise stated.

Our Company

Waste Connections, Inc. is the third largest solid waste services company in North America, providing non-hazardous waste collection, transfer and disposal services, including by rail, along with resource recovery primarily through recycling and renewable fuels generation, in 46 states in the U.S. and six provinces in Canada. Waste Connections also provides non-hazardous oil and natural gas exploration and production, or E&P, waste treatment, recovery and disposal services in several basins across the U.S and Canada., as well as intermodal services for the movement of cargo and solid waste containers in the Pacific Northwest.

Our senior management team has extensive experience in operating, acquiring and integrating non-hazardous waste services businesses, and we intend to continue to focus our efforts on both internal and acquisition-based growth. We anticipate that a part of our future growth will come from acquiring additional waste businesses and, therefore, we expect that additional acquisitions could continue to affect period-to-period comparisons of our operating results.

Waste Connections, Inc. is a corporation organized under the laws of Ontario, Canada.

Our Operating Strategy

Our operating strategy seeks to improve financial returns and deliver superior shareholder value creation within the solid waste industry. We generally ~~seek to avoid highly competitive, large urban markets and instead~~ target markets where we can ~~attain~~establish ~~high~~a ~~market~~substantial ~~share~~presence ~~either~~and operate efficiently and profitably through exclusive contracts, vertical integration or asset positioning. We also target niche markets, like non-hazardous E&P waste treatment, recovery and disposal services, with similar characteristics. We are a leading provider of waste services in most of our markets, and the key components of our operating strategy, which are tailored to the competitive and regulatory factors that affect our markets, are as follows:

Target ~~Secondary~~Markets ~~and~~Where ~~Rural~~We ~~Markets.~~Can Operate Efficiently. By targeting markets where we can operate efficiently, including secondary and rural markets, we believe that we are able to achieve a ~~higher~~substantial ~~local market share than would be attainable in more competitive urban markets~~presence, ~~which~~reducing ~~we believe reduces~~ our exposure to customer churn and ~~improves~~improving our financial returns. In certain niche markets, like E&P waste treatment and disposal, early mover advantage in certain rural basins may improve market positioning and financial returns given the limited availability of existing third-party-owned waste disposal alternatives.

Control the Waste Stream. In markets where waste collection services are provided under exclusive arrangements, or where waste disposal is municipally owned or funded or available at multiple sources, we ~~believe~~seek ~~that~~to ~~controlling~~achieve ~~the~~efficiencies ~~waste~~through ~~stream~~our ~~by providing~~ collection services ~~under~~that ~~exclusive~~aid ~~arrangements is often more important to~~ our growth and profitability ~~than owning or operating landfills~~.

Optimize Asset Positioning. We believe that the location of disposal sites ~~within competitive markets~~ is often a critical factor to success in the waste services industry. Given the importance of and costs associated with the transportation of waste to treatment and disposal sites, having disposal capacity proximate to the waste stream may provide a competitive advantage ~~and serve as a barrier to entry~~.

Provide Vertically Integrated Services. In markets where we believe that owning landfills iswill aallow ~~strategic~~us ~~advantage~~ to aachieve ~~collection operation because of competitive and regulatory factors~~efficiencies, we generally focus on providing integrated services, from collection through disposal of solid waste in landfills that we own or operate.

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Manage on a Decentralized Basis. We manage our operations on a decentralized basis through six geographic operating segments. This places decision-making authority closer to the customer, enabling us to identify and address customers’ needs quickly in a cost-effective manner. We believe that decentralization provides a low-overhead, highly efficient operational structure that allows us to expand into geographically contiguous markets and operate in relatively small communities that larger competitors may not find attractive. We believe that this structure gives us a strategic competitive advantage, given the relatively rural nature of many of the markets in which we operate, and makes us an attractive buyer to many potential acquisition candidates.

We manage and evaluate our business on the basis of the operating segments’ geographic characteristics, interstate waste flow, revenue base, employee base, regulatory structure, and acquisition opportunities. Each operating segment has a regional vice president and a regional controller reporting directly to our corporate management. These regional officers are responsible for operations and accounting in their operating segments and supervise their regional staff. See Note 17 to the consolidated financial statements included in Item 8 of this Annual Report on Form 10-K for further information on our segment reporting of our operations.

Each operating location has a district or site manager who has a high degree of decision-making authority for his or her operations and is responsible for maintaining service quality, promoting safety, implementing marketing programs and overseeing day-to-day operations, including contract administration. Local managers also help identify acquisition candidates and are responsible for integrating acquired businesses into our operations and obtaining the permits and other governmental approvals required for us to operate.

Implement Operating Standards. We develop company-wide operating standards, which are tailored for each of our markets based on industry norms and local conditions. We implement cost controls and employee training and safety procedures and establish a sales and marketing plan for each market. By internalizing the waste stream of acquired operations, we can further increase operating efficiencies and improve capital utilization. We use a wide-area information system network, implement financial controls and consolidate certain accounting, personnel and customer service functions. While regional and district management operate with a high degree of autonomy, our executive officers monitor regional and district operations and require adherence to our accounting, purchasing, safety, marketing, legal and internal control policies, particularly with respect to financial matters. Our executive officers regularly review the performance of regional officers, district managers and operations. We believe we can improve the profitability of existing and newly acquired operations by establishing operating standards, closely monitoring performance and streamlining certain administrative functions.

Our Growth Strategy

We tailor the components of our growth strategy to the markets in which we operate and into which we hope to expand.

Obtain Additional Exclusive Arrangements. Our operations include market areas where we have exclusive arrangements, including franchise agreements, municipal contracts and governmental certificates, under which we are the exclusive service provider for a specified market. We ~~These~~usually obtain these exclusive rights ~~and contractual arrangements create a barrier to entry that is usually obtained~~ through the acquisition of a company with such exclusive rights or contractual arrangements or by winning a competitive bid.

We devote significant resources to securing additional franchise agreements and municipal contracts through competitive bidding and by acquiring other companies. In bidding for franchises and municipal contracts and evaluating acquisition candidates holding governmental certificates, our management team draws on its experience in the waste industry and knowledge of local service areas in existing and target markets. Our district management and sales and marketing personnel maintain relationships with local governmental officials within their service areas, maintain, renew and renegotiate existing franchise agreements and municipal contracts, and secure additional agreements and contracts while targeting acceptable financial returns. Our sales and marketing personnel also expand our presence into areas adjacent to or contiguous with our existing markets, and market additional services to existing customers.

Generate Internal Growth. To generate internal revenue growth, our district management and sales and marketing personnel focus on increasing market penetration in our current and adjacent markets, soliciting new customers in markets ~~where such customers have the option to choose a particular waste collection service and marketing upgraded or additional~~

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where such customers have the option to choose a particular waste collection service and marketing upgraded or additional services (such as compaction or automated collection) to existing customers. We also seek price increases necessary to offset increased costs, to improve operating margins and to obtain adequate returns on our deployed capital. Where possible, we intend to leverage our franchise-based platforms to expand our customer base beyond our exclusive market territories. As customers are added in existing markets, our revenue per routed truck increases, which generally increases our collection efficiencies and profitability. In markets in which we have exclusive contracts, franchises and governmental certificates, we expect internal volume growth generally to track population and business growth.

Expand Through Acquisitions. We intend to expand the scope of our operations by continuing to acquire waste businesses in new markets and in existing or adjacent markets that are combined with or “"tucked-in”" to our existing operations. We focus our acquisition efforts on markets that we believe provide significant growth opportunities for a well-capitalized market entrant and where we can compete efficiently with potential new competitors. This focus typically highlights markets in which we can: (1) provide waste collection services under exclusive arrangements such as franchise agreements, municipal contracts and governmental certificates; (2) ~~gain~~ ~~a leading market position and~~ provide vertically integrated collection and disposal services and establish a substantial presence; or (3) ~~gain~~ establish a ~~leading~~substantial ~~market~~presence ~~position~~ in a niche market through the provision of treatment and disposal services. We believe that our experienced management, decentralized operating strategy, financial strength, size and public company status make us an attractive buyer to certain waste collection and disposal acquisition candidates. We have developed an acquisition discipline based on a set of financial, market and management criteria to evaluate opportunities. Once an acquisition is closed, we seek to integrate it while minimizing disruption to our ongoing operations and those of the acquired business.

In new markets, we often use an initial acquisition as an operating base and seek to strengthen the acquired operation’'s presence in that market by providing additional services, adding new customers and making “"tuck-in”" acquisitions of other waste companies in that market or adjacent markets. We believe that many suitable “"tuck-in”" acquisition opportunities exist within our current and targeted market areas that may provide us with opportunities to ~~increase~~bolster our ~~market~~position ~~share~~ and route density.

The North America solid waste services industry has experienced continued consolidation over the past several years. In spite of this consolidation, the solid waste services industry remains regional in nature, with acquisition opportunities available in select markets. In some markets in both municipal solid waste, or MSW, and E&P waste, independent landfill, collection or service providers may lack the capital resources, management skills and/or technical expertise necessary to comply with stringent environmental and other governmental regulations ~~and~~or to ~~compete~~operate ~~with larger, more efficient, integrated operators~~efficiently. In addition, many of the remaining independent operators may wish to sell their businesses to achieve liquidity in their personal finances or as part of their estate planning.

During the year ended December 31, ~~2024~~2025, we completed 2419 acquisitions for consideration having a net fair value of $2966.~~199~~8 ~~billion~~million. During the year ended December 31, ~~2023~~2024, we completed 1324 acquisitions for consideration having a net fair value of $~~752~~2.8228 ~~million~~billion. During the year ended December 31, ~~2022~~2023, we completed 2413 acquisitions for consideration having a net fair value of $2766.~~334~~2 ~~billion~~million.

HUMAN CAPITAL

WeAt Waste Connections, we believe that empowered, ~~and~~ engaged employees can be an important differentiator ~~and aim to be an employer of choice~~. We ~~look~~aim to attract and retain ~~high~~top ~~performing~~ talent ~~with~~who ~~the~~embody ~~mindset, skillset and commitment to uphold~~ our values of safety, integrity, and customer service, ~~being~~all while making Waste Connections a great place to work. ~~and~~Our ~~the~~culture, ~~premier~~grounded ~~solid waste services company~~ in ~~the~~Servant ~~U.S.~~Leadership and ~~Canada.~~our ~~All~~Operating ~~employees are responsible for upholding the Waste Connections Vision and~~ Values, ~~and~~encourages ~~the Waste Connections Code of Conduct, which form the foundation of our policies and practices. Our goal is to create an environment where self-directed, empowered~~ employees ~~strive~~ to ~~consistently fulfill our constituent commitments and seek to~~ create positive impacts ~~through~~for ~~interactions with~~ customers, communities, and ~~fellow~~each ~~employees,~~other—driving ~~always relying on~~ our ~~Operating~~ongoing Values as the foundation for our existence. Moreover, we are committed to an inclusive, supportive environment built on the principles of Servant Leadership. Providing opportunities for employee development and advancement, we strive to maintain a culture which has been integral to the growth and ~~sustainability of our business~~success.

Waste Connections’ key human capital management objectives are designed to:

●

Ensure our people and communities are safe and healthy

●

Reward and support employees through competitive pay, benefits and wellness programs

●

Acquire and retain high-performing talent that aligns with our Operating Values

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●

Enhance our culture through employee engagement

●

Develop talent for critical roles and leadership positions

Our Workforce

As of December 31, ~~2024~~2025, ~~our~~Waste ~~employee~~Connections ~~population~~employed ~~consisted~~approximately ~~of 23~~24,~~854~~214 active employees, including 11,~~191~~347 commercial truck drivers and 12,~~958~~020 mechanics., ~~There~~with ~~were~~ 20,~~187~~471 employees ~~located~~ in the ~~United~~U.S. ~~States~~ and 3,~~667~~743 ~~employees located~~ in Canada. ~~Active~~ ~~employees~~Our workforce included 4344% ethnic minorities, 17% women, and 7% veterans. At year end, approximately 16% of our workforce were employed under collective bargaining agreements, primarily with the ~~armed~~Teamsters ~~services~~Union in both the U.S. and Canada. We have 23 collective bargaining agreements covering 1,414 employees that have expired or are set to expire during 2026. In 2025, we did not experience any work stoppages or days idle due to labor issues.

AsHealth of December 31, 2024, 3,774 employees, or approximately 16% of our workforce, were employed under collective bargaining agreements. The majority of our collective bargaining agreements are with the Teamsters Union in both the U.S. and Canada. These collective bargaining agreements are renegotiated periodically. In 2024, we did not experience any work stoppages or have any days idle as a result of labor issues. We have 25 collective bargaining agreements covering 1,603 employees that have expired or are set to expire during 2025. We do not expect any significant disruption in our overall business in 2025 as a result of labor negotiations, employee strikes or organizational efforts by labor unions or their representatives. Safety

Safety is our first operating value at Waste Connections. We are committed to the safety of our employees, customers, and the communities we serve. Our ultimate goal is to “Drive to ZERO”, that is, to work toward achieving zero incidents and accidents, and we continue to invest in technology to support the efforts of our leaders to drive results. We utilize onboard event recording technology to identify both risky behavior, which is coached, and best practices, which are reinforced and rewarded with safety bonuses. We have developed a risk-based scoring system for our drivers to improve their safe driving skills and hold our leaders responsible for the performance of the employees they are privileged to serve.

~~Safety~~In is2025, our ~~first~~behavior-based ~~operating~~approach ~~value at Waste Connections. We are committed~~ to ~~the~~ safety ofdrove ~~our~~a ~~employees,~~13% ~~customers,~~reduction ~~and~~in ~~the~~incident ~~communities we serve. Our ultimate goal is to “Drive to ZERO”~~rates, ~~that~~setting ~~is,~~a torecord ~~work~~low ~~toward~~after ~~achieving~~several ~~zero~~consecutive ~~incidents~~years ~~and~~of ~~accidents~~improvement, and weachieving ~~continue~~our toaspirational ~~invest~~sustainability intarget ~~technology~~seeking to25% ~~support~~improvement ~~the~~from ~~efforts~~2018 ~~of our leaders to drive results~~levels. As Wecompared ~~utilize on-board event recording technology~~ to ~~identify~~industry ~~both risky behavior~~averages, ~~which~~we ~~is coached, and best practices, which are reinforced and rewarded with safety bonuses. We~~ have ~~developed~~historically atrended ~~risk-based~~significantly ~~scoring~~better ~~system~~on ~~for~~Total ~~our~~Recordable ~~drivers~~Incident toRate, ~~improve~~or ~~their safe driving skills and hold our leaders responsible for the performance of the employees they are privileged to serve~~TRIR.

In 2024, this behavior-based approach to safety resulted in a reduction in our incident rate by 15%, with approximately 65% of our operating locations posting zero safety-related incidents or reduced incident frequency over the prior year. In addition, our Total Recordable Incident Rate, or TRIR, remains well below industry averages.

Safety training is an integral part of our culture of safety. To reinforce safe driving skills and safe work practices throughout Waste Connections, we require both initial training for all new driver employees and reinforcement training each year. Areas of focus in training include: “Target 4” defensive driving, Smith System driving fundamentals, Injury & Illness prevention, and Safe Work Practices training. We further emphasize the importance of safety through regular tailgate safety meetings and rollout safety instructions for our drivers, and through the utilization of electronic safety communication boards, safety alerts, and other communications to heighten awareness and maintain focus every day on the importance of safety.

~~While~~To wefurther ~~attribute~~demonstrate our ~~successful~~commitment ~~safety record~~ to ~~our culture and behavior-based approach~~safety, we ~~recognize~~are ~~that~~investing ~~advances~~ in ~~fleet~~advanced ~~design~~sensors ~~and~~within ~~technology~~certain ~~can~~vehicle betypes, ~~important~~capable ~~tools~~of inautomatically ~~identifying~~braking ~~risky~~a ~~behaviors~~backing ~~and~~vehicle ~~providing~~when ~~coaching~~a ~~opportunities~~risk tois ~~further our efforts to achieve our long-term~~detected. Additionally, ~~aspirational~~we ~~target~~are ~~of a 25% reduction~~ in ~~incident~~the ~~rates~~process asof ~~described~~enhancing in our ~~2024 Sustainability Report (www.wasteconnections.com/sustainability). To that end, we utilize upgraded~~ on-board ~~event recording~~ technology, ~~including~~with ~~Machine~~advanced ~~Vision~~pedestrian ~~and~~detection ~~Artificial~~systems ~~Intelligence,~~that toprovide ~~identify~~visible and ~~address~~audible ~~at-risk~~warnings ~~behaviors. In addition~~ to ~~the~~drivers. ~~use~~These ~~of Freightliner EconicSD trucks~~upgrades, ~~which~~combined ~~provide~~with ~~enhanced~~our ~~safety~~continued ~~features~~commitment ~~including~~to ana ~~integrated~~behavior-based ~~collision mitigation system~~approach, ~~improved~~position ~~visibility~~us ~~and~~for ~~several~~ongoing ~~ergonomic~~improvement ~~benefits,~~in wesafety ~~are increasingly ordering traditional waste collection vehicles with side-radar, front-collision and other notification technology~~performance.

~~Culture/Servant~~Compensation ~~Leadership~~and Benefits

AtWe ~~Waste~~offer ~~Connections,~~compensation weand ~~maintain~~benefits that ~~our~~we ~~purposeful~~believe ~~culture~~help ~~drives~~attract ~~differentiated~~and ~~results;~~retain ~~therefore~~employees, ~~investing~~and inpromote ~~our~~their ~~people~~financial isand aoverall ~~priority as we employ an approach guided by Servant Leadership~~wellness. In ~~This~~addition ~~concept~~to ~~inverts~~competitive ~~the~~base ~~traditional management hierarchy~~salaries, ~~positioning~~we ~~leaders~~offer toa ~~serve~~range ~~their~~of ~~employees~~short-term, ~~both professionally and personally~~long-term, and ~~empowers~~commission-based ~~employees~~incentive byprograms ~~prioritizing~~tied ~~their~~to ~~needs~~financial, ~~sharing~~safety, ~~responsibility~~ and ~~driving~~human ~~personal~~capital ~~development~~metrics. As aOur ~~result,~~total arewards ~~significant~~package ~~amount of management time and resources are dedicated to leadership training and development.~~includes:

●

Market-competitive pay, bonus, and equity opportunities

●

Comprehensive healthcare plans

●

Market-leading retirement benefits

●

Generous and flexible time off

●

Employee Share Purchase Plan

●

Military pay differential and paid leave for training

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●

Scholarship programs for employees’ dependents

●

Commercial Driver’s License training opportunities

In 2025, we introduced DailyPay as a new benefit providing employees access to earned wages prior to payday. This benefit helps reduce financial stress, empowers employees to manage unexpected expenses without resorting to costly third-party loans, and supports overall financial wellness.

Employee Wellness

We support employee wellness through comprehensive benefits, including affordable healthcare, retirement plans, paid time off, and programs supporting financial and emotional health. In 2025, we introduced additional programs to meet evolving employee needs, address the rising cost of healthcare for families, and provide more proactive health management. These programs include: surgery concierge service, cancer care support and weight loss programs.

Employee Experience and Retention

We recognize the value of retaining engaged employees, as they are our most productive and safest team members. The employee experience begins with the hiring process, where we focus on attracting individuals whose characteristics align closely with our Operating Values, followed by intentional onboarding, consistent training, and ongoing personal development.

Leadership prioritizes retention at every level of the organization and actively monitors employee experience through engagement surveys, stay interviews, and action plans. Additionally, retention and employee experience are incorporated into leadership compensation plans, supported by annual survey results and year-over-year turnover tracking.

As a result of these and other initiatives, voluntary turnover declined by 17% compared to the prior year, contributing to a cumulative reduction of over 50% since 2022. Additionally, in 2025, our engagement survey participation rate was 95%, with an overall score of 8.6, exceeding the prior year and industry benchmarks.

Training and Development

~~Our~~At ~~training~~Waste ~~and~~Connections, ~~development~~we ~~initiatives~~maintain ~~leverage~~that ~~both~~our ~~internal~~purposeful ~~and~~culture ~~external~~drives ~~resources~~differentiated results; therefore, ~~offering~~investing in our people is a ~~mix~~priority ofas ~~in-person,~~we ~~classroom-based~~employ ~~training~~an ~~sessions~~approach ~~and~~guided ~~virtual~~by ~~sessions~~Servant ~~delivered~~Leadership. ~~through~~This ~~our~~concept ~~Learning~~inverts ~~Management~~the ~~System~~traditional management hierarchy, orpositioning ~~LMS. In~~leaders ~~aggregate,~~to ~~100%~~serve oftheir ~~our~~employees both professionally and personally, and empowers employees ~~participated~~by inprioritizing ~~either~~their ~~virtual~~needs, ~~training~~sharing responsibility and~~/or~~ ~~in-person~~driving ~~training~~personal ~~during 2024~~development.

~~Our~~We ~~training~~provide ~~team~~employee ~~created~~development ~~and~~opportunities ~~introduced~~through ~~the~~a ~~Supervisor~~combination ~~Development~~of ~~series~~ in-person ~~2024~~and virtual training. ~~Focusing~~An onintegral ~~our~~component ~~emerging~~of ~~supervisors~~our ~~and~~internal ~~future managers, the~~ training ~~includes~~initiatives ~~both~~is ~~online~~the ~~learning~~pair ~~modules~~of ~~and~~commercial ~~live~~driving ~~virtual~~academies ~~sessions. The~~established ~~online~~in ~~module~~2024, ~~introduces~~through awhich ~~new~~we ~~monthly~~have ~~leadership~~trained ormore ~~management~~than ~~topic~~1,400 ~~with~~drivers ato ~~subsequent~~date ~~live~~and ~~session~~which ~~that~~we ~~presents~~intend ~~practical application techniques~~ to ~~reinforce~~further ~~learned~~expand ~~skills~~in ~~from~~ the ~~modules~~years ahead. Our Inacademy ~~2024,~~curriculum ~~more~~emphasizes ~~than~~both ~~1,500~~skill ~~frontline~~development ~~leaders~~and ~~from~~cultivating ~~all~~the ~~lines~~right ofdriver ~~business participated~~mindset, ~~completing~~blending ~~over~~comprehensive ~~8,500~~classroom ~~individual~~instruction ~~learning~~with ~~sessions.~~practical ~~The~~on-the-road ~~series is set to continue in 2025~~training.

InWe ~~2024, we~~ also ~~expanded~~offer ~~our~~opportunities ~~Driver~~for ~~Training~~diesel ~~offerings~~technology ~~with~~training ~~the~~through ~~opening of~~ our ~~second~~“Next ~~Commercial~~Gen” ~~Driver~~scholarship ~~Center~~program ~~in Houston, Texas. Our Commercial Driver Centers provide access to Class B Commercial Driver’s License training and certification testing~~ for ~~existing~~eligible ~~and~~dependents ~~newly~~of ~~hired~~current employees~~. With~~ ~~the~~at ~~driver~~WyoTech, ~~shortage~~a intechnical ~~the U~~college.S. ~~expected~~Between tograduates ~~double~~of ~~by 2030, these centers allow Waste Connections to train existing employees as well as attract new talent into~~ our ~~critical~~scholarship ~~professional~~program ~~driver~~and ~~ranks. Additionally in 2024, we launched~~ our ~~“Next~~targeted ~~Gen”~~recruiting ~~program~~efforts infor ~~partnership~~other ~~with~~ WyoTech, agraduates ~~technical~~not ~~college~~affiliated ~~offering~~with aour ~~9-month diesel technology training~~ program, ~~with~~this ~~scholarship~~partnership ~~opportunities~~has ~~for~~produced ~~eligible~~approximately ~~dependents~~70 oftechnicians ~~current~~now ~~employees. We~~employed ~~expect~~at tovarious ~~hire~~Waste ~~our~~Connections ~~first graduates in early 2025~~locations.

Our leadership development efforts focus on multi-day Servant Leadership training sessions, inranging ~~which approximately 1,400 individuals~~ from ~~our~~introductory ~~leadership~~courses ~~team~~to ~~participated~~advanced ~~in 2024~~sessions. These leadership training sessions are developed and administered by dedicated internal resources and also include participation by the senior leadership team. In addition, we provide a broad range of other training and on-the-job learning opportunities, including district management training, varying leadership webinar topics, and other safety, sales, maintenance, operations and financial training courses engaging every level of our employees throughout the Company.

~~Employee~~Our ~~Pay~~investment in these frontline and ~~Benefits~~leadership programs demonstrates our commitment to our people. These programs also accelerate employee proficiency, foster engagement and drive employee retention.

We strive to make Waste Connections a great place to work. Our approach to attracting safe, productive workers includes a focus on providing full time, stable, local jobs with competitive pay and benefits.

Our pay and benefits strategy is designed to provide programs and services that help meet the varying needs of our employees. Our total rewards package for frontline employees includes market-competitive pay, bonus opportunities, affordable and comprehensive healthcare plans, market-leading retirement benefits, generous and flexible time off plans, and the opportunity to share in the Company’s success through an Employee Share Purchase Plan. Our leaders also are eligible for incentive compensation programs consisting of an annual cash bonus, equity, or both, dependent on their contributions to improving safety, financial results, and key human capital measures like turnover, employee development and employee survey scores.

We strive for continuous improvement in the benefits we provide, and to that end in 2024, we introduced a new leading-edge program to support our employees’ emotional wellbeing and mental health. The program dramatically reduces the time to access help and employs a holistic approach to care. Additionally, we continue to enhance our “WCN Life” benefits communication tool for our U.S.-based employees, including additional library and video content as well as engagement activities to drive participation.

In 2024, we launched a “Military Pay Differential” for both our U.S. and Canadian military reserve employees to ensure that they are financially secure during mandated deployments or training. Waste Connections will cover the difference between military and Waste Connections salaries for long-term deployments and provide paid leave for mandatory two-week training sessions as well as ensure continuation of medical benefits during their absence. This initiative not only demonstrates our strong commitment to our employees' well-being but also fosters a supportive and inclusive work environment, reinforcing our values and dedication to our employees.

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~~In 2024~~Sustainability/Environmental, weSocial ~~continued to grow the Waste Connections Scholarship Program, launched in 2020 to help our employees’ children achieve their vocational, technical~~ and ~~university education goals. The scholarship program awards renewable scholarships to children of Waste Connections’ employees based on academic record~~Governance, ~~demonstrated~~or ~~leadership,~~ESG participation in school activities, work experience, career goals and family circumstances. Determined by an impartial third party, award recipients receive $2,500 each per academic year for up to four years. To date, the program has over 220 recipients with financial contributions from Waste Connections that are approaching $1.1 million and a total commitment of up to $2.2 million.

~~Employee~~Environmental, ~~Engagement~~organizational and financial sustainability initiatives have been key components of our success since we were founded in 1997. We continuously monitor and evaluate new technologies and investments that can enhance our commitment to the environment, to our employees and to the communities we serve. We have committed $500 million to the advancement of long-term, aspirational ESG targets, which we evaluate continuously and have expanded as we make progress towards their achievement. Our targets align with our focus on value creation for our stakeholders, and we have incorporated progress towards their achievement into compensation metrics. Our ESG targets include reduced absolute Scope 1 and 2 emissions and emissions intensity, expanded resource recovery processing, increased landfill gas recovery and beneficial reuse, increased on-site leachate treatment at our landfills, and improved metrics for safety and employee engagement.

Beyond compensation and benefits, we believe employee engagement includes increased investments in training and development of our leaders and frontline employees, along with new technology offerings to expand connectivity both inside and outside of the Company.

In 2023, we overhauled our employee engagement survey tool and methodology, now incorporated into Waste Connections Listens. This expanded engagement survey, with mobile access for employee participation and feedback, is a resource to gauge our progress in driving employee recognition, belonging, skill and career growth, well-being, and leadership effectiveness, and to establish actions to address areas for improvement. Participation in the engagement survey reached 95% in December 2024, with an overall engagement score of 8.5, representing an improvement from the prior score of 8.3. Waste Connections surpasses the transportation industry benchmark for both participation and engagement.

In 2023, our leadership teams rededicated their efforts to reduce employee turnover. By using information gathered through our new survey tool, meeting with employees to listen to concerns and conducting ongoing stay interviews, our teams developed action plans to boost employee recognition, improve communication and revamp our candidate selection processes. As a result of these efforts, our voluntary turnover rate has dropped by 45% since mid-2022.

Employee Recruiting and Retention

Waste Connections is an equal opportunity employer and makes all employment decisions on the basis of merit. The Company’s goal is to have the best available person in every job. We are committed to building and developing diverse teams with a variety of talents and needed skills for our business, and to empowering each employee to contribute in a workplace where they feel respected and valued.

In order to meet these commitments, we enhanced recruiting practices to ensure the broadest candidate pools, and supported the development of resource groups including our Women’s Network and Veterans’ S.E.R.V.E. Network. Both networks have seen significant growth in 2024, with the Women’s Network reaching over 2,300 members and the Veteran’s S.E.R.V.E. network ending the year approaching 1,000 members.

In 2024, we hired over 5,750 employees through our network of internal recruiters operating on a divisional and regional basis. Our internal recruiting team endeavors to not only fill open positions, but to partner with hiring managers to continuously improve our efforts with respect to marketing, screening, interviewing, onboarding and employee retention. In addition to recruiting locally in the communities we serve, we use job fairs, open house events, employee referral programs, social media channels, local radio and television advertising, and school to work partnerships.

Our job opportunities are posted on https://careers.wasteconnections.com, www.indeed.com, www.linkedin.com, as well as state and provincial job boards, and syndicated to expand our reach to dozens of additional recruiting websites such as https://honorher.works, https://vetjobs.org, https://www.diversityjobs.com, https://enableamerica.dejobs.org and https://diversejobseeker.com in order to reach the broadest candidate pools possible.

SUSTAINABILITY/ENVIRONMENTAL SOCIAL AND GOVERNANCE, OR ESG

Environmental, organizational and financial sustainability initiatives have been key components of our success since we were founded in 1997. We continuously monitor and evaluate new technologies and investments that can enhance our commitment to the environment, to our employees and to the communities we serve. These investments align with our

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focus on value creation for all stakeholders and we remain committed to expanding these efforts as our industry and technology continue to evolve. To that end, we have committed $500 million to the advancement of long-term, aspirational ESG targets, and we have incorporated progress towards their achievement into compensation metrics.

These targets include reducing environmental impact through reductions in absolute Scope 1 and 2 emissions and emissions intensity, expanded resource recovery processing, increased landfill gas recovery and beneficial reuse, and increased on-site leachate treatment at our landfills. In addition, they focus on enhancing employee safety and engagement.

WASTE SERVICES

Collection Services

We provide collection services to residential, commercial, municipal, industrial and E&P customers. Our services are generally provided under one of the following arrangements: (1) governmental certificates; (2) exclusive franchise agreements; (3) exclusive municipal contracts; (4) residential subscriptions; (5) residential contracts; or (6) commercial, industrial and E&P service agreements.

Governmental certificates, exclusive franchise agreements and exclusive municipal contracts grant us rights to provide MSW services within specified areas at established rates and are long-term in nature. Governmental certificates, or G Certificates, are unique to the State of Washington and are awarded by the Washington Utilities and Transportation Commission, or WUTC, to solid waste collection service providers in unincorporated areas and electing municipalities. These certificates typically grant the holder the exclusive and perpetual right to provide specific residential, commercial and/or industrial waste services in a defined territory at specified rates, subject to divestiture and/or overlap or cancellation by the WUTC on specified, limited grounds. Franchise agreements typically provide an exclusive period of seven years or longer for a specified territory; they specify a broad range of services to be provided, establish rates for the services and can give the service provider a right of first refusal to extend the term of the agreement. Municipal contracts typically provide a shorter service period and a more limited scope of services than franchise agreements and generally require competitive bidding at the end of the contract term. In markets where exclusive arrangements are not available, we may enter into residential contracts with homeowners’ associations, apartment owners and mobile home park operators, or work on a subscription basis with individual households. In such markets, we may also provide commercial and industrial services under customer service agreements generally ranging from one to five years in duration. Finally, in certain E&P markets with “no pit” rules or other regulations that limit on-site storage or treatment of waste, we offer containers and collection services to provide a closed loop system for the collection of drilling wastes at customers’ well sites and subsequent transportation of the waste to our facilities for treatment and disposal.

Landfill Disposal Services

As of December 31, ~~2024~~2025, we owned or operated 77 MSW landfills, 20 E&P waste landfills and caverns, which only accept E&P waste, and 1617 non-MSW landfills, which only accept construction and demolition, industrial and other non-putrescible waste. ~~Four of our MSW landfills also received E&P waste during 2024.~~ We generally own landfills to achieve vertical integration in markets where the economic and regulatory environments make landfill ownership attractive. We also own landfills in certain markets where it is not necessary to provide collection services because we believe that we are able to attract volume to our landfills, given our location or other market dynamics.

For landfills we operate but do not own, the owner of the property, generally a municipality, usually holds the permit and we operate the landfill pursuant to a landfill operating agreement for a contracted term, which may be the life of the landfill. Where the contracted term is not the life of the landfill, the property owner is generally responsible for final capping, closure and post-closure obligations. We are responsible for all final capping, closure and post-closure obligations at our operated landfills for which we have life-of-site agreements.

Based on remaining permitted capacity as of December 31, 2024, and projected annual disposal volumes, the average remaining landfill life for our owned and operated landfills and landfills operated, but not owned, under life-of-site agreements, is estimated to be approximately 31 years. Many of our existing landfills have the potential for expanded disposal capacity beyond the amount currently permitted. We regularly consider whether it is advisable, in light of 6

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Based on remaining permitted capacity as of December 31, 2025, and projected annual disposal volumes, the average remaining landfill life for our owned operational landfills and landfills operated, but not owned, under life-of-site agreements, is estimated to be approximately 31 years. Many of our existing landfills have the potential for expanded disposal capacity beyond the amount currently permitted. We regularly consider whether it is advisable, in light of changing market conditions and/or regulatory requirements, to seek to expand or change the permitted waste streams or to seek other permit modifications. We also monitor the available permitted in-place disposal capacity of our landfills on an ongoing basis and evaluate whether to seek capacity expansion using a variety of factors.

We are currently seeking to expand permitted capacity at ~~seven~~six of our landfills, for which we consider expansions to be probable. Although we cannot be certain that all future expansions will be permitted as designed, the average remaining landfill life for our owned ~~and~~operational ~~operated~~ landfills and landfills operated, but not owned, under life-of-site agreements is estimated to be approximately 34 years when considering remaining permitted capacity, probable expansion capacity and projected annual disposal volume.

The following table reflects estimated landfill capacity and airspace changes, as measured in tons, for owned ~~and~~operational ~~operated~~ landfills and landfills operated, but not owned, under life-of-site agreements (in thousands):

~~2024~~2025

~~2023~~2024

Probable

Permitted

Expansion

Total

Permitted

Expansion

Total

Balance, beginning of year

1,~~718~~754,~~534~~826

~~156~~132,~~707~~057

1,~~875~~886,~~241~~883

1,~~540~~718,~~533~~534

~~180~~156,~~678~~707

1,~~721~~875,~~211~~241

Acquired landfills

711,~~924~~706

—

711,~~924~~706

~~122~~71,~~826~~924

—

~~122~~71,~~826~~924

Permits granted

2913,~~643~~992

(2913,~~643~~992)

—

8529,~~204~~643

(8529,~~204~~643)

—

Airspace consumed

(5251,~~128~~876)

—

(5251,~~128~~876)

(4952,~~713~~128)

—

(4952,~~713~~128)

Expansions initiated

—

—6,185

—

~~61,530~~—

Changes in engineering estimates

~~(13~~8,~~147)~~024

42,~~993~~509

(810,~~154)~~533

19(13,~~684~~147)

~~(297)~~4,993

19(8,~~387~~154)

Balance, end of year

1,~~754~~726,~~826~~672

~~132~~126,~~057~~759

1,~~886~~853,~~883~~431

1,~~718~~754,~~534~~826

~~156~~132,~~707~~057

1,~~875~~886,~~241~~883

The estimated remaining operating lives for the landfills we own and landfills we operate under life-of-site agreements, based on remaining permitted and probable expansion capacity and projected annual disposal volume, in years, as of December 31, ~~2024~~2025, and December 31, ~~2023~~2024, are shown in the tables below. The estimated remaining operating lives include assumptions that the operating permits are renewed.


	~~2024~~2025
	0 to 5	6 to 10	11 to 20	21 to 40	41 to 50	51+	Total
Owned and operated landfills	6	7	25	36	10	17	101
Owned operational landfills	6	8	22	38	9	19	102
Operated landfills under life-of-site agreements	—	—	—	1	1	3	5
Landfills operated under life-of-site agreements	—	—	3	1	—	1	5
	6	78	25	3739	119	20	~~106~~107


	~~2023~~2024
	0 to 5	6 to 10	11 to 20	21 to 40	41 to 50	51+	Total
Owned and operated landfills	7	3	21	34	9	17	91
Owned operational landfills	6	7	25	36	10	17	101
Operated landfills under life-of-site agreements	—	—	—	2	—	3	5
Landfills operated under life-of-site agreements	—	—	—	1	1	3	5
	76	37	2125	3637	911	20	96106

~~The disposal tonnage that we received in 2024 and 2023 at all of our landfills is shown in the tables below (tons in thousands):~~7

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The disposal tonnage that we received in 2025 and 2024 at all of our landfills is shown in the tables below (tons in thousands):

Three Months Ended

March 31,

June 30,

September 30,

December 31,

Twelve Months

~~2024~~2025

Ended

Number

Total

Number

Total

Number

Total

Number

Total

December 31,

of Sites

Tons

of Sites

Tons

of Sites

Tons

of Sites

Tons

~~2024~~2025

Owned operational landfills and landfills operated under life-of-site agreements

~~105~~106

11,~~820~~551

106

13,~~767~~180

~~107~~106

13,~~831~~936

~~106~~107

1213,~~710~~209

5251,~~128~~876

Operated landfills

~~170~~155

~~181~~193

~~187~~179

~~174~~173

~~712~~700

~~112~~113

11,~~990~~706

113

13,~~948~~373

~~114~~113

14,~~018~~115

~~113~~114

1213,~~884~~382

52,~~840~~576

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Three Months Ended

March 31,

June 30,

September 30,

December 31,

Twelve Months

~~2023~~2024

Ended

Number

Total

Number

Total

Number

Total

Number

Total

December 31,

of Sites

Tons

of Sites

Tons

of Sites

Tons

of Sites

Tons

~~2023~~2024

Owned operational landfills and landfills operated under life-of-site agreements

94105

11,~~681~~820

95106

1213,~~873~~767

96107

13,~~077~~831

96106

12,~~082~~710

4952,~~713~~128

Operated landfills

~~160~~170

~~173~~181

~~179~~187

~~182~~174

~~694~~712

~~101~~112

11,~~841~~990

~~102~~113

13,~~046~~948

~~103~~114

1314,~~256~~018

~~103~~113

12,~~264~~884

5052,~~407~~840

The expiration dates for the seven operated landfills range from ~~2025~~2027 to 2042. We are seeking or intend to seek renewal of all seven contracts prior to, or upon, their expiration.

Transfer Station Services

We own or operate MSW transfer stations and E&P waste transfer stations with marine access. Transfer stations receive, compact and/or load waste to be transported to landfills or treatment facilities via truck, rail or barge. They extend our direct-haul reach and link collection operations or waste generators with distant disposal or treatment facilities by concentrating the waste stream from a wider area and thus providing better utilization rates and operating efficiencies.

Recycling Services

We offer residential, commercial, industrial and municipal customers recycling services for a variety of recyclable materials, including compost, cardboard, mixed paper, plastic containers, glass bottles and ferrous and aluminum metals. We own and operate recycling operations and market collected recyclable materials to third parties for processing before resale. The majority of the recyclables we process for sale are paper products and are shipped to customers in the United States and Canada, as well as other markets, including Asia. Changes in end market demand as well as other factors can cause fluctuations in the prices for such commodities, which can affect revenue, operating income and cash flows. We believe that recycling will continue to be an important component of local and state solid waste management plans due to the public’s increasing environmental awareness and expanding regulations that mandate or encourage recycling. We also believe that the costs of processing recyclables, including the costs of contamination, which have historically been subsidized by the sale of recycled commodities, need to be fully recognized. To that end, we have increased the fees that we charge for the collection of recyclables and for processing at our recycling facilities to more fully reflect the processing costs associated with the separation of recyclables into marketable commodities. In some instances, we will look to pass the risk associated with the volatility of recycled commodity prices onto our customers.

~~Beneficial Reuse of Landfill Gas~~8

We develop, own and operate projects for the beneficial reuse of landfill gas through our landfill network. Over time, landfill gas is produced as waste decomposes at landfills, and the methane component is a readily available renewable energy source that can be gathered and converted into a valuable source of clean energy as recognized by the United States Environmental Protection Agency, or the EPA, in the same category as wind, solar, and geothermal resources. As of December 31, 2024 we have gas recovery systems at 59 of our landfills to collect methane, which can then be used to generate electricity for local households, fuel local industrial power plants or power alternative fueled vehicles. For 14 of these beneficial reuse projects, the processed gas is used to fuel electricity generators. The electricity is then sold to public utilities. For 16 of these projects, the landfill gas is processed to pipeline quality natural gas and sold to natural gas companies. In some cases, landfill gas generated at our landfills qualifies as a renewable fuel for which renewable fuel credits may be available. We currently have over a dozen renewable natural gas projects in development, some of which are conversions of electrical generating units to renewable natural gas units and others are greenfield projects on landfills where no current beneficial reuse system exists today. We expect these renewable natural gas projects to come online over the next several years.

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Beneficial Reuse of Landfill Gas

We develop, own and operate projects for the beneficial reuse of landfill gas through our landfill network. Over time, landfill gas is produced as waste decomposes at landfills, and the methane component is a readily available renewable energy source that can be gathered and converted into a valuable source of clean energy as recognized by the United States Environmental Protection Agency, or the EPA, in the same category as wind, solar, and geothermal resources. As of December 31, 2025 we have gas recovery systems at 61 of our landfills to collect methane, which can then be used to generate electricity for local households, fuel local industrial power plants or power alternative fueled vehicles. For 15 of these beneficial reuse projects, the processed gas is used to fuel electricity generators. The electricity is then sold to public utilities. For 17 of these projects, the landfill gas is processed to pipeline quality natural gas and sold to natural gas companies. In some cases, landfill gas generated at our landfills qualifies as a renewable fuel for which renewable fuel credits may be available. We currently have over a dozen renewable natural gas projects in development, some of which are conversions of electrical generating units to renewable natural gas units and others are greenfield projects on landfills where no current beneficial reuse system exists today. We expect these renewable natural gas projects to come online over the next few years.

E&P Waste Treatment, Recovery and Disposal Services

E&P waste is a broad term referring to the by-products resulting from oil and natural gas exploration and production activity. These generally include: waste created throughout the initial drilling and completion of an oil or natural gas well, such as drilling fluids, drill cuttings, completion fluids and flowback water; production wastes and produced water during a well’s operating life; contaminated soils that require treatment during site reclamation; and substances that require clean-up after a spill, reserve pit clean-up or pipeline rupture. E&P waste customers are oil and natural gas exploration and production companies operating in the areas that we serve. E&P waste revenue is therefore driven by vertical and horizontal drilling, hydraulic fracturing, production and clean-up activity; it is complemented by other services including closed loop collection systems and the sale of recovered products. E&P waste activity varies across market areas which are tied to the natural resource basins in which the drilling activity occurs and reflects the regulatory environment, pricing and disposal alternatives available in any given market.

We provide non-hazardous E&P waste treatment, recovery and/or disposal services from a network of E&P waste landfills and caverns, MSW landfills that also receive E&P waste, E&P liquid waste injection wells and E&P waste treatment and oil recovery facilities. Treatment processes vary by site and regulatory jurisdiction. At certain treatment facilities, loads of flowback and produced water and other drilling and production wastes delivered by our customers are sampled, assessed and tested by third parties according to state or provincial regulations. Solids contained in a waste load are deposited into a land treatment cell where liquids are removed from the solids and are sent through an oil recovery system before being injected into saltwater disposal injection wells or placed in evaporation cells that utilize specialized equipment to accelerate evaporation of liquids. In certain locations, fresh water is then added to the remaining solids in the cell to “wash” the solids several times to remove contaminants, including oil and grease, chlorides and other contaminants, to ensure the solids meet specific regulatory criteria that, in certain areas, are administered by third-party labs and submitted to the regulatory authorities. In certain locations, we provide customers with a terminal or access point to transport their produced clean crude oil to market by pipeline. We manage directly or indirectly the purchase of the oil and any subsequent sale of the oil to the customer, including any blending or enhancing activities that occur to the oil prior to shipment by pipeline.

COMPETITION

The North America MSW services industry is highly competitive and requires substantial labor and capital resources. Our competition includes: three publicly-held solid waste companies—Waste Management, Inc., Republic Services, Inc. and GFL Environmental, Inc.; several regional, publicly held and privately owned companies; and several thousand small, local, privately owned companies, including independent waste brokers, some of which we believe have accumulated substantial goodwill in their markets. We compete for collection, transfer and disposal volume based primarily on the price and, to a lesser extent, quality of our services. We also compete with operators of alternative disposal facilities, including incinerators, and with counties, municipalities and solid waste districts that maintain their own waste collection and disposal operations. Public sector operators may have financial and other advantages over us because of their access to ~~user fees and similar charges, tax revenues, tax-exempt financing and the ability to flow-control waste streams to publicly owned disposal facilities.~~

From time to time, competitors may reduce the price of their services in an effort to expand their market shares or service areas or to win competitively bid municipal contracts. These practices may cause us to reduce the price of our services or, if we elect not to do so, to lose business. We provide a significant amount of our residential, commercial and industrial collection services under exclusive franchise and municipal contracts and G Certificates. Exclusive franchises and municipal contracts may be subject to periodic competitive bidding. Competition in the solid waste industry is also affected by the increasing national emphasis in the U.S. and Canada on recycling and other waste reduction programs, which may reduce the volume of waste we collect or deposit in our landfills.9

The U.S. and Canadian MSW services industries have undergone significant consolidation, and we encounter competition in our efforts to acquire collection operations, transfer stations and landfills. We generally compete for acquisition candidates with publicly owned regional and national waste management companies. Accordingly, it may become uneconomical for us to make further acquisitions or we may be unable to locate or acquire suitable acquisition

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~~candidates~~user atfees ~~price~~and ~~levels~~similar ~~and~~charges, ontax ~~terms~~revenues, ~~and~~tax-exempt ~~conditions~~financing ~~that~~and wethe ~~consider~~ability ~~appropriate,~~to ~~particularly~~flow-control inwaste ~~markets~~streams weto dopublicly ~~not~~owned ~~already~~disposal ~~serve~~facilities.

~~Competition~~From ~~for~~time ~~E&P~~to ~~waste~~time, incompetitors may reduce the ~~U.S.~~price ~~and~~of ~~Canada~~their ~~comes~~services ~~primarily~~in ~~from~~an ~~smaller~~effort ~~regional~~to ~~companies~~expand ~~that~~their ~~utilize~~market ashares ~~variety~~or ofservice ~~disposal~~areas ~~methods~~or ~~and~~to ~~generally~~win ~~serve~~competitively ~~specific~~bid ~~geographic~~municipal ~~markets~~contracts. WeThese ~~also~~practices ~~compete~~may incause ~~certain~~us ~~markets~~to ~~with~~reduce ~~publicly~~the ~~held~~price ~~and~~of ~~privately~~our ~~owned~~services ~~companies~~or, ~~such~~if aswe ~~Waste~~elect ~~Management, Inc.,~~not ~~Republic~~to ~~Services~~do so, ~~Inc~~ to lose business., ~~Clean~~We ~~Harbors~~provide a significant amount of our residential, commercial and industrial collection services under exclusive franchise and municipal contracts and G ~~Inc~~Certificates., ~~Secure~~Exclusive ~~Waste~~franchises ~~Infrastructure~~and ~~Corp.,~~municipal ~~Nuverra~~contracts ~~Environmental~~may ~~Solutions,~~be ~~Trinity~~subject ~~Environmental~~to ~~Services,~~periodic ~~LLC,~~competitive ~~Ecoserv,~~bidding. ~~LLC,~~Competition ~~Oilfield~~in ~~Water~~the ~~Logistics~~solid ~~LLC,~~waste ~~Albright~~industry ~~Flush~~is ~~Systems~~also ~~Ltd., Plains~~affected ~~Environmental,~~by ~~Catapult~~the ~~Environmental~~increasing ~~Inc~~national emphasis in the U.S. and ~~others.~~Canada Inon ~~addition,~~recycling ~~customers~~and inother ~~many~~waste ~~markets~~reduction ~~have~~programs, which may reduce the ~~option~~volume of ~~using~~waste ~~internal~~we ~~disposal~~collect ~~methods~~ or ~~outsourcing~~deposit toin ~~another~~our ~~third-party disposal company~~landfills.

Competition for E&P waste in the U.S. and Canada comes primarily from smaller regional companies that utilize a variety of disposal methods and generally serve specific geographic markets. We also compete in certain markets with publicly held and privately owned companies such as Waste Management, Inc., Republic Services, Inc., Clean Harbors, Inc., Secure Waste Infrastructure Corp., Select Water Solutions, Inc., Ecoserv, LLC, Oilfield Water Logistics LLC, Albright Flush Systems Ltd., Plains Environmental and others. In addition, customers in many markets have the option of using internal disposal methods or outsourcing to another third-party disposal company.

REGULATION

Introduction

Our operations in the United States and Canada, including landfills, transfer stations, solid waste transportation, intermodal operations, vehicle maintenance shops, fueling facilities and oilfield waste treatment, recovery and disposal operations, are all subject to extensive and evolving federal, state, provincial and, in some instances, local environmental, health and safety laws and regulations, the enforcement of which has become increasingly stringent. These laws and regulations may, among other things, require securing permits or other authorizations (collectively, “permits”) for regulated activities; govern the amount and type of substances that may be discharged or emitted into the environment in connection with our operations; impose cleanup or corrective action responsibility for releases of regulated substances into the environment; restrict the way we handle, manage or dispose of wastes; limit or prohibit our activities in sensitive areas such as wetlands, wilderness areas or areas inhabited by endangered or threatened species; require investigatory and remedial actions to mitigate pollution conditions caused by our operations or attributable to former ownership or operations; and impose specific standards addressing worker protection and health. Compliance is often costly or difficult to achieve, and the violation of these laws and regulations may result in the denial or revocation of permits, issuance of corrective action orders, assessment of administrative and civil penalties and even potentially criminal prosecution.

In many instances in the United States, liability is often “strict,” meaning it is imposed without a requirement of intent or fault on the part of the regulated entity. The environmental regulations that affect us in the United States are generally administered by the Environmental Protection Agency, or the EPA, state environmental agencies, and other federal, state and local authorities having jurisdiction over our U.S. operations.

The environmental legislation affecting us in Canada is administered by federal and provincial regulatory agencies, which have jurisdiction over certain aspects of our Canadian operations. The relevant Canadian federal environmental legislation that affects our operations is administered by federal departments such as Environment and Climate Change Canada. Provincial and local agencies and departments administer their own environmental legislation, such as the Ontario Ministry of the Environment, Conservation and Parks. In most instances in Canada, liability for violations of environmental ~~and health and safety laws is imposed without a requirement of intent on the part of the regulated entity, but is subject to a defense of due diligence.~~

Compliance with existing environmental regulatory requirements and permits requires significant capital and operating expenditures. It is possible that substantial costs for compliance or penalties for non-compliance may be incurred in the future. We believe that in recent years, environmental regulation of the industry has increased as have the number of enforcement actions brought by regulatory agencies. It is also possible that other developments, such as the adoption of additional or more stringent environmental laws, regulations and enforcement policies, could result in additional costs or liabilities that we cannot currently foresee or quantify. Moreover, changes in environmental laws or regulations could reduce the demand for our services and adversely impact our business. We also expend significant resources (both administrative and financial) directed toward development, expansion, acquisition and permitting of landfills, transfer stations and other facilities we operate. Regarding any permit issued by a regulatory agency necessary for our operations, there are no assurances that we will be able to obtain or maintain all necessary permits or that any such permit held may ultimately be renewed on the same or similar terms. Further, permits obtained impose various requirements and may restrict the size and location of disposal operations, impose limits on the types and amount of waste a facility may receive 10

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orand ~~manage,~~health asand ~~well~~safety aslaws ais ~~waste~~imposed ~~disposal~~without ~~facility’s~~a ~~overall~~requirement ~~capacity.~~of ~~Additional~~intent ~~operational~~on ~~conditions or restrictions may be included in~~ the ~~renewal~~part ~~or amendment~~ of athe ~~previously~~regulated ~~issued permit. As regulations change~~entity, ~~our permit requirements could become more stringent~~ and ~~compliance~~is may require material expenditures at our facilities, impose significant operational restraints or require new or additional financial assurance related to our operations. Regarding any permit that has been issued, it remains subject to ~~renewal,~~a ~~modification,~~defense ~~suspension~~of ordue ~~revocation by the agency with jurisdiction~~diligence.

Various laws impose cleanup or remediation liability on responsible parties, which are discussed in more detail below. Substances subject to cleanup liability have been or may have been disposed of or released on or under certain of our facilities. At some of our facilities, we have conducted and continue to conduct monitoring or remediation of known soil and groundwater contamination and, as required, we will continue to perform such work. It is possible that monitoring or remediation could be required in the future at other facilities we own or operate, or previously owned or operated. These monitoring and remediation efforts are usually overseen by environmental regulatory agencies. Further, it is not uncommon for neighboring landowners or other third parties to file claims for personal injury or property damage allegedly caused by the release of regulated substances into the environment. In addition, from time to time, our intermodal services business undertakes the transport of hazardous materials. This transportation function is also regulated by various federal, state, provincial and potentially local agencies.

A number of major statutes and regulations apply to our operations, which are generally enforced by regulatory agencies. Typically, in the United States, federal statutes establish the general regulatory requirements governing our operations, but in many instances these programs are delegated to the states, which have independent and sometimes more strict regulation. In Canada, it is typically provincial statutes that establish the primary regulatory requirements governing our waste operations. Federal statutes in Canada govern certain aspects of waste management, including international and interprovincial transport of certain kinds of waste. Certain of these statutes in the United States and Canada contain provisions that authorize, under certain circumstances, lawsuits by private citizens to enforce certain statutory provisions. In addition to penalties, some of these statutes authorize an award of attorneys’ fees to parties that successfully bring such an action. Enforcement actions for a violation of these statutes and related rules, or for a violation of or failure to have a permit, which is required by certain of these statutes, may include administrative, civil and criminal/regulatory penalties, as well as injunctive relief in some instances. In our ordinary course of business, we incur significant costs complying with these statutes, regulations and applicable standards they impose.

A brief description of certain of the primary statutes affecting our operations is discussed below.

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Laws and Regulations

A. Waste and Hazardous Substances

1. The Resource Conservation and Recovery Act of 1976, or RCRA

In the United States, RCRA regulates the generation, treatment, storage, handling, transportation and disposal of hazardous and non-hazardous waste and requires states to develop programs to ensure the safe disposal of solid waste. Regulations promulgated under RCRA impose broad requirements on the waste management industry. In October 1991, the EPA adopted what are known as the Subtitle D Regulations, which govern solid non-hazardous waste landfills. The Subtitle D Regulations establish, among other things, location restrictions, minimum facility design and performance standards, operating criteria, closure and post-closure requirements, financial assurance requirements, groundwater monitoring requirements, groundwater remediation standards and corrective action requirements. These and other applicable requirements, including permitting, are typically implemented by the states, and in some instances, states have enacted more stringent requirements.

Waste related to oil and gas exploration and production, or E&P, is typically regulated differently than those wastes designated as “hazardous waste.” Regarding the management and disposal of E&P waste, although E&P wastes may contain hazardous constituents, most E&P waste is exempt from stringent RCRA regulation as a hazardous waste. We are required to obtain permits for the land treatment and disposal of E&P waste as part of our operations. The construction, operation and closure of E&P waste land treatment and disposal operations are generally regulated at the state level. These regulations vary widely from state to state. None of our oilfield waste recycling, treatment and disposal facilities are currently permitted to accept hazardous wastes. Some wastes handled by us that currently are exempt from regulation as hazardous wastes may in the future be designated as “hazardous wastes” under RCRA or other applicable statutes if changes in laws or regulations were to occur. If the RCRA E&P waste exemption is repealed or modified, we could become subject to more rigorous and costly operating and disposal requirements.

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currently permitted to accept hazardous wastes. Some wastes handled by us that currently are exempt from regulation as hazardous wastes may in the future be designated as “hazardous wastes” under RCRA or other applicable statutes if changes in laws or regulations were to occur. If the RCRA E&P waste exemption is repealed or modified, we could become subject to more rigorous and costly operating and disposal requirements.

A breach of laws or regulations governing facilities we operate may result in suspension or revocation of necessary permits, civil liability, and imposition of fines and penalties. Moreover, if we experience a delay in obtaining, are unable to obtain, or suffer the revocation of required permits, we may be unable to serve our customers, our operations may be interrupted and our growth and revenue may be limited.

RCRA also regulates underground storage of petroleum and other materials it defines as “regulated substances.” RCRA requires tank registration, compliance with technical standards for tanks, release detection and reporting and corrective action, among other things. Certain of our facilities and operations are subject to these requirements, which are typically implemented at the state level and may be more stringent in certain states.

2. The Comprehensive Environmental Response, Compensation and Liability Act of 1980, or CERCLA

CERCLA, which is also known as the “Superfund” law, established a program in the United States allowing federal authorities to provide for the investigation and cleanup of facilities where, or from which, a release of any hazardous substance into the environment has occurred or is threatened. CERCLA defines “hazardous substances” broadly. One of the primary ways that CERCLA addresses a release or threatened release of hazardous substances is by imposing strict, joint and several liability for cleanup on its broad categories of responsible parties. This means that responsible parties can bear liability without fault and that each responsible party potentially could bear liability for the entirety of cleanup costs, notwithstanding its individual contribution. Generally, responsible parties are current owners and/or operators of the contaminated site; former owners and operators of the site at the time when the hazardous substances were disposed; any person who arranged for treatment or disposal of the hazardous substances; and transporters who selected the disposal site. In addition to CERCLA’s liability framework, the EPA may issue orders directing responsible parties to respond to releases of hazardous substances. Further, the EPA and private parties who have response liability to the EPA or who have incurred response costs, can bring suit against other responsible parties to seek to recover certain costs incurred in their response efforts. CERCLA also imposes liability for the cost of evaluating and remedying damage to natural resources. Various states have enacted laws analogous to and independent of CERCLA that also impose liability, which is typically strict and joint and several, for investigation, cleanup and other damages associated with the release of hazardous or other regulated substances. We may handle hazardous substances within the meaning of CERCLA, or hazardous and other substances regulated under similar state statutes, in the course of our ordinary operations. As a result, we may be jointly and severally liable under CERCLA or similar states statutes for all or part of the costs required to cleanup sites if and where these hazardous substances have been released into the environment. CERCLA and these analogous state laws and regulations may also expose us to liability for acts or conditions that were in compliance with applicable laws at a prior time. Under certain circumstances, our sales of residual crude oil collected as part of the saltwater injection process could result in liability to us if the residual crude contains hazardous substances or is covered by one of the state statutes and the entity to which the oil was transferred fails to manage and, as necessary, dispose of it or components thereof in accordance with applicable laws. Additionally, the EPA is considering the possible inclusion of certain additional contaminants to CERCLA’s list of hazardous substances. Among these substances are PFAS and bisphenol A, or BPA.

Regarding PFAS, the EPA published a final rule on May 8, 2024, designating two of the most widely used PFAS—Perfluorooctanoic Acid, or PFOA, and Perfluorooctane Sulfonic Acid, or PFOS—as CERCLA hazardous substances. This rule creates potential liability under CERCLA for downstream recipients of PFAS, including passive receivers such as our landfills as well as waste transporters. Further, as a designated CERCLA “hazardous substance,” these PFAS are also required to be listed and regulated as “hazardous materials” by the Department of Transportation under the Hazardous Materials Transportation Act, or HMTA. The inclusion of these substances in CERCLA’s definition of hazardous substances may alter or increase liabilities associated with ongoing cleanup activities, or potentially give rise to additional liability, including for acts or conditions that were in compliance with applicable laws when they occurred. Further, to the extent listed as a hazardous material under the HMTA, additional licensing as well as increased liability and operating costs could be incurred in connection with transportation of waste materials, generally.12

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substances. We may handle hazardous substances within the meaning of CERCLA, or hazardous and other substances regulated under similar state statutes, in the course of our ordinary operations. As a result, we may be jointly and severally liable under CERCLA or similar states statutes for all or part of the costs required to cleanup sites if and where these hazardous substances have been released into the environment. CERCLA and these analogous state laws and regulations may also expose us to liability for acts or conditions that were in compliance with applicable laws at a prior time. Under certain circumstances, our sales of residual crude oil collected as part of the saltwater injection process could result in liability to us if the residual crude contains hazardous substances or is covered by one of the state statutes and the entity to which the oil was transferred fails to manage and, as necessary, dispose of it or components thereof in accordance with applicable laws. Additionally, the EPA is considering the possible inclusion of certain additional contaminants to CERCLA’s list of hazardous substances. Among these substances are various per- and polyfluoroalklyl substances, or PFAS, and bisphenol A, or BPA.

Regarding PFAS, the EPA published a final rule on May 8, 2024, designating two of the most widely used PFAS—Perfluorooctanoic Acid, or PFOA, and Perfluorooctane Sulfonic Acid, or PFOS—as CERCLA hazardous substances. This rule creates potential liability under CERCLA for downstream recipients of PFAS, including passive receivers such as our landfills as well as waste transporters. Further, as a designated CERCLA “hazardous substance,” these PFAS are also required to be listed and regulated as “hazardous materials” by the Department of Transportation under the Hazardous Materials Transportation Act, or HMTA. On September 17, 2025, the EPA announced its intent to retain this designation. The inclusion of these substances in CERCLA’s definition of hazardous substances may alter or increase liabilities associated with ongoing cleanup activities, or potentially give rise to additional liability, including for acts or conditions that were in compliance with applicable laws when they occurred. Further, to the extent listed as a hazardous material under the HMTA, additional licensing as well as increased liability and operating costs could be incurred in connection with transportation of waste materials, generally.

3. Canadian Waste Legislation

The primary waste laws regulating our business in Canada are imposed by the provinces. These include provincial laws that regulate waste management, including requirements to obtain permits and approvals, and regulations with respect to the operation of transfer stations and landfilling sites. Each provincial jurisdiction in Canada has its own regulatory regime; however, the key requirements under these regimes are similar across Canada. For example, the Environmental Protection Act, or the EP Act, in Ontario and its underlying regulations regulate the generation, treatment, storage, handling, transportation and disposal of wastes in Ontario, among other things. The EP Act requires an approval or, in some cases, a registration, for the establishment, operation or alteration of a waste management system (which includes all facilities or equipment used in connection with waste) or a waste disposal site. The specific terms and conditions of an approval may impose emission limits, monitoring and reporting requirements, siting and operating criteria, financial assurance or insurance and decommissioning requirements. Certain landfilling sites are subject to more stringent regulatory requirements that can include detailed prescribed design standards, leachate collection systems, landfill gas management or collection systems and/or site closure plans including post-closure care requirements. The federal Canadian Environmental Protection Act, 1999 imposes requirements with respect to the interprovincial and international movement of hazardous wastes and hazardous recyclable material, which can affect the movement of wastes and recyclables to our Canadian facilities. The expansion or establishment of certain waste management projects, including waste treatment and landfilling sites, may also be subject to provincial or federal environmental assessment requirements.

A breach of laws or regulations governing our operations may result in suspension or revocation of necessary approvals and imposition of fines and penalties. Moreover, if we experience a delay in obtaining, are unable to obtain, or suffer the revocation of required approvals, we may be unable to serve our customers, our operations may be interrupted, and our growth and revenue may be limited.

4. Canadian Contaminated Sites Legislation

There are provincial and federal laws in Canada that regulate spills and releases of substances into the environment and require the remediation of contaminated sites. Clean up of contaminated sites in connection with our business is primarily regulated by provincial environmental laws. Each province has its own regulatory regime; however, the key requirements under these regimes are similar across Canada. For example, the EP Act in Ontario authorizes the agency to issue orders to responsible persons to undertake remedial or other corrective actions to investigate, monitor, and remediate the discharge or presence of contaminants in the environment. These orders can generally be issued on a joint and several liability basis to categories of responsible persons, including persons who caused or permitted the discharge of a contaminant, persons who own the discharged substance, as well as current and past owners of lands or the source of the contamination and persons who have or have had management or control over lands or the source of the contamination. Responsible parties can bear liability under an order without fault. The costs to comply with an order can be very substantial. Some provincial jurisdictions provide a statutory right to compensation from the owner or person in control of a substance that is discharged into the environment to any person who suffers loss as a result. The federal government has also enacted laws that regulate the release of certain substances into the environment. We handle many contaminants and pollutants in the course of our ordinary operations and, as a result, may be liable under provincial and federal statutes for all or part of required cleanup costs if substances have been released into the environment. Under such laws, we could be required to remove previously disposed substances and wastes (including substances disposed of or released by prior owners or operators) or remediate contaminated property (including soil and groundwater contamination, whether from prior owners or operators or other historic activities or spills).

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issue orders to responsible persons to undertake remedial or other corrective actions to investigate, monitor, and remediate the discharge or presence of contaminants in the environment. These orders can generally be issued on a joint and several liability basis to categories of responsible persons, including persons who caused or permitted the discharge of a contaminant, persons who own the discharged substance, as well as current and past owners of lands or the source of the contamination and persons who have or have had management or control over lands or the source of the contamination. Responsible parties can bear liability under an order without fault. The costs to comply with an order can be very substantial. Some provincial jurisdictions provide a statutory right to compensation from the owner or person in control of a substance that is discharged into the environment to any person who suffers loss as a result. The federal government has also enacted laws that regulate the release of certain substances into the environment. We handle many contaminants and pollutants in the course of our ordinary operations and, as a result, may be liable under provincial and federal statutes for all or part of required cleanup costs if substances have been released into the environment. Under such laws, we could be required to remove previously disposed substances and wastes (including substances disposed of or released by prior owners or operators) or remediate contaminated property (including soil and groundwater contamination, whether from prior owners or operators or other historic activities or spills). Regarding PFAS, the federal and certain provincial governments in Canada have published environmental criteria regarding PFAS substances, including soil, groundwater and surface water criteria and drinking water standards. The publication of new remediation criteria may alter or increase liabilities associated with ongoing cleanup activities, or potentially give rise to additional cleanup liabilities, including for acts or conditions that were in compliance with applicable laws when they occurred.

B. Wastewater/Stormwater Discharge

1. The Federal Water Pollution Control Act of 1972, or the Clean Water Act

The Clean Water Act regulates the discharge of pollutants from a variety of sources, including, without limitation, solid waste disposal facilities, transfer stations and oilfield waste facilities into Waters of the United States, or WOTUS, including surface and potentially ground waters. Under the Clean Water Act, sites or facilities that discharge pollutants to WOTUS must have a permit authorizing that discharge. If certain materials such as run-off, collected leachate, or other contaminants from our owned or operated facilities, including landfills, transfer stations, or other facilities, are discharged into streams, rivers or other regulated waters, the Clean Water Act requires a discharge permit. These permits typically contain requirements to conduct monitoring and, under certain circumstances, to treat and reduce the quantity of pollutants in such discharge. Further, if a landfill or other facility discharges wastewater through a treatment works, it may be required to comply with additional permitting or treatment, and other specific requirements. Also, virtually all landfills are required to comply with the EPA’s storm water regulations, which are designed to prevent the introduction of contaminated storm water run-off into United States’ waters.

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~~into~~development ~~streams, rivers~~ or ~~other~~require ~~regulated~~permitting ~~waters,~~before ~~the~~construction ~~Clean~~or ~~Water~~expansion ~~Act~~of ~~requires~~ a ~~discharge~~landfill ~~permit.~~may ~~These~~occur ~~permits~~in ~~typically~~areas ~~contain~~designated ~~requirements~~as towetlands. ~~conduct~~Various ~~monitoring~~states ~~and,~~in ~~under~~which ~~certain~~we ~~circumstances,~~operate toor ~~treat~~may ~~and~~operate ~~reduce~~in the ~~quantity~~future ofhave ~~pollutants~~been indelegated ~~such~~authority ~~discharge.~~to ~~Further,~~implement ifthe aClean ~~landfill~~Water orAct ~~other~~and ~~facility~~its ~~discharges~~permitting ~~wastewater through a treatment works~~requirements, itand ~~may~~some beof ~~required~~these tostates ~~comply~~have ~~with~~adopted ~~additional~~regulations ~~permitting~~ or ~~treatment,~~policies ~~and~~that ~~other specific requirements. Also, virtually all landfills~~ are ~~required~~more tostringent ~~comply~~than ~~with~~federal ~~the~~Clean ~~EPA’s~~Water ~~storm~~Act ~~water regulations~~requirements, ~~which~~including ~~are~~regulating ~~designed~~discharges to ~~prevent~~state ~~the~~waters ~~introduction~~in ofaddition ~~contaminated~~to ~~storm water run-off into United States’ waters~~WOTUS.

At this time, the ultimate regulatory test for defining WOTUS is unsettled, and the determination therefore will be based upon the outcome of regulatory promulgations and associated litigation, that are currently pending. The manner in which WOTUS is defined could affect our operations by potentially increasing or modifying regulatory requirements governing our discharges. In 2015, the Clean Water Rule was promulgated, which would expand federal control over many U.S. water resources by broadening the definition of WOTUS, thereby potentially classifying a larger range of water resource types as jurisdictional under the Clean Water Act. Since promulgation of the 2015 Clean Water Rule, the EPA and the Army Corps of Engineers, or the Corps, have sought to rescind it and to promulgate a revised definition of WOTUS that would establish federal jurisdiction more narrowly, thereby reducing the scope of Clean Water Act applicability. To that end, on December 11, 2018, the EPA and the Corps proposed a rule to redefine WOTUS. Eventually, in October 2019, the 2015 Clean Water Rule was repealed, effectively reverting to the pre-2015 regulatory definition as of December 23, 2019. On April 21, 2020, the EPA published a new Navigable Waters Protection Rule, or NWPR, narrowing the scope of federal jurisdiction over waterways and wetlands. This rule went into effect on June 22, 2020. In 2021, the NWPR was vacated and remanded by two separate federal district courts. In response to these decisions, the EPA halted implementation of the NWPR, stating that it would now be “interpreting [WOTUS] consistent with the pre-2015 regulatory regime until further notice.” On December 7, 2021, the EPA and the Corps published a proposed rule restoring definitions used before the 2015 Rule, relying on case-by-case wetland and waterway determinations. Subsequently, on December 30, 2022, the EPA and the Corps announced the final Revised Definition of Waters of the United States rule, which it based largely on the pre-2015 definition, and provided several implementation memoranda. The new rule was officially published on January 18, 2023, to be effective on March 20, 2023. The State of Texas and industry groups promptly challenged the rule, filing separate suits in federal court. In the interim, in October 2022, the U.S. Supreme Court heard arguments in Sackett v. EPA, which involved issues relating to the WOTUS definition. The Supreme Court released its opinion in May 2023, and in August 2023, the EPA and the Corps issued a final rule to amend the WOTUS definition consistent with the Supreme Court’s definition. That final rule became effective September 8, 2023. How states and the federal government will implement the final rule remains to be seen. To the extent that the scope of the WOTUS concept and the Clean Water Act jurisdiction is expanded, it could inhibit project development, result in longer permitting timelines, or increase compliance or mitigation costs for both our operations and the operations of our customers. As a result, an expansion of the scope of the WOTUS definition could adversely affect our business. Additionally, the Clean Water Act’s spill prevention, control and countermeasure requirements require development of site-specific plans, and appropriate containment berms and similar structures to help contain and prevent the contamination of regulated waters in the event of a hydrocarbon storage tank release. The Clean Water Act also contains provisions that can prohibit development or require permitting before construction or expansion of a landfill may occur in areas designated as wetlands. Various states in which we operate or may operate in the future have been delegated authority to implement the Clean Water Act and its permitting requirements, and some of these states have adopted regulations or policies that are more stringent than federal Clean Water Act requirements, including regulating discharges to state waters in addition to WOTUS.

2. Safe Drinking Water Act, or SDWA

Our United States E&P underground injection operations are subject to, among other laws, the SDWA, as well as analogous state laws and regulations. Under the SDWA, the EPA established the underground injection control, or UIC, program, which includes requirements for permitting, testing, monitoring, record keeping and reporting of injection well activities, as well as a prohibition against the migration of fluid containing any contaminant into underground sources of drinking water. Certain state regulations require us to obtain permits from the applicable regulatory agencies to operate our underground injection wells. Leakage from the subsurface portions of injection wells could cause degradation of fresh groundwater resources, potentially resulting in suspension of our UIC permit, fines and penalties, the incurrence of expenditures for remediation of the affected resource and potential liability to third parties for property damages.

15The EPA has been reviewing whether management and disposal of E&P wastes should be subject to additional regulation. In July 2018, the EPA partnered with New Mexico to assess alternatives to immediate disposal of E&P wastewater by reusing it and/or treating it for reintroduction into the hydrologic cycle, as well as potential regulations related thereto. Moreover, in May 2019, EPA issued its draft Study of Oil and Gas Extraction Wastewater Management Under the Clean Water Act regarding EPA’s examination of whether to alter its regulation of the treatment and discharge of E&P wastewater. The final report was released in May 2020. If regulations requiring reuse or treatment are developed and implemented on a broad scale, it may increase our (or our customers’) compliance costs or reduce the volume of E&P wastes that may be disposed of via underground injection, which could have an adverse effect on our business.

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The EPA has been reviewing whether management and disposal of E&P wastes should be subject to additional regulation. In July 2018, the EPA partnered with New Mexico to assess alternatives to immediate disposal of E&P wastewater by reusing it and/or treating it for reintroduction into the hydrologic cycle, as well as potential regulations related thereto. Moreover, in May 2019, EPA issued its draft Study of Oil and Gas Extraction Wastewater Management Under the Clean Water Act regarding EPA’s examination of whether to alter its regulation of the treatment and discharge of E&P wastewater. The final report was released in May 2020. The EPA has yet to determine its next steps for managing E&P wastewater under the Clean Water Act. If regulations requiring reuse or treatment are developed and implemented on a broad scale, it may increase our (or our customers’) compliance costs or reduce the volume of E&P wastes that may be disposed of via underground injection, which could have an adverse effect on our business.

3. Canadian Water Protection Legislation

There is legislation in Canada from the federal and provincial governments and, in many cases, by-laws from municipal governments, that protect water quality and regulate the discharge of substances into the aquatic environment. Federal water pollution control authority is derived primarily from the Fisheries Act, which contains provisions for the protection of fish (water quality), fish habitat and the use of fish ~~habitat~~by man. This includes a general prohibition on the deposit of any deleterious substances into water that is frequented by fish, unless otherwise authorized. There is legislation in each provincial jurisdiction that also protects water sources and regulates water pollution, and generally requires an approval or permit for a discharge of any effluent, including in some cases stormwater, into a water body. For example, in Ontario, the Ontario Water Resources Act, or OWRA, prohibits the discharge of material of any kind into any water that may impair the quality of the water. The OWRA requires that an approval be obtained for the use and operation of certain sewage and stormwater works. Such approvals typically contain monitoring requirements and impose restrictions on effluent characteristics. Other provinces in Canada have similar regimes for the protection of water. Most municipalities have also created by-laws to regulate the discharge of sewage and stormwater into municipal sewers. If run-off or other contaminants from our landfills, transfer stations or other waste facilities are discharged or migrate into waters and cause impairment, we could face significant liability under municipal, provincial and federal laws.

C. Air Emissions

1. The Clean Air Act, or CAA

In the United States, the CAA generally regulates the emissions of air pollutants from a variety of sources, including certain landfills and oilfield waste facilities, based on factors such as the date of the construction and tons per year of emissions of regulated pollutants. Typically, federal requirements are delegated to the states and implemented at the state level. The CAA and analogous state laws require permits for and impose other restrictions on facilities and equipment that have the potential to emit pollutants into the atmosphere. Under the CAA, generally a facility deemed to be a major source must be authorized by a permit, known as a federal operating permit. Additional or more stringent regulations of our facilities may occur in the future, which could increase operating costs or impose additional compliance burdens.

In those situations where major source permitting is not required, typically state laws and rules will require permitting as a type of minor source. Larger landfills and landfills located in areas where the ambient air does not meet certain air quality standards called for by the CAA may be subject to even more extensive air pollution controls and emissions limitations. In addition to the potential air emissions permitting of landfill facilities, such permitting may be required for the construction of gas collection and flaring systems, composting and other operations giving rise to emissions. In some instances, major source federal operating permits, may be required depending on the nature and volume of air emissions.15

In addition to permitting, the CAA imposes other regulatory obligations, including, in some instances, performance standards on operations and equipment. For example, in certain instances, major sources are subject to emissions limitations known as maximum achievable control technology, or MACT. The EPA has promulgated regulations requiring MACT on large MSW landfills. The MACT standards imposed on landfill emissions often require installation of landfill gas collection systems. The EPA has also issued what are known as new source performance standards, or NSPS, which detail requirements regarding control of landfill gases from new, modified, or reconstructed, among other things, MSW landfills. Regarding facilities that are not subject to the NSPS, the EPA has promulgated emissions guidelines, specifying standards of performance for existing MSW landfills. The emissions guidelines are implemented and enforced by states through State Implementation Plans, or SIPs, which contain the state-specific regulations and guidance directly applying

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~~the~~In ~~emissions~~those ~~guidelines~~situations towhere ~~affected~~major ~~sources~~source inpermitting ~~the~~is not required, typically state ~~through~~laws and rules will require permitting, ~~monitoring,~~as ~~and~~a ~~other~~type ~~means~~of minor source. IfLarger ~~one~~landfills orand ~~more~~landfills ~~states~~located doin ~~not~~areas ~~submit~~where ~~approvable~~the ~~SIPs~~ambient byair ~~the~~does ~~emissions~~not ~~guideline’s~~meet ~~prescribed~~certain ~~deadline,~~air quality standards called for by the ~~EPA~~CAA ismay ~~required~~be subject to ~~promulgate~~even ~~what~~more isextensive ~~known~~air aspollution acontrols ~~Federal~~and ~~Implementation~~emissions ~~Plan,~~limitations. orIn ~~FIP,~~addition ~~for~~to the potential air emissions ~~guideline~~permitting of landfill facilities, ~~which~~such ~~then~~permitting ~~governs~~may be required for the ~~operation~~construction of ~~covered~~gas ~~sources~~collection inand ~~states~~flaring systems, composting and ~~territories~~other ~~without~~operations ~~SIPs~~giving inrise ~~place~~to emissions. In some instances, major source federal operating permits, may be required depending on the nature and volume of air emissions.

Applicability of NSPS, emissions guidelines, and implementation plans generally depends on whether the MSW landfill facility is a “new source” or an “existing source.” New sources, which are subject to NSPS requirements, generally are those MSW landfill facilities that were constructed, modified or reconstructed after July 17, 2014. Existing sources, which are subject to the emissions guidelines and their associated state and federal implementation plans, are generally those landfills that commenced construction, modification, or reconstruction on or before July 17, 2014.

New sources are subject to NSPS under Title 40, Part 60, Subpart XXX of the Code of Federal Regulations (Subpart XXX), which were issued on August 29, 2016. Subpart XXX specifies standards for landfill gas control. The Subpart XXX NSPS reduces the threshold for non-methane organic compounds at which new, reconstructed or modified MSW landfills must install emission controls. Subpart XXX also requires monitoring surface emissions of methane, monitoring of temperature and pressure at the wellhead of landfill gas collection systems and imposes other requirements.

Existing landfills, which are not subject to NSPS Subpart XXX, are indirectly governed by the emissions guidelines and the SIPs or FIPs implementing these requirements. The EPA promulgated what are known as the Subpart Cf emissions guidelines on August 29, 2016. These emissions guidelines triggered a requirement for states to submit SIPs implementing the emissions guidelines limits. In February 2020, the EPA found that 42 states and territories had failed to submit approvable SIPs by the deadline, which had been extended to 2019. The EPA published its proposed FIP in August 2019, and finalized it in May 2021 with an effective date of June 21, 2021. The FIP imposed compliance requirements consistent with Subpart Cf for existing sources in those states without an EPA-approved SIP. The FIP also replaced compliance obligations under certain legacy regulations. Together, the Subpart XXX and Subpart Cf regulations lower the non-methane organic compounds applicability threshold at which both new and existing MSW landfills must install a gas collection and control system, and impose other regulatory requirements. As a result of this and other regulatory actions affecting air emissions from our facilities, it is possible that we could face greater operational burdens and costs, as well as other requirements could have a material effect on landfill operations, and adversely affect our business.

Additionally, in March 2020, the EPA finalized amendments to the most recent MSW Landfill NSPS and emission guidelines that would allow regulated entities to demonstrate compliance with landfill gas control, operating, monitoring, recordkeeping and reporting requirements by following the corresponding requirements in the MSW Landfills National Emissions Standards for Hazardous Air Pollutant, or NESHAP, regulations at Subpart AAAA. These amendments were intended to improve compliance and implementation of the regulations. Compliance with these regulatory requirements could result in significant additional costs, which we will incur in our ordinary course of business. In addition, state air regulatory agencies may request delegation of authority to implement the FIP and state law requirements may impose additional restrictions beyond federal requirements, which could also result in compliance costs. For example, some state air programs uniquely regulate odor and the emission of certain specific toxic air pollutants.

The EPA recently modified, or is in the process of modifying, other standards promulgated under the CAA in a manner that could increase our compliance costs. For example, the EPA has discussed modifying national ambient air quality standards, or NAAQS, applicable to carbon monoxide and oxides of sulfur and nitrogen, as well as other standards, to make them more stringent. The NAAQS standards for particulate matter, published December 18, 2020, retained the NAAQS levels from 2012, and the ozone NAAQS, published December 31, 2020, retained 2015 NAAQS levels. In 2021, EPA announced it would reconsider the December 2020 decision. In February 2024, the EPA finalized a more stringent primary (health-based) annual PM2.5 standard and related metrics, such as the Air Quality Index and monitoring requirements. The rule is the subject of ongoing litigation; however, in the interim, the revised PM2.5 NAAQS became effective May 6, 2024. Ongoing state implementation of the current NAAQS, as well as potential implementation of even more stringent standards, could result in, among other things, additional capital or operating expenditures. Further, our customers’ operations may be subject to existing and future CAA permitting and regulatory requirements that could have a material effect on their operations, which could have an adverse effect on our business, increase the operating costs and otherwise impact financial condition and operating results.16

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additional restrictions beyond federal requirements, which could also result in compliance costs. For example, some state air programs uniquely regulate odor and the emission of certain specific toxic air pollutants.

The EPA recently modified, or is in the process of modifying, other standards promulgated under the CAA in a manner that could increase our compliance costs. For example, the EPA has discussed modifying national ambient air quality standards, or NAAQS, applicable to carbon monoxide and oxides of sulfur and nitrogen, as well as other standards, to make them more stringent. The NAAQS standards for particulate matter, published December 18, 2020, retained the NAAQS levels from 2012, and the ozone NAAQS, published December 31, 2020, retained 2015 NAAQS levels. In 2021, EPA announced it would reconsider the December 2020 decision. In February 2024, the EPA finalized a more stringent primary (health-based) annual PM_2.5 standard and related metrics, such as the Air Quality Index and monitoring requirements. The rule is the subject of ongoing litigation; however, in the interim, the revised PM_2.5 NAAQS became effective May 6, 2024. On March 12, 2025, EPA announced that it will reassess and potentially revise the 2024 PM_2.5 NAAQS rule. Ongoing state implementation of the current NAAQS, as well as potential implementation of even more stringent standards, could result in, among other things, additional capital or operating expenditures. Further, our customers’ operations may be subject to existing and future CAA permitting and regulatory requirements that could have a material effect on their operations, which could have an adverse effect on our business, increase the operating costs and otherwise impact financial condition and operating results.

Further, the EPA has sought to strengthen regulations governing GHG and VOC emissions from the oil and natural gas sector. In March 2024, the EPA published the new NSPS and Emissions Guidelines, or EGs, known as Subpart OOOOb and Subpart OOOOc, respectively, to further reduce methane and VOC emissions from certain sources in the oil and natural-gas sector, including certain existing and previously unregulated sources. The rules also set more stringent standards and requirements for a variety of sources. Subpart OOOOb generally became effective in May 2024, with rolling compliance dates for certain sources. Subpart OOOOc, which will apply to existing sources, has a longer implementation timeline, requiring each state to submit a plan to the EPA for appropriate emissions reductions within two years of the date that the rule is published, and regulated entities are required to comply with state or federal rules within three years after the deadline for state plan submittals. Any state implementing rules will be required to be at least as stringent as the federal rules. Of note, however, on July 31, 2025 the EPA published an interim final rule to extend certain Subpart OOOOb compliance deadlines and the Subpart OOOOc submittal deadline. The EPA then published on December 3, 2025 a final interim final rule concluding that the amendments made in the interim final rule were warranted and making further changes to a very limited scope of compliance deadlines. States, however, may continue to implement their own GHG and VOC emissions regulations notwithstanding these federal initiatives. The timing and full scope of any final regulatory requirements imposed by EPA or the states or the cost to comply with such requirements is not known at this time. Compliance with these rules or with any future federal or state methane regulations could, among other things, require capital expenditures for our customers and increase their operating costs, thereby impacting our business.

Further, the Inflation Reduction Act, or IRA, signed into law in August 2022, includes the first-ever direct federal “charge” on methane emissions called the “Waste Emissions Charge,” or WEC, for applicable facilities within nine segments of the oil and natural gas industry. The WEC applied to methane emissions beginning in 2024, with the first charge for 2024 emissions due in 2025. On November 18, 2024, the EPA finalized rulemaking to establish a regulatory program for assessing and remitting the fee on methane emissions. The WEC was subsequently disapproved by a joint resolution of Congress pursuant to the Congressional Review Act, and President Trump signed the Joint Resolution of Disapproval on March 14, 2025. Consistent with the Joint Resolution of Disapproval, on May 19, 2025, the EPA published a final rule in the Federal Register removing the WEC regulations from the Code of Federal Regulations, or CFR. The Joint Resolution of Disapproval invalidates the implementing rule, but the underlying WEC requirement in the IRA still exists. A separate law, the One Big Beautiful Bill Act, or OBBA, enacted on July 4, 2025, postponed the WEC’s effective date until 2034. As a result, the statutory obligation for the fee remains, but its implementation is stalled until new rules, if any, are developed and take effect, potentially not until 2034. While these changes should not directly affect our waste disposal operations, should their applicability ultimately be implemented and affect our customers in the E&P industry, it could then result in decreased development and, therefore, decreased waste production and a decreased demand for E&P waste disposal services.

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~~Further,~~landfill ~~the~~NSPS ~~EPA has sought~~ to ~~strengthen~~further ~~regulations~~curtail ~~governing GHG~~ and ~~VOC~~enforce ~~emissions~~methane ~~from~~emission ~~the oil and natural gas sector~~reductions. In ~~March~~July 2024, ~~the~~it ~~EPA~~was ~~published~~announced that the ~~new~~EPA ~~NSPS~~will ~~and~~issue ~~Emissions~~an ~~Guidelines,~~updated orNSPS ~~EGs, known as Subpart OOOOb~~ and ~~Subpart~~EG ~~OOOOc,~~proposal ~~respectively,~~for ~~to further reduce~~ methane ~~and VOC~~ emissions from ~~certain~~MSW ~~sources~~landfills in ~~the~~2025 ~~oil~~after ~~and~~concluding ~~natural-gas~~an ~~sector,~~analysis ~~including~~of ~~certain~~available ~~existing~~new ~~and~~technologies ~~previously unregulated sources. The rules also set more stringent standards~~ and ~~requirements~~landfill ~~for~~work apractices, ~~variety~~but ofEPA ~~sources.~~did ~~Subpart~~not ~~OOOOb~~do ~~generally~~so ~~became~~by ~~effective~~December ~~in May 2024~~31, ~~with rolling compliance dates for certain sources~~2025. ~~Subpart OOOOc~~Additionally, ~~which~~on ~~will~~October ~~apply to existing sources~~25, ~~has a longer implementation timeline~~2024, ~~requiring each state to submit a plan to~~ the EPA ~~for~~opened ~~appropriate~~a ~~emissions~~non-regulatory ~~reductions~~docket ~~within~~to ~~two~~gather ~~years~~information ofand ~~the~~data ~~date~~on ~~that~~new ~~the~~technologies ~~rule is published,~~ and ~~regulated~~work ~~entities~~practices ~~are required to comply with state or federal rules within three years after the deadline~~ for ~~state~~MSW ~~plan submittals~~landfills. ~~Although~~Increased ~~any~~EPA ~~state implementing rules must be at least as stringent as the federal rules, the full scope of any final~~ regulatory ~~requirements~~oversight ~~imposed~~may byresult ~~the~~in ~~states~~increased orcompliance ~~the~~costs ~~cost~~for toour ~~comply~~business ~~with~~and ~~such~~may ~~requirements~~have isa ~~not~~material ~~known~~impact aton ~~this~~operations ~~time. Compliance with these rules or with any future federal or state methane regulations could, among other things, require capital expenditures for our customers~~ and ~~increase~~adverse ~~their~~effect ~~operating~~on ~~costs, thereby impacting~~ our business.

EPA included landfill methane emissions in its quadrennial document outlining enforcement priorities, the FY 2024-2027 National Enforcement and Compliance Initiatives. In the document, EPA advised that it plans to use preexisting landfill NSPS to further curtail and enforce methane emission reductions. In July 2024, it was announced that the EPA will issue an updated NSPS and EG proposal for methane emissions from MSW landfills in 2025 after concluding an analysis of available new technologies and landfill work practices. Additionally, on October 25, 2024, the EPA opened a non-regulatory docket to gather information and data on new technologies and work practices for MSW landfills. Increased EPA regulatory oversight may result in increased compliance costs for our business and may have a material impact on operations and adverse effect on our business.

2. Canadian Air Quality Legislation

In Canada, the primary laws regulating air emissions from our operations come from provincial laws. Provincial laws may require approvals for air emissions and may impose other restrictions on facilities and equipment that have the potential to emit pollutants into the atmosphere. Provincial laws may require the construction of landfill gas management systems, including gas collection and flaring systems, which are subject to approvals or other regulatory requirements. Failure to obtain an approval or comply with approval or other regulatory requirements could result in the imposition of substantial administrative or regulatory penalties. InThe ~~2024, the~~ Canadian federal government published ~~proposed~~new Landfill Methane Regulations ~~Respecting~~under the ~~Reduction~~Canadian inEnvironmental Protection Act, 1999, which came into force on December 12, 2025. The Landfill Methane Regulations apply to private and municipally owned landfills that receive municipal solid waste and that meet the ~~Release~~prescribed applicability criteria based on the quantity of municipal solid waste in the landfill and disposal rates. The Landfill Methane ~~(Waste~~Regulations ~~Sector)~~will ~~under~~impose limits on methane concentrations at the ~~Canadian~~surface ~~Environmental~~of ~~Protection~~the ~~Act,~~landfill ~~1999,~~at ~~which~~certain landfills and regular monitoring to confirm that these limits are ~~discussed~~met, ~~further~~among ~~below~~other requirements.

D. Occupational Health and Safety

1. The Occupational Safety and Health Act of 1970, or the OSH Act

In the United States, the OSH Act is administered by the Occupational Safety and Health Administration, or OSHA, and many state agencies whose programs have been approved by OSHA. The OSH Act establishes employer responsibilities for worker health and safety, including the obligation to maintain a workplace free of recognized hazards likely to cause death or serious injury, comply with adopted worker protection standards, maintain certain records, provide workers with required disclosures and implement certain health and safety training programs. Various OSHA standards may apply to our operations, including standards concerning notices of hazards, safety in excavation and demolition work, the handling of asbestos and asbestos-containing materials and worker training and emergency response programs. Moreover, the Department of Transportation, OSHA, and other agencies regulate and have jurisdiction concerning the transport, movement and related safety of hazardous and other regulated materials. In some instances, state and local agencies also regulate the safe transport of such materials to the extent not preempted by federal law.

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transport, movement and related safety of hazardous and other regulated materials. In some instances, state and local agencies also regulate the safe transport of such materials to the extent not preempted by federal law.

2. Canadian Occupational Health and Safety Laws

In Canada, each province establishes and administers a provincial occupational health and safety regime. Similar to the United States, these regimes generally identify the rights and responsibilities of employers, supervisors, workers and other parties. Employers are required to implement all prescribed safety requirements and to exercise reasonable care to protect employees from workplace hazards, among other things. Various occupational health and safety standards may apply to our Canadian operations, including requirements relating to communication of and exposure to hazards, safety in excavation and demolition work, the handling of asbestos and asbestos-containing materials and worker training and emergency response programs. In addition to the provincial departments of transportation, Transport Canada has jurisdiction to regulate the transportation of dangerous goods, which can include wastes.

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E. Additional Regulatory Considerations

We also review regulatory developments that may affect our business, including, among others, those described below.

1. State, Provincial and Local Regulation

In addition to the federal statutes regulating our operations, each state or province where we operate or may operate in the future has laws and regulations governing the management, generation, storage, treatment, handling, transportation, and disposal of solid waste, E&P waste, occupational safety and health, water and air pollution and, in most cases, the siting, design, operation, maintenance, corrective action, closure and post-closure maintenance of landfills and transfer stations. Further, many municipalities have enacted or could enact ordinances, local laws and regulations affecting our operations, including zoning and health measures that limit solid waste management activities to specified sites or activities. Other jurisdictions have enacted “fitness” rules focusing on companywide and overall corporate compliance history in making permitting decisions. In addition, certain jurisdictions have enacted flow control provisions that direct or restrict the delivery of solid wastes to specific facilities, laws that grant the right to establish franchises for collection services and bidding for such franchises and bans or other restrictions on the movement of solid wastes into a municipality. Specific state and local permits for our operations may be required and may be subject to periodic renewal, modification or revocation by the issuing agencies. There has also been an increasing trend at the state, provincial and local levels to mandate and encourage waste reduction at the source and recycling, and to prohibit or restrict landfill disposal of certain types of solid wastes, such as food waste, yard waste, leaves, tires, electronic equipment waste, painted wood and other construction and demolition debris. The enactment of laws or regulations reducing the volume and types of wastes available for transport to and disposal in landfills could prevent us from operating our facilities at their full capacity.

In August 2024, three states (New Jersey, New Mexico, and North Carolina) petitioned the EPA to list certain PFAS as hazardous air pollutants under Clean Air Act and to establish emission standards from source categories. The EPA has 18 months to respond to the petition. As of December 31, 2025, the EPA had not issued a specific response to this petition. Several state legislatures and state agencies have been evaluating or have taken various regulatory actions related to PFAS in the environment, including proposing or finalizing cleanup standards for PFAS in soil and water, groundwater standards, surface water standards, and/or drinking water standards for PFOS, PFOA, and other PFAS. States with finalized drinking water standards for certain PFAS include Vermont, New Jersey, New York, New Hampshire, Michigan, Massachusetts, Pennsylvania, and Wisconsin. The federal and certain provincial governments in Canada have also published environmental criteria regarding certain PFAS substances, including soil, groundwater and surface water criteria and drinking water standards.

The Company cannot predict what additional regulatory or legislative actions in the United States and elsewhere arising from the foregoing or other proceedings and activities, if any, may be taken regarding such compounds or the consequences of any such actions to the Company, including to its operations. Given divergent and rapidly evolving regulatory standards, there is currently significant uncertainty about the potential costs to industry and communities associated with operating and control technologies that may be required.

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2. Hydraulic Fracturing Regulation

We do not conduct hydraulic fracturing operations, but we do provide treatment, recovery and disposal services in the United States for the fluids used and wastes generated by our customers in such operations. Recently, there has been increased public concern regarding the alleged potential for hydraulic fracturing to adversely affect the environment, including drinking water supplies. Proposals have been made to enact separate federal, state or local legislation that would increase the regulatory burden imposed on hydraulic fracturing. Laws and regulations have been proposed and/or adopted at the federal, state and local levels that would regulate, restrict or prohibit hydraulic fracturing operations or require the reporting and public disclosure of chemicals used in the hydraulic fracturing process. Certain states and localities have placed moratoria or bans on hydraulic fracturing or the disposal of waste therefrom, or have considered the same.

In June 2016, the EPA promulgated a rule prohibiting discharges of wastewater pollutants from onshore unconventional oil and gas extraction facilities to publicly-owned treatment works, or POTWs. Further, the EPA’s promulgation and subsequent revision of methane and VOC rules between 2016 and 2023 caused regulatory uncertainty for oil and gas exploration and production facilities, including hydraulic fracturing operations. In November 2021, the EPA again proposed rules to regulate methane and VOCs from the oil and gas industry sources, and these rules were finalized in November 2023. The rules enact a new NSPS, under Subpart OOOOb, which includes standards for emission sources not regulated previously under the 2016 NSPS Subpart OOOOa. Additionally, the rules include the first oil and gas emissions guidelines for existing sources, known as Subpart OOOOc, which require states to submit and implement SIPs to enforce the guidelines on existing oil and gas emissions sources. Among the many additional requirements are: (i) the definition of “storage vessels” is revised to include the entire tank battery, not just a single tank, now setting the emissions threshold (i.e., the “potential to emit,” which is the highest quantity of certain pollutants that a source could potentially release into the air, even if that source has never actually emitted the highest quantity) at 6 tons per year, or tpy, VOC; (ii) well closure plans and fugitive emissions monitoring required on all wells prior to closure, with an optical gas imaging (OGI) survey to be submitted to EPA upon closure in certain instances; and (iii) creation of a Super Emitter Program that, among other things, authorizes third parties to remotely monitor regulated facilities and notify EPA when certain emissions events are detected. Subpart OOOOb generally becomes effective within 60 days after the rule is published, with certain exceptions. Subpart OOOOc has a longer implementation timeline, requiring each state to submit a plan to EPA for appropriate emissions reductions within 2 years of the date that the rule is published, and regulated entities are required to comply with state or federal rules within three years after the deadline for state plan submittals. These rules may require oil and gas operators to expend material sums on compliance, including on equipment repair or replacement, and may reduce our customers’ E&P activities and could have an adverse impact on our business. Additionally, several states may adopt laws or regulations analogous to or even more stringent than the federal rules, and the state rules would remain in effect regardless of the outcome of any federal stay or litigation. Further, several states in which we conduct business require oil and natural gas operators to disclose information concerning their operations, which could result in increased public scrutiny.

The EPA has contemplated additional rulemaking that could affect the exploration and production industry sector. In May 2014, the EPA issued an Advanced Notice of Proposed Rulemaking, or ANPR, under the Toxic Substances Control Act, or TSCA, seeking comment on whether and how the EPA should regulate the reporting or disclosure of the use of hydraulic fracturing chemical substances and mixtures and their constituents. Several states have implemented such requirements. Additionally, in December 2016, the EPA released a study on the environmental impacts of hydraulic fracturing on drinking water. In that study, the EPA found evidence that hydraulic fracturing activity can impact drinking water resources under some circumstances, but data gaps limited the EPA’s ability to fully assess the matter. The EPA also published in May 2018 a detailed study of centralized waste treatment, or CWT, facilities accepting oil and gas extraction wastewater. The study assessed the regulatory status of CWTs, characteristics of wastewaters discharged from them, available treatment technologies and associated costs. EPA has yet to implement regulations or guidelines based on this study. The impact of rules that the EPA is contemplating, has proposed or has recently promulgated will be uncertain until the rules are finalized and fully implemented.19

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~~requirements~~promulgation onand subsequent revision of methane and VOC rules between 2016 and 2025 caused regulatory uncertainty for oil and gas exploration and production facilities, including hydraulic fracturing ~~could~~operations. ~~reduce~~In November 2021, the EPA again proposed rules to regulate methane and VOCs from the oil and ~~natural~~gas industry sources, and these rules were finalized in November 2023. The rules enact a new NSPS, under Subpart OOOOb, which includes standards for emission sources not regulated previously under the 2016 NSPS Subpart OOOOa. Additionally, the rules include the first oil and gas emissions guidelines for existing sources, known as Subpart OOOOc, which require states to submit and implement SIPs to enforce the guidelines on existing oil and gas emissions sources. Among the many additional requirements are: (i) the definition of “storage vessels” is revised to include the entire tank battery, not just a single tank, now setting the emissions threshold (i.e., the “potential to emit,” which is the highest quantity of certain pollutants that a source could potentially release into the air, even if that source has never actually emitted the highest quantity) at 6 tons per year, or tpy, VOC; (ii) well closure plans and fugitive emissions monitoring required on all wells prior to closure, with an optical gas imaging (OGI) survey to be submitted to EPA upon closure in certain instances; and (iii) creation of a Super Emitter Program that, among other things, authorizes third parties to remotely monitor regulated facilities and notify EPA when certain emissions events are detected. Subpart OOOOb generally becomes effective within 60 days after the rule is published, with certain exceptions. Subpart OOOOc has a longer implementation timeline, requiring each state to submit a plan to EPA for appropriate emissions reductions within 2 years of the date that the rule is published, and regulated entities are required to comply with state or federal rules within three years after the deadline for state plan submittals. As noted above, on July 31, 2025 the EPA published an interim final rule to extend certain Subpart OOOOb compliance deadlines and the Subpart OOOOc submittal deadline. The EPA then published on December 3, 2025 a final interim final rule concluding that the amendments made in the interim final rule were warranted and making further changes to a very limited scope of compliance deadlines. These rules may require oil and gas operators to expend material sums on compliance, including on equipment repair or replacement, and may reduce our customers’ E&P activities byand ~~our~~could ~~customers~~have ~~and,~~an ~~therefore,~~adverse ~~adversely~~impact ~~affect~~on our business. ~~Such~~Additionally, several states may adopt laws or regulations ~~could~~analogous ~~also~~to ~~materially~~or ~~increase~~even ~~our~~more ~~costs~~stringent than the federal rules, and the state rules would remain in effect regardless of ~~compliance~~the outcome of any federal stay or litigation. Further, several states in which we conduct business require oil and natural gas operators to disclose information concerning their operations, which could result in increased public scrutiny.

If new federal, state or local laws, regulations or policies restricting hydraulic fracturing are adopted, such legal requirements could result in delays, eliminate certain drilling and injection activities and make it more difficult or costly for our customers to perform hydraulic fracturing. Any such regulations limiting, prohibiting or imposing operational requirements on hydraulic fracturing could reduce oil and natural gas E&P activities by our customers and, therefore, adversely affect our business. Such laws or regulations could also materially increase our costs of compliance.

3. Disposal of Drilling Fluids

Certain of our facilities in the United States and Canada accept drilling fluids and other E&P wastes for disposal via underground injection. The disposal of drilling fluids is generally regulated at the state or provincial level, and claims, including some regulatory actions, have been brought against some owners or operators of these types of facilities for nuisance, seismic disturbances and other claims in relation to the operation of underground injection facilities. To date, our facilities have not been subject to any such litigation, but could be in the future.

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4. Climate Change Laws and Regulations

Generally, the promulgation of climate change laws or regulations restricting or regulating greenhouse gas, or GHG, emissions from our operations could increase our costs to operate by increasing control technology requirements or changing regulatory obligations. In the United States, the EPA’s current and proposed regulation of GHG emissions may adversely impact our operations. Pursuant to the EPA’s rulemakings and interpretations, certain air permits issued on or after January 2, 2011 must address GHG emissions. As a result, new or modified emissions sources may be required to install Best Available Control Technology to limit GHG emissions, but future regulations may revise these requirements. Additionally, regulations in the Subpart OOO Federal Implementation Plan, the NSPS in Subpart ‎XXX require the reduction of GHG emissions from new ‎or modified landfills‎, as detailed above. In addition, the EPA’s Mandatory Greenhouse Gas Reporting Rule sets monitoring, recordkeeping and reporting requirements applicable to certain landfills and other entities. In September 2025, however, the EPA proposed to largely repeal the Greenhouse Gas Reporting Rule, including those provisions for landfills. A final rule had not yet been implemented as of December 31, 2025. For this reason, the status of this reporting rule remains in flux. Reporting would only continue for those oil and gas industry segments linked to the WEC rule, but even those reporting requirements are suspended until 2034, aligning with the delayed WEC rule implementation date.

The Canadian federal government enacted the Greenhouse Gas Pollution Pricing Act, or GGPPA, in 2018, which ~~established~~establishes a national carbon-pricing regime ~~starting in 2019~~ for provinces and territories in Canada where there is no provincial regime in place or where the provincial regime does not meet the federal benchmark. Often referred to as the federal backstop, the federal carbon-pricing regime ~~consists~~consisted initially of a carbon levy ~~that is~~ applied to certain fossil fuels and an output-based pricing system, or OBPS, ~~that is~~ applied to certain industrial facilities with reported emissions of 50,000 tonnes of carbon dioxide equivalent, or CO2e, or more per year. The ~~minimum~~federal ~~national~~government ~~price~~ceased onthe ~~carbon~~application ~~established~~of ~~under~~ the ~~GGPPA~~fuel ~~rose~~charge tocomponent ~~the equivalent~~ of ~~CAD~~the ~~$80~~federal ~~per~~backstop ~~tonne of CO2e~~ effective April 1, ~~2024~~2025, ~~and~~leaving ~~will~~OBPS ~~increase~~in ~~by CAD $15 per year to reach CAD $170 per tonne of CO2e by 2030~~place.

InThe ~~2024, the~~ Canadian federal government published ~~proposed~~new Landfill Methane Regulations ~~Respecting~~under the ~~Reduction~~Canadian inEnvironmental ~~the~~Protection ~~Release~~Act, of1999, which came into force on December 12, 2025. The Landfill Methane ~~(Waste~~Regulations ~~Sector)~~apply ~~under~~to private and municipally owned landfills that receive municipal solid waste and that meet the ~~Canadian~~prescribed ~~Environmental~~applicability ~~Protection~~criteria ~~Act,~~based ~~1999~~on the quantity of municipal solid waste in the landfill and disposal rates. The ~~objective~~federal ofgovernment ~~the~~expects ~~proposed~~these regulations is to reduce methane emissions from ~~certain~~Canadian ~~municipal solid waste~~ landfills by about 50% below 2019 levels by ~~2030~~2035. Landfills ~~subject~~that tomeet the ~~new~~applicability ~~regulations~~criteria ~~would~~are be required to calculate their annual methane generation ~~assessments~~and submit an assessment report to Environment and Climate Change Canada. ~~The~~Current ~~regulations~~landfills ~~would~~that ~~restrict~~exceed 664 tonnes of methane ~~emissions~~generation ~~through~~annually ~~new~~and ~~requirements~~closed onlandfills exceeding 1,000 tonnes of methane ~~emission~~generation ~~controls,~~annually ~~mandatory~~are ~~monitoring,~~subject ~~leak~~to ~~detection~~additional compliance requirements that will be phased in between 2028 and ~~repair,~~2035 to allow time for the design and ~~surface~~installation of methane ~~concentration~~control ~~limits.~~infrastructure ~~The~~that ~~regulations~~may ~~propose~~be aneeded ~~phased-in~~for ~~timeline~~compliance. The ~~for~~additional compliance ~~that~~requirements ~~depends~~include limits on methane concentrations at the ~~methane~~surface ~~generation~~of ~~assessment~~the ~~and~~landfill, ~~whether~~regular ormonitoring ~~not~~to ~~the~~confirm that these limits are met, regular monitoring to detect and repair leaks in landfill ~~has~~gas ~~existing~~management systems within prescribed time periods, prohibitions on venting landfill gas ~~recovery~~with ~~wells~~limited exceptions, and a requirement that recovered methane must be destroyed or used. In addition to the ~~proposed~~ federal ~~regulations~~Landfill Methane Regulations, certain provinces have regulations in place to reduce methane emissions from landfills.

In 2024, the Canadian federal government also published proposed Oil and Gas Sector Greenhouse Gas Emissions Cap Regulations under the Canadian Environmental Protection Act, 1999, which would implement an emissions cap on certain activities in the oil and gas sector and establish a cap-and-trade system for this sector.

Certain states and several Canadian provinces have promulgated legislation and regulations to limit GHG emissions through requirements of specific controls, carbon levies, cap and trade programs or other measures. Comprehensive GHG legislation or regulation, including carbon pricing, affects not only our business, but also that of our customers.

Heightened regulation of our customers’ operations could also adversely affect our business. The regulation of GHG emissions from oil and gas E&P operations may increase the costs to our customers of developing and producing hydrocarbons and, as a result, may have an indirect and adverse effect on the amount of E&P waste delivered to our facilities. New emission rules applicable to oil and gas production sources in the United States and Canada may require additional emissions controls, impose emissions charges, and increase capital costs for our customers, which could reduce their E&P activities, and subsequently negatively impact our business operations. As discussed above, certain states have enacted rules analogous to or even more stringent than the federal rules.

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~~facilities.~~customers’ ~~New~~costs ~~emission~~of ~~rules~~developing ~~applicable to oil~~ and ~~gas~~producing ~~production~~hydrocarbons ~~sources in the United States and Canada may require additional emissions controls~~increase, ~~impose emissions charges, and increase capital costs for~~ our ~~customers~~business, ~~which~~financial ~~could~~condition ~~reduce their E&P activities,~~ and ~~subsequently~~operating ~~negatively~~results ~~impact~~could ~~our~~be ~~business~~adversely ~~operations~~affected. AsThe ~~discussed~~impact ~~above,~~of ~~certain~~any ~~states~~potential ~~have enacted~~ rules ~~analogous~~affecting toexisting orsources ~~even~~is ~~more stringent than the federal rules~~uncertain.

These statutes and regulations increase our costs and our customers’ costs, and future climate change statutes and regulations may have an impact as well. If we are unable to pass such higher costs through to our customers, or if our customers’ costs of developing and producing hydrocarbons increase, our business, financial condition and operating results could be adversely affected. The impact of any potential rules affecting existing sources is uncertain.

5. Flow Control, Interstate, and International Waste Restrictions

Certain permits and state and local regulations, known as flow control restrictions, may limit a landfill’s or transfer station’s ability to accept waste that originates from specified geographic areas, to import out-of-state waste or wastes originating outside the local jurisdictions or to otherwise accept non-local waste. While certain courts have deemed these laws to be unenforceable, other courts have not. Certain state and local jurisdictions may seek to enforce flow control restrictions contractually. These actions could limit or prohibit the importation of wastes originating outside of local jurisdictions or direct that wastes be handled at specified facilities. These restrictions could limit the volume of wastes we can manage in jurisdictions at issue and also result in higher disposal costs for our collection operations. If we are unable to pass such higher costs through to our customers, our business, financial condition and operating results could be adversely affected. Additionally, certain local jurisdictions have sought or may seek to impose extraterritorial obligations on our operations in an effort to affect flow control and may enforce tax and fee arrangements on behalf of such jurisdictions.

Changes to international waste importation and exportation laws may affect the price of recyclable scrap commodities. Price fluctuations, in turn, may adversely affect our business. For example, the Chinese government banned the importation of all materials classified by China as solid waste and virtually all recyclables (except for certain metallic recyclables) as of January 1, 2021. Other international restrictions also limit the transportation of waste and recyclable scrap. The Basel Convention on the Control of Transboundary Movements of Hazardous ‎Wastes and their Disposal, or the Convention, is an international multilateral agreement ‎regulating the export and import of waste, including hazardous waste, for recovery and ‎disposal.‎ The Convention also prohibits the movement of waste between parties to the Convention ‎and non-parties‎ unless the waste is moved pursuant to a separate agreement. The Convention was amended, effective January 1, 2021, to restrict the movement of non-hazardous plastic scrap in certain circumstances. In 2022, the Convention was amended to list both hazardous and non-hazardous e-waste in the Annexes of the Convention as of January 1, 2025. Canada is a party to the Convention and has implemented domestic legislation to implement Canada's commitment to the Convention and other similar international commitments. The Cross-border Movement of Hazardous Waste and Hazardous Recyclable Material Regulations under the Canadian Environmental Protection Act, 1999 impose restrictions and permitting requirements in Canada with respect to transboundary movements of certain hazardous wastes and recyclable materials. The Convention was amended in 2022 to list both hazardous and non-hazardous e-waste in the Annexes of the Convention as of January 1, 2025. At this time, the Canadian Federal Government has not incorporated the recent Convention e-waste amendments into domestic regulations. The United States is not a party to the Convention; however, Canada and the United States have a separate agreement with respect to the transboundary movements of hazardous wastes. Increased restriction of transboundary waste shipment could create additional burdens associated with recyclable commodity fluctuation. These restrictions, in addition to circumstances caused by the COVID-19 pandemic, have caused and may continue to cause supply chain disruptions in the recycling industry. Further legal restrictions to recyclable scrap shipments may increase the cost of doing business and/or cause disruptions in our operations.

6. Regulation of Per- and Polyfluoroalkyl Substances, or PFAS, and Other Emerging Contaminants

At this time, several substances are being reviewed by governmental authorities for potential heightened regulation, including PFAS. PFAS, a class of man-made chemicals, have been in use since the 1940s and are found in many consumer products including textiles, fire suppressants, cookware, packaging and plastics. These types of products and materials can be found in wastes that our facilities accept and have accepted for management and disposal. PFAS are environmentally persistent and tend to bioaccumulate in exposed populations. PFAS contamination has been found in the air, soil and water, including drinking water. This contamination has prompted action by Congress, EPA and several states.

EPA has begun to examine the potential regulation of PFAS materials under the SWDA, ‎SDWA, RCRA, CERCLA and TSCA. EPA established lifetime health advisories for PFAS ‎materials in May 2016. The PFAS Act of 2019, as part of the National Defense Authorization Act for Fiscal Year 2020, ‎directed the EPA Administrator to take certain actions with regard to PFAS; it also immediately added certain PFAS to the list of chemicals covered by the TRI under EPCRA Section 313 and provided a framework for additional PFAS to be added to TRI on an annual basis. Under the 2019 PFAS ‎Act, EPA was further directed to include PFAS substances in the SDWA monitoring program for ‎unregulated contaminants

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~~EPA has begun to examine the potential regulation of PFAS materials under the SWDA,~~ ‎~~RCRA, CERCLA~~ and TSCA. EPA established lifetime health advisories for PFAS ‎materials in May 2016. The PFAS Act of 2019, as part of the National Defense Authorization Act for Fiscal Year 2020, ‎directed the EPA Administrator to take certain actions with regard to PFAS; it also immediately added certain PFAS to the list of chemicals covered by the TRI under EPCRA Section 313 and provided a framework for additional PFAS to be added to TRI on an annual basis. Under the 2019 PFAS ‎Act, EPA was further directed to include PFAS substances in the SDWA monitoring program for ‎unregulated contaminants ‎and to promulgate a rule requiring PFAS data submission under TSCA. Since that time, EPA has taken a significant number of steps regarding PFAS.

In addition to the PFAS Act of 2019, EPA has issued guidance and strategic planning initiatives indicating further PFAS regulation is forthcoming. On October 18, 2021, EPA announced its PFAS Strategic Roadmap wherein it laid out a whole-of-agency approach to addressing PFAS. The roadmap set timelines by which EPA planned to take specific actions and committed to more stringent PFAS policies. EPA released its First Annual PFAS Roadmap Progress Report in November 2022, and its Second Annual PFAS Roadmap Progress Report in December 2023. In August 2023, EPA finalized its National Enforcement and Compliance Initiatives for 2024-2027, which included “addressing exposure to PFAS.” EPA advises that the initiative will seek to implement the PFAS Strategic Roadmap and “hold responsible” parties who manufactured PFAS or used it in the manufacturing process and other parties who significantly contributed to PFAS releases to the environment. On April 28, 2025, EPA announced a suite of upcoming agency actions to address PFAS, including but not limited to the creation of effluent limitations guidelines for certain PFAS and initiatives to engage with Congress and industry to establish clear liability frameworks. As with other regulatory matters, enhanced EPA regulation or oversight may increase our customers’ compliance costs or, depending on how EPA ultimately implements any associated rules, may increase our compliance costs and have an adverse effect on our business.

Beyond strategic efforts and compliance initiatives, EPA has begun to develop and finalize rules to further regulate PFAS, and additional rules are expected to be forthcoming. In February 2024, the EPA proposed two rules addressing PFAS. The first proposed rule would list nine types of PFAS as RCRA “hazardous constituents,” which are chemicals expressly identified for consideration in RCRA facility assessments when corrective action requirements are imposed and, where necessary, require further investigation and cleanup through the RCRA corrective action process. The second proposed rule would expand the scope of substances potentially subject to corrective action under RCRA to include certain wastes contaminated with PFAS constituents. ~~These~~Neither rule has been finalized as of December 31, 2025, but if either is, the revisions would expand the EPA’s authority to address certain PFAS contaminated waste under RCRA.

As noted above, on May 8, 2024, EPA issued a final rule designating two of the most widely used PFAS—PFOA and PFOS—as CERCLA hazardous substances. As designated CERCLA hazardous substances, PFAS are also now required to be listed and regulated as hazardous materials by Department of Transportation under the Hazardous Materials Transportation Act. On September 17, 2025, the EPA announced its intent to retain this designation. The CERCLA rule creates potential liability under CERCLA for downstream recipients of PFAS, including passive receivers such as our landfills and transporters of PFAS-containing materials.

EPA has also taken steps to regulate the presence of PFAS in groundwater, surface water and drinking water. Directly related to our business, in January 2023, EPA released the Effluent Limitations Guidelines Plan 15, which included an analysis of information and data collected through a detailed study of the Landfills category, pursuant to which EPA determined the development of effluent guidelines and pretreatment standards for landfills that discharge their leachate is warranted to address PFAS discharge. In accordance with these findings, EPA advised that it intends to revise the existing Landfills Point Source Category Effluent Limitations Guidelines to address PFAS discharge from these landfills. Strengthened effluent limitations may require capital and compliance expenses, and may have an adverse impact on our business.

EPA has undertaken substantial additional regulatory action related to PFAS in water, and such action may impact our business or our customers’ businesses. For example, in August 2023, EPA rescinded its 2019 groundwater cleanup guidance for PFOA and PFOS, and recommended CERCLA and RCRA processes for site-specific PFAS contamination decisions. To that end, EPA updated its Regional Screening Level and Regional Removal Management Level tables to now include 14 types of PFAS, which will provide risk-based values for EPA to use in determining whether further action or removal is necessary for a site. Moreover, in April 2024, the EPA established legally enforceable levels for six PFAS known to occur in drinking water. On May 14, 2025, the EPA announced that it plans to retain the 2024 drinking water standards for PFOA and PFOS, but will delay related compliance deadlines from 2029 to 2031. The EPA also announced that it intends to rescind regulations for the four other PFAS covered in the 2024 PFAS drinking water rule. EPA stated that it plans to finalize an associated rule in 2026. In August 2023, EPA released the first set of data collected under the fifth Unregulated Contaminant Monitoring Rule, or UCMR 5, intended to improve EPA’s understanding of the frequency that 29 PFAS and lithium are found in the nation’s drinking water systems, and at what levels. Earlier, in April 2022, EPA ~~issued a~~

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issued a memorandum to seek to minimize PFAS pollution in surface water as EPA works to set effluent guidelines, develop analytical methods and issue water quality criteria for PFAS. In December 2022, EPA issued a follow-up memorandum recommending states and municipalities use the most current sampling and analysis methods in their National Pollutant Discharge Elimination System, or NPDES, programs to identify known or suspected sources of PFAS and to take actions using pretreatment and permitting authorities, such as imposing technology-based limits on sources of PFAS discharges. Although the full scope of final PFAS regulation is not finalized, increased regulation of PFAS in water may lead to increased scrutiny of our operations and increased compliance costs for us and our customers, and may have an adverse impact on our business.

EPA has issued or proposed a number of other significant PFAS rules that should not directly regulate our business, but may impact our customers’ businesses. For example, in January 2024, EPA finalized a rule that prevents regulated entities from starting or resuming, without a complete EPA review and risk determination, the manufacture, processing or use of about 300 “inactive” PFAS that have not been made or used for many years. Under this rule, companies are prohibited from resuming uses of inactive PFAS absent EPA notification and review. In June 2023, EPA released a framework for addressing new PFAS and new uses of PFAS under TSCA prior to introducing them into commerce. In May 2025, EPA promulgated an interim final rule delaying the TSCA PFAS reporting deadline until October 13, 2026. In November 2025, EPA proposed changes to the scope of certain TSCA PFAS reporting regulations to incorporate exemptions and modifications that will reduce unnecessary or potentially duplicative reporting requirements for manufacturers. Similarly, in October 2023, EPA released a final rule removing PFAS Toxics Release Inventory, or TRI, reporting exemptions for chemicals used in small concentrations. This summary of PFAS rules that may impact our customers’ businesses is not exhaustive, and EPA is continuing to push forward with development and implementation of new PFAS rules. Increased regulatory costs to our customers’ businesses may reduce their output and have an adverse impact on our business.

State governments are also beginning to regulate PFAS. Certain states have taken action to limit exposure to PFAS and require remediation of PFAS-related environmental contamination. Much of the state action has been directed at drinking water limits, but in some instances, bills and policies have included PFAS prohibitions in food packaging, consumer products, and firefighting products.

The EPA is also considering regulation of other contaminants of concern, including BPA and phthalates, which are common in polyvinyl chloride, or PVC, products. For example, in June 2023, the EPA proposed a Significant New Use Rule under TSCA for 18 chemicals—including BPA and PFAS—made from plastic waste-derived feedstocks used to make transportation fuels. In 2025, the EPA withdrew these proposed Significant New Use Rules due to EPA’s own December 2024 decision to withdraw the original TSCA Section 5(e) Order that formed the basis for the proposed rules, following litigation and public comments. The ~~rule~~rules, if eventually finalized and implemented, would require EPA notification and review before using contaminated feedstocks to make transportation fuels. If the EPA moves forward with regulating these or other contaminants of concern in the future, we and our customers may face higher compliance costs for, among other things, proper treatment of contaminated substances.

PFAS are also the subject of environmental and health reviews by the federal and provincial governments in Canada. Certain PFAS, including PFOS, PFOA and certain long chain perfluorocarboxylic acids, or LC-PFCA, are currently listed as toxic substances on Schedule 1 of the Canadian Environmental Protection Act, 1999 and are subject to regulatory restrictions on their use in Canada under the Prohibition of Certain Toxic Substances Regulations, 2012. In addition, environmental screening values, standards or guidelines have been adopted for certain PFAS substances with respect to soil, groundwater and drinking water quality by the federal and some provincial governments in relation to some PFAS substances.

The Canadian federal government ~~published~~conducted a ~~notice~~review of ~~its intent on April 24, 2021 to move forward with additional actions to address~~ the ~~broader~~ class of PFAS, ~~including~~substances ~~research~~under ~~and~~the ~~monitoring~~Canadian ofEnvironmental ~~PFAS~~Protection Act, ~~reviewing~~1999 ~~PFAS~~(CEPA) ~~as a class of chemicals~~ and ~~reviewing policy developments in other jurisdictions. The Canadian federal government~~ published ana "~~Updated Draft~~ State of Per- and Polyfluoroalkyl Substances (PFAS) Report” ~~(Updated Draft Report)~~ and a "~~Revised~~ Risk Management ~~Scope~~Approach for Per- and Polyfluoroalkyl Substances (PFAS)~~" in~~ ~~July~~excluding ~~2024~~fluoropolymers” ~~for~~in ~~consultation~~March ~~(updating earlier drafts that had been published on May 20, 2023)~~2025. The ~~Updated~~State ~~Draft~~of PFAS Report contains aan ~~draft~~ assessment of the potential risks of PFAS and ~~proposes~~concludes ~~to conclude~~ that all substances in the class of PFAS, excluding fluoropolymers ~~which~~(as ~~will~~defined ~~be addressed~~ in athe ~~separate assessment~~report), meet the ~~toxic~~ criteria ~~under~~of ~~the~~a ~~Canadian~~toxic ~~Environmental~~substance ~~Protection~~under ~~Act, 1999~~CEPA. The ~~Revised~~ Risk Management ~~Scope~~Approach ~~proposes~~recommended ~~to recommend~~ that the class of PFAS, excluding fluoropolymers, be added to ~~Schedule~~Part 12 ~~(toxic substances)~~ of ~~the~~Schedule ~~Canadian~~1 ~~Environmental~~of ~~Protection Act, 1999~~CEPA. ~~The~~ ~~Revised~~Adding ~~Risk~~a ~~Management~~substance ~~Scope~~to ~~identifies~~Schedule ~~proposed~~1 ~~risk~~of ~~management~~CEPA ~~objectives~~enables ~~and options that are under consideration by~~ the federal government. ~~The proposed risk management objective is~~ to ~~achieve~~implement ~~the lowest levels of environmental and human exposure over time that are~~

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~~technically feasible, taking into consideration socio-economic factors. Preliminary~~ risk management ~~options~~measures ~~under~~for ~~consideration~~that bysubstance. The ~~the~~ federal government’s ~~include~~risk ~~regulatory~~management ~~instruments~~objective ~~under~~is ~~the Canadian Environmental Protection Act, 1999,~~ to ~~restrict~~achieve ~~PFAS~~the ~~not~~lowest ~~currently~~levels ~~regulated~~of inenvironmental ~~firefighting foams,~~ and tohuman ~~prohibit~~exposure ~~other~~over ~~uses~~time orthat ~~sectors in relation to PFAS. These proposed risk management measures~~ are ~~preliminary~~technically feasible, ~~and~~taking itinto isconsideration ~~expected~~socio-economic ~~that~~factors. ~~additional~~In ~~regulatory~~conjunction ~~requirements~~with onthese ~~PFAS~~activities, ~~will be imposed~~ in ~~Canada~~July in2024, the ~~future. The~~ federal government ispublished ~~expected to publish~~ a ~~final~~Notice ~~PFAS report and a final proposal for risk management measures~~ in the ~~future.~~Canada InGazette ~~July 2024, the Canadian Federal Government published a Notice~~ with respect to certain PFAS substances ~~in the Canada Gazette~~ that ~~requires~~required parties who manufacture, import or use certain PFAS substances in the manufacture of other goods in Canada above established thresholds to report information to the government for the purpose of supporting these future risk management activities relating to PFAS.

Increased regulation of PFAS and other emerging contaminants could adversely affect our operations. Our already-substantial financial obligations associated with post-closure maintenance at our existing landfills may increase and accruals for these obligations may also need to be increased. Guidance calling for enhanced treatment of landfill leachate and landfill gas could potentially increase burdens for disposal of PFAS-containing materials generated by our facilities or accepted at our facilities, some of which may potentially need to be upgraded to accept PFAS-containing waste. Finally, regulation of PFAS as an air contaminant and/or wastewater effluent pollutant could increase the cost to conduct our business, including, without limitation, potentially requiring greater capital expenditures to meet control requirements as well as operation and maintenance costs.

F. Renewable and Low Carbon Fuel Standards

Pursuant to the Energy Independence and Security Act of 2007, the EPA promulgated the Renewable Fuel Standards, or RFS, which require refiners to either blend “renewable fuels,” such as ethanol and biodiesel, into their transportation fuels or to purchase renewable fuel credits, known as renewable identification numbers, or RINs, in lieu of blending. In some cases, landfill gas generated at our landfills in the United States and Canada qualifies as a renewable fuel for which RINs are available. Such RINs can be sold by the Company.

The price of RINs has been extremely volatile and the value of RINs is dependent upon a variety of factors, including the required volumes promulgated by the EPA. The EPA annually establishes the renewable fuel volumes required under the RFS for the following year., ~~The 2020 renewable fuel~~ and ~~2021~~rules ~~biomass-based~~promulgated ~~diesel~~under ~~volume~~the ~~requirements~~RFS ~~were~~are ~~published~~often ~~on February 6, 2020, increasing required volumes from 2019 requirements. The regulation was judicially~~ challenged in ~~the D~~court.C. ~~Circuit, but the challenge was held in abeyance and remains unresolved.~~ On December 7, 2021, EPA proposed a series of actions setting biofuel volumes for 2020, 2021 and 2022, and introducing other regulatory changes. EPA also proposed to add a 250-million-gallon “supplemental obligation” to the volumes proposed for 2022 and stated its intent to add another 250 million gallons in 2023 to address the outcome of prior litigation. Subsequently, on June 3, 2022, the EPA finalized a set of actions establishing 2020, 2021 and 2022 renewable fuel volume blending obligations for the refining industry under the RFS Program. Multiple EPA actions were announced simultaneously to address several outstanding, delayed and challenged EPA decisions regarding the RFS program, including denying and restoring blending volume obligations waived through small refinery exemptions. EPA also announced $700 million in CARES Act funding through the Biofuel Producer Program paid as compensation to eligible biofuels producers for COVID-19 related market losses. On December 1, 2022, EPA announced a proposed rule to establish 2023, 2024 and 2025 RFS volumes and percentage standards, which was finalized on July 12, 2023. The proposed rule additionally included regulatory changes prescribing how RINs from renewable electricity, or eRINs, would be implemented and managed under the RFS program, but did not finalize the proposed revisions to the eRIN program. On June 13, 2025, EPA published a proposed rule to, among other things, establish required RFS volumes and percentage standards for 2026 and 2027, partially waive the 2025 cellulosic biofuel volume requirement, revise the associated percentage standard and remove renewable electricity as a qualifying renewable fuel under the RFS program (eRINs).

These volume proposals may be met with opposition, consistent with action taken regarding prior regulations. If successful, efforts to cause reductions or limitations on the requirement to blend renewable fuel would likely reduce the volume of RINs purchased to meet the RFS blending requirements. Further, there have been proposals to revise, and in some instances limit, the RFS program in the United States. As recently as October 2019, House Energy and Commerce Committee members, Representatives Shimkus and Flores, introduced the 21st Century Transportation Fuels Act that aims to eliminate volume-based renewable fuels mandates and instead rely upon the transition to a national octane standard and automobile manufacturing standards to govern fuel composition. This bill was referred to the Subcommittee on Environment and Climate Change in October 2019, but no further action has been taken. In 2023, Representative Scott Perry introduced the Eliminating the RFS and Its Destructive Outcomes Act, which was referred to the House Energy and Commerce Committee, but no further action has been taken. Various parties have also sought for the executive branch to revise the RFS. Limiting or eliminating the RFS could have the effect of reducing or eliminating the volume of RINs

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Commerce Committee, but no further action has been taken. Various parties have also sought for the executive branch to revise the RFS. Limiting or eliminating the RFS could have the effect of reducing or eliminating the volume of RINs required to meet blending requirements, which could adversely affect the demand for RINs and accordingly the revenue stream we have historically derived from the sale of RINs. ‎Further, uncertainty associated with RFS regulatory requirements may increase volatility of RIN prices, which may adversely affect our business.

The Clean Fuel Regulations, or CFRs, under the Canadian Environmental Protection Act, 1999 came into force on June 21, 2022 (replacing the former Renewable Fuel Regulations). The CFRs require primary suppliers to have an average volumetric renewable content of at least 5% for gasoline that they produce in Canada and/or import, and 2% for diesel fuel and heating distillate oil. The CFRs require primary suppliers to gradually reduce the carbon intensity of the gasoline and diesel that they produce and sell in Canada through GHG reductions on a lifecycle basis, accounting for emissions from the extraction, processing, distribution and end use of the fuel. The CFRs establish lifecycle carbon intensity, or CI, limits for each fuel type (gasoline and diesel), expressed in grams of carbon dioxide equivalent per megajoule (gCO2e/MJ). Gasoline and diesel producers and importers must lower the CI of the gasoline and diesel that they produce in Canada and/or import in accordance with these limits.

The CI reduction requirement started in 2023 with a reduction of 3.5 gCO2e/MJ below 2016 levels. The required reduction will increase each year by a further 1.5 gCO2e/MJ until it reaches a reduction of 14 gCO2e/MJ in 2030.

The CFRs establish a credit market, and each compliance credit is equivalent to a one-tonne reduction of life cycle CO2e emissions for the applicable compliance period. Compliance credits can either be created by primary suppliers or transferred to them by other “registered creators.” Compliance credits are the only mechanism for primary suppliers to achieve compliance with their reduction requirement. There are three main categories of credit-creating action: undertaking projects that reduce the lifecycle CI of liquid fossil fuels; supplying low carbon fuels and supplying fuel or energy to advanced vehicle technology. Several Canadian provinces have also promulgated legislation and regulations to implement low carbon fuel policies. We continue to evaluate evolving markets and legal regimes in the United States and Canada with respect to the beneficial use of low carbon fuels generated in connection with our operations.

G. Regulation of Naturally Occurring Radioactive Metals, or NORM

Certain states have enacted laws and regulations regulating NORM. In the course of our E&P waste operations, some of our equipment involved in E&P waste management and disposal may be exposed to naturally occurring radiation associated with oil and gas deposits. Further, certain E&P wastes we handle could be NORM contaminated. NORM wastes exhibiting levels of naturally occurring radiation exceeding established state standards are typically subject to special handling and disposal requirements, and any storage vessels, piping, equipment and work area affected by NORM waste may be subject to remediation or restoration requirements. It is possible that we may incur significant costs or liabilities associated with inadvertently handling NORM contaminated waste or equipment that becomes NORM contaminated based on exposure or contact with elevated levels of NORM.

H. Extended Producer Responsibility, or EPR, Regulations

EPR regulations place responsibility on product manufacturers or suppliers to assume certain waste management or recycling responsibility for their products after such products’ useful life or otherwise impose obligations on product manufacturers or suppliers to reduce the volume of waste associated with their products.

EPR regulations have yet to be promulgated at the federal level in the United States, but have been promulgated or considered in state and local jurisdictions in the United States. For example, both Maine and Oregon enacted EPR legislation in 2021. Colorado and California enacted similar rules in 2022. These statutes require brands to provide funding to improve recycling infrastructure statewide. Other states have adopted partial EPR programs. For example, inConnecticut has passed various EPR legislation. In its 2023 legislative session, Connecticut adopted a program that will require producers of plastic beverage containers to register beginning in April 2026 and establishes phased minimum ~~postconsumer~~post-consumer recycled content requirements for plastic beverage containers. In 2025, the nation’s first tire EPR law became effective in Connecticut. EPR regulations could have an adverse effect on our business if enacted at the federal level or if widely enacted by state or local governments.

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Numerous provincial jurisdictions in Canada have promulgated EPR and related waste diversion legislation and other programs that mandate or encourage recycling and waste reduction and restrict the landfill disposal of certain types of waste. The enactment of new and more stringent regulations reducing the types or volumes of wastes available for disposal in landfills could impact our future operations.

I. Right-to-Repair

President Joe Biden issued Executive Order 14036 on July 9, 2021, directing the Federal Trade Commission, or FTC, in the United States to draft regulations that limit the ability of original equipment manufacturers, or OEMs, to restrict independent repairs of their products. This order aims to reduce the amount of waste produced by electronics and other goods by reducing the cost to repair or refurbish damaged items rather than discarding them. On July 21, 2021, the Federal Trade Commission, or FTC, voted unanimously to increase enforcement against practices that limit consumer repair choices, and brought its first right-to-repair cases in 2022. On December 29, 2022, New York Governor Kathy Hochul signed the Digital Fair Repair Act into law, the first major electronics “right-to-repair” state legislation. Several other states followed in 2023. In April 2023, Colorado became the first state to pass right-to-repair laws for farmers, and Minnesota and California passed electronic right-to-repair laws in May and October 2023, respectively. Several states enacted various right-to-repair laws in 2025, including consumer electronics right-to-repair laws enacted by Oregon, Washington and Texas.

Similar regulatory initiatives are being introduced in Canada. ~~Bill-C-244~~For example, Anamendments ~~Act~~ to ~~Amend~~ the federal Copyright Act (diagnosis, maintenance and repair), came into force onin ~~November 7,~~ 2024 ~~and~~that ~~supports~~support the right to repair ~~through~~by ~~amendments~~allowing to the ~~Copyright Act that allow the~~ circumvention of technological protection measures when maintaining or repairing a product without violating copyright laws. Certain provinces have also proposed or enacted right-to-repair legislation. If such rules are issued or new regulatory requirements come into force, demand for electronic waste disposal could be reduced, potentially representing a reduction in demand for our services.

J. State Public Utility Regulation

In some states, public authorities regulate the rates that landfill operators may charge. The adoption of rate regulation or the reduction of current rates in states in which we own or operate landfills could adversely affect our business, financial condition and operating results.

K. Inflation Reduction Act

The Inflation Reduction Act, or IRA, of 2022 put in place broad-reaching tax, loan, incentive and other programs, although many such programs were revised or repealed pursuant to the July 2025 OBBA. The IRA’s provisions include, but are not limited to: a lower eligibility threshold and higher dollar value for the updated 45Q tax credit for carbon capture and sequestration; new and expanded tax credits for certain renewable energy projects as well as tax credits for certain biogas projects for which construction is initiated by December 31, 2024; commercial electric vehicle credits; a charge on methane emissions from selected entities in the oil and gas industry; and reinstatement of the hazardous substance Superfund financing rate, among others. The OBBA, among other things, revised certain portions of the 45Q tax credit for carbon capture and sequestration and the IRA’s renewable energy tax credit provisions, repealed the commercial electric vehicle tax credit for vehicles acquired after September 30, 2025, and delayed until 2034 implementation of the charge on methane emissions from certain oil and gas industry sources. It is possible that, as implemented, the IRA or the OBBA could increase the costs of operation for certain of our customers, including in the oil and gas industry. In the event that the IRA or the OBBA, as implemented, ~~increases~~increase operational costs for our customers or reduces oil and gas E&P activities by our customers, it could adversely affect our business. At this time, it is unclear how the credits, fees, and programs set forth in the IRA or the OBBA will impact our business or our customers’ businesses.

RISK MANAGEMENT, INSURANCE AND FINANCIAL SURETY BONDS

Risk Management

We maintain environmental and other risk management programs that we believe are appropriate for our business. Our environmental risk management program includes evaluating existing facilities and potential acquisitions for environmental law compliance. We do not presently expect environmental compliance costs to increase materially above current levels, but we cannot predict whether compliance matters at existing facilities or future acquisitions will cause material cost increases. We also maintain a worker safety program that encourages safe practices in the workplace. Operating practices at our operations emphasize minimizing the possibility of environmental contamination and litigation.

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~~Our~~RISK ~~risk management programs are designed~~MANAGEMENT, weINSURANCE ~~believe,~~AND toFINANCIAL ~~ensure~~SURETY ~~that our facilities are in material compliance with applicable federal, state and provincial regulations.~~BONDS

Risk Management

Insurance

We maintain an insurance program for automobile liability, general liability, employer’s liability claims, environmental liability, cyber liability, employment practices liability and directors’ and officers’ liability as well as for employee group health insurance, property and workers’ compensation. Our loss exposure for insurance claims is generally limited to per incident deductibles or self-insured retentions. Losses in excess of deductible or self-insured retention levels are insured subject to policy limits.

Under our current Company-wide insurance program, we carry per incident deductibles or self-insured retentions ranging from $250,000 to $2 million for cyber liability and directors’ and officers’ liability claims. Additionally, we have umbrella policies with insurance companies for automobile liability, general liability and employer’s liability. Our property insurance limits are in accordance with the replacement values of the insured property.

Under our current insurance program for our U.S. operations, we carry per incident deductibles or self-insured retentions ranging from $350,000 to $2550 million for automobile liability claims, workers’ compensation and employer’s liability claims, general liability claims, employee group health insurance and employment practices liability, environmental liability, and for most property claims, subject to certain additional terms and conditions. Since workers’ compensation is a statutory coverage limited by the various state jurisdictions, the umbrella coverage is not applicable. Our environmental protection insurance policy covers all owned or operated landfills, transfer stations and other facilities, subject to the policy terms and conditions. From time to time, actions filed against us include claims for punitive damages, which are generally excluded from coverage under our liability insurance policies. Our policy provides insurance for new pollution conditions that originate after the commencement of our coverage. Pollution conditions existing prior to the commencement of our coverage, if found, could be excluded from coverage.

Under our current insurance program for our Canadian operations, we carry per incident deductibles or self-insured retentions ranging from $350,000 to $1022.5 million for automobile liability claims, property claims, employment practices liability and environmental liability. Since workers’ compensation is a provincial coverage limited by the various province jurisdictions, the umbrella coverage is not applicable. Employees are eligible to receive health coverage under Canada’s public health care system and, in addition, most employees of our Canadian operations are eligible to participate in group medical and drug coverage plans sponsored by us. Our environmental protection insurance policy covers all owned or operated landfills, transfer stations and other facilities, subject to the policy terms and conditions. Our policy provides insurance for new pollution conditions that originate after the commencement of our coverage. Pollution conditions existing prior to the commencement of our coverage, if found, could be excluded from coverage.

Financial Surety Bonds

We use financial surety bonds for a variety of corporate guarantees. The financial surety bonds are primarily used for guaranteeing municipal contract performance and providing financial assurances to meet asset closure and retirement requirements under certain environmental regulations. In addition to surety bonds, such guarantees and obligations may also be met through alternative financial assurance instruments, including insurance, letters of credit and restricted cash and investment deposits. At December 31, ~~2024~~2025 and ~~2023~~2024, we had provided customers and various regulatory authorities with surety bonds in the aggregate amount of approximately $934.3 million and $901.3 million, respectively, to secure our asset closure and retirement requirements and $1.077 billion and $743.8 million, respectively, to secure performance under collection contracts and landfill operating agreements.

We source financial surety bonds from a variety of third-party insurance and surety companies, including a company in which we own a 9.9% interest that, among other activities, issues financial surety bonds to secure landfill final capping, closure and post-closure obligations for companies operating in the solid waste sector.

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with surety bonds in the aggregate amount of approximately $1.040 billion and $934.3 million, respectively, to secure our asset closure and retirement requirements and $1.117 billion and $1.077 billion, respectively, to secure performance under collection contracts and landfill operating agreements.

SEASONALITY

Based on historic trends, excluding any impact from an economic recession, we would expect our operating results to vary seasonally, with revenues typically lowest in the first quarter, higher in the second and third quarters and lower in the fourth quarter than in the second and third quarters. This seasonality reflects (a) the lower volume of solid waste generated during the late fall, winter and early spring because of decreased construction and demolition activities during winter months in Canada and the U.S. and (b) reduced E&P activity during harsh weather conditions, with expected fluctuation due to such seasonality between our highest and lowest quarters of approximately 10%. In addition, some of our operating costs may be higher in the winter months. Adverse winter weather conditions slow waste collection activities, resulting in higher labor and operational costs. Greater precipitation in the winter increases the weight of collected MSW, resulting in higher disposal costs, which are calculated primarily on a per ton basis.

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INFORMATION ABOUT OUR EXECUTIVE OFFICERS

The following table sets forth certain information concerning our executive officers as of February 32, ~~2025~~2026:


Name	Age	Positions
Ronald J. Mittelstaedt	6162	President and Chief Executive Officer
Darrell W. Chambliss	60	Executive Vice President and Chief Operating Officer
Jason J. Craft	50	Executive Vice President and Chief Operating Officer
James M. Little	6364	Executive Vice President – Engineering and Disposal
Patrick J. Shea	5455	Executive Vice President, General Counsel and Secretary
Mary Anne Whitney	6162	Executive Vice President and Chief Financial Officer
Matthew S. Black	5253	Senior Vice President –and Chief ~~Accounting~~Tax Officer
Aaron J. Bradley	4344	Senior Vice President – Performance Optimization
Robert M. Cloninger	5253	Senior Vice President, Deputy General Counsel and Assistant Secretary
Eric O. Hansen	5960	Senior Vice President – Chief Information Officer
Susan R. Netherton	5556	Senior Vice President – People, Training and Development
Robert A. Nielsen III	6061	Senior Vice President – Operations
Dan Pio	6162	Senior Vice President – Operations
Philip J. Rivard	6364	Senior Vice President – Business Development
Derek Tan	41	Senior Vice President and Chief Accounting Officer

Ronald J. Mittelstaedt has been President and Chief Executive Officer of the Company since April 2023. From July 2019 to that date, Mr. Mittelstaedt served as Executive Chairman of the Company. From its formation in 1997 to July 2019, Mr. Mittelstaedt served as Chief Executive Officer of the Company. Mr. Mittelstaedt has served as a director of the Company since its formation and serves on the Executive Committee. Mr. Mittelstaedt was elected Chairman in January 1998 and served in that capacity until stepping down to serve as President and Chief Executive Officer in April 2023. He also served as President of the Company from its formation through August 2004. Mr. Mittelstaedt has more than 35 years of experience in the solid waste industry. He serves as a director of SkyWest, Inc. Mr. Mittelstaedt holds a B.A. degree in Business Economics with a finance emphasis from the University of California at Santa Barbara.

~~Darrell~~Jason WJ. ~~Chambliss~~Craft has been Executive Vice President and Chief Operating Officer of the Company since ~~October 2003~~August 2025. From ~~October 1,~~July ~~1997~~2023 to that date, Mr. ~~Chambliss~~ Craft served as ~~Executive~~a Regional Vice President of the Company. From July 2020 to July 2023, Mr. Craft served as Senior Vice President – Operations of the Company. From December 2014 to July 2020, Mr. ~~Chambliss~~ ~~has~~Craft ~~more~~served ~~than~~as ~~30 years~~a Regional Vice President of ~~experience~~the Company. From February 2010 to December 2014, Mr. Craft served as a Divisional Vice President of the Company. From July 2006 to February 2010, Mr. Craft served as a District Manager of the Company, and from November 2003 to July 2006 he served as a member of the Company’s Operations Analysis and Integrations department. From April 2003 until November 2003, Mr. Craft served as a member of the Company’s Internal Audit department. Mr. Craft held various accounting positions with The Newark Group Inc. from June 2000 to April 2003. Mr. Craft spent seven years in the ~~solid~~military, ~~waste~~both ~~industry~~in the U.S. Navy and the Army National Guard. Mr. ~~Chambliss~~ Craft holds a B.S. degree in ~~Business~~Accounting ~~Administration~~ from ~~the~~Montana ~~University~~State ~~of Arkansas~~University.

James M. Little has been Executive Vice President – Engineering and Disposal of the Company since July 2019. From February 2009 to that date, Mr. Little served as Senior Vice President – Engineering and Disposal of the Company. From September 1999 to February 2009, Mr. Little served as Vice President – Engineering of the Company. Mr. Little held various management positions with Waste Management, Inc. (formerly USA Waste Services, Inc., which acquired Waste Management, Inc. and Chambers Development Co. Inc.) from April 1990 to September 1999, including Regional Environmental Manager and Regional Landfill Manager, and most recently Division Manager in Ohio, where he was responsible for the operations of ten operating companies in the Northern Ohio area. Mr. Little is a certified professional geologist and holds a B.S. degree in Geology from Slippery Rock University.

Patrick J. Shea has been Executive Vice President, General Counsel and Secretary of the Company since July 2019. From August 2014 to that date, Mr. Shea served as Senior Vice President, General Counsel and Secretary of the Company. From February 2009 to August 2014, Mr. Shea served as Vice President, General Counsel and Secretary of the Company. He served as General Counsel and Secretary of the Company from February 2008 to February 2009 and Corporate Counsel of the Company from February 2004 to February 2008. Mr. Shea practiced corporate and securities law with Brobeck, Phleger & Harrison LLP in San Francisco from 1999 to 2003 and Winthrop, Stimson, Putnam & Roberts (now Pillsbury Winthrop Shaw Pittman LLP) in New York and London from 1995 to 1999. Mr. Shea holds a B.S. degree in Managerial Economics from the University of California at Davis and a J.D. degree from Cornell University.

Mary Anne Whitney has been Executive Vice President and Chief Financial Officer of the Company since February 2021. From July 2018 to that date, Ms. Whitney served as Senior Vice President and Chief Financial Officer of the Company. From February 2018 to July 2018, Ms. Whitney served as Senior Vice President - Finance of the Company.

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~~From~~Phleger & ~~March~~Harrison ~~2012~~LLP toin ~~February~~San ~~2018,~~Francisco ~~Ms.~~from ~~Whitney~~1999 ~~served~~to as2003 ~~Vice~~and ~~President~~Winthrop, ~~- Finance of the Company. From November 2006 to March 2012~~Stimson, ~~Ms.~~Putnam & ~~Whitney~~Roberts ~~served~~(now asPillsbury ~~Director~~Winthrop ofShaw ~~Finance~~Pittman ofLLP) ~~the~~in ~~Company.~~New ~~Ms.~~York ~~Whitney~~and ~~held~~London ~~various finance positions for Wheelabrator Technologies~~ from ~~1990~~1995 to ~~2001~~1999. MsMr. Shea ~~Whitney~~ holds a B.AS. degree in Managerial Economics from ~~Georgetown~~the University ~~and~~of anCalifornia ~~M.B.A.~~at inDavis ~~Finance~~and ~~from~~a ~~New York University Stern School of Business~~J. MsD. ~~Whitney~~degree ~~also~~from ~~serves~~Cornell ~~on the Board of Directors of Vestis Corp~~University.

~~Matthew~~Mary S.Anne ~~Black~~ Whitney has been ~~Senior~~Executive Vice President –and Chief ~~Accounting~~Financial Officer of the Company since February ~~2023~~2021. From ~~January~~July ~~2017~~2018 to that date, MrMs. ~~Black~~ Whitney served as Senior Vice President and Chief ~~Tax~~Financial Officer of the Company. From ~~March 2012~~February 2018 to ~~January~~July ~~2017~~2018, MrMs. ~~Black~~ Whitney served as Senior Vice President ~~and~~- ~~Chief~~Finance ~~Tax Officer~~ of the Company. From ~~December 2006~~March 2012 to ~~March 2012~~February 2018, MrMs. ~~Black~~ Whitney served as ~~Executive~~Vice ~~Director~~President of- ~~Taxes~~Finance of the Company. MrFrom November 2006 to March 2012, Ms. ~~Black~~ Whitney served as ~~Tax~~ Director ~~for~~of ~~The~~Finance ~~McClatchy~~of the Company. ~~from~~Ms. ~~April 2001~~Whitney toheld ~~November 2006,~~various ~~and~~finance ~~served~~positions asfor ~~Tax~~Wheelabrator ~~Manager~~Technologies from ~~December 2000~~1990 to ~~March~~ 2001. ~~From~~She ~~January 1994~~serves toon ~~November 2000,~~the ~~Mr. Black~~Board ~~held~~of ~~various~~Directors ~~positions,~~of ~~including~~Vestis ~~Tax Manager, for PricewaterhouseCoopers LLP~~Corp. MrMs. ~~Black~~ isWhitney ~~a Certified Public Accountant and~~ holds a B.SA. degree in ~~Accounting~~Economics from Georgetown University and ~~Master’s~~an ~~degree~~M.B.A. in ~~Taxation~~Finance from ~~California~~New ~~State~~York University, ~~Sacramento~~Stern School of Business.

Matthew S. Black has been Senior Vice President and Chief Tax Officer of the Company since May 2025. From February 2023 to that date, Mr. Black served as Senior Vice President and Chief Accounting Officer of the Company. From January 2017 to February 2023, Mr. Black served as Senior Vice President and Chief Tax Officer of the Company. From March 2012 to January 2017, Mr. Black served as Vice President and Chief Tax Officer of the Company. From December 2006 to March 2012, Mr. Black served as Executive Director of Taxes of the Company. Mr. Black served as Tax Director for The McClatchy Company from April 2001 to November 2006, and served as Tax Manager from December 2000 to March 2001. From January 1994 to November 2000, Mr. Black held various positions, including Tax Manager, for PricewaterhouseCoopers LLP. Mr. Black is a Certified Public Accountant and holds a B.S. degree in Accounting and Master’s degree in Taxation from California State University, Sacramento.

Aaron J. Bradley has been Senior Vice President – Performance Optimization of the Company since February 2025. From March 2022 to that date, Mr. Bradley served as a Regional Vice President of the Company. From October 2018 to March 2022, Mr. Bradley served as a Divisional Vice President of the Company. From September 2015 to October 2018, Mr. Bradley served as a District Manager of the Company. From April 2010 to September 2015, Mr. Bradley held various positions for the Company, including Assistant District Manager, Division Controller, District Controller, and Assistant Controller. Prior to joining the Company in April 2010, Mr. Bradley served as Controller and Chief Financial Officer for Burks Tractor Company. Mr. Bradley holds a B.S. degree in Finance and an M.B.A. from Idaho State University.

Robert M. Cloninger has been Senior Vice President, Deputy General Counsel and Assistant Secretary of the Company since February 2022. From August 2014 to that date, Mr. Cloninger served as Vice President, Deputy General Counsel and Assistant Secretary of the Company. From February 2013 to August 2014, Mr. Cloninger served as Deputy General Counsel of the Company. He served as Corporate Counsel of the Company from February 2008 to February 2013. Mr. Cloninger practiced corporate, securities and mergers and acquisitions law with Schiff Hardin LLP in Chicago from 1999 to 2004 and Downey Brand LLP in Sacramento from 2004 to 2008. Mr. Cloninger holds a B.A. degree in History from Northwestern University and a J.D. degree from the University of California at Davis.

Eric O. Hansen has been Senior Vice President – Chief Information Officer of the Company since February 2019. From July 2004 to that date, Mr. Hansen served as Vice President – Chief Information Officer of the Company. From January 2001 to July 2004, Mr. Hansen served as Vice President – Information Technology of the Company. From April 1998 to December 2000, Mr. Hansen served as Director of Management Information Systems of the Company. Mr. Hansen holds a B.S. degree from Portland State University.

Susan R. Netherton has been Senior Vice President – People, Training and Development of the Company since February 2022. From July 2013 to that date, Ms. Netherton served as Vice President – People, Training and Development of the Company. From February 2007 to July 2013, Ms. Netherton served as Director of Human Resources and Employment Manager of the Company. From 1994 to 2007, Ms. Netherton held various human resources positions at Carpenter Technology Corporation, a publicly-traded, specialty metals and materials company. Ms. Netherton holds a B.S. in Elementary Education from Kutztown University and an M.B.A. from St. Mary’s College of California.

Robert A. Nielsen III has been Senior Vice President – Operations of the Company since July 2023. From April 2002 to that date, Mr. Nielsen served as a Region Vice President of the Company, including for its Southern, Western and Eastern Regions. From May 1999 to April 2002, Mr. Nielsen served as a District Manager of the Company. Prior to joining the Company in May 1999, Mr. Nielsen worked for Browning Ferris Industries as an Area Vice President of Recycling. Mr. Nielsen holds a B.S. degree in Agriculture from University of Maine.

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~~Progressive~~Eastern ~~Waste Solutions Ltd~~Regions. From ~~March~~May ~~2010~~1999 to ~~October~~April ~~2013~~2002, Mr. ~~Pio~~Nielsen served as ~~Vice~~a ~~President~~District ~~and~~Manager ~~Chief Operating Officer~~ of ~~BFI~~the ~~Canada~~Company. ~~From~~ Prior ~~January 2001~~ to ~~October~~joining ~~2005,~~the ~~Mr.~~Company ~~Pio served as Senior Vice President with Waste Management, Inc. and President of Waste Management of Canada. During his over 35 years~~ in ~~the~~May ~~solid waste industry~~1999, Mr. ~~Pio~~Nielsen ~~also~~worked ~~held~~for ~~senior~~Browning ~~level~~Ferris ~~positions~~Industries atas ~~USA~~an ~~Waste~~Area ~~Services~~Vice ~~and~~President ~~Laidlaw~~of ~~Waste Systems~~Recycling. Mr. ~~Pio~~Nielsen holds a B.AS. ~~Economics~~ degree ~~from~~in ~~McMaster~~Agriculture from University of Maine.

Dan Pio has been Senior Vice President – Operations of the Company since July 2023. From June 2016 to that date, Mr. Pio served as a President of Waste Connections of Canada. From January 2016 to June 2016, Mr. Pio served as Chief Executive Officer and Chief Integration Officer of Progressive Waste Solutions Ltd. prior to its merger with the Company. From October 2013 to January 2016, Mr. Pio served as Executive Vice President, Strategy and Business Development for Progressive Waste Solutions Ltd. From March 2010 to October 2013, Mr. Pio served as Vice President and Chief Operating Officer of BFI Canada. From January 2001 to October 2005, Mr. Pio served as Senior Vice President with Waste Management, Inc. and President of Waste Management of Canada. During his over 35 years in the solid waste industry, Mr. Pio also held senior level positions at USA Waste Services and Laidlaw Waste Systems. Mr. Pio holds a B.A. Economics degree from McMaster University.

Philip J. Rivard has been Senior Vice President – Business Development of the Company since July 2023. From April 2022 to that date, Mr. Rivard served as Executive Director and Head of M&A of the Company. From July 2001 to March 2022, Mr. Rivard served as a Regional Vice President of the Company. From August 1999 to June 2001, Mr. Rivard served as a Divisional Vice President of the Company. From October 1997 to July 1999, Mr. Rivard served as a Business Development Manager of the Company. From July 1988 to September 1997, Mr. Rivard held various positions with USA Waste Services Inc., Sanifill, Inc. and Browning-Ferris Industries. Mr. Rivard worked as an external auditor at Touche Ross & Co. from June 1986 to June 1988. Mr. Rivard holds a B.S. degree in Accounting from Metropolitan State University of Denver.

Derek Tan has been Senior Vice President and Chief Accounting Officer of the Company since May 2025. From February 2025 to that date, Mr. Tan served as Vice President – Financial Reporting of the Company. From January 2020 to February 2025, Mr. Tan served as Region Controller - Canada of the Company. From May 2016 to December 2019, Mr. Tan served as Assistant Region Controller - Canada of the Company. Mr. Tan served as Accounting Director for Quidsi, a subsidiary of Amazon, from June 2015 to April 2016. From June 2013 to May 2015, Mr. Tan held various District Controller positions with the Company. From September 2008 to May 2013, Mr. Tan held various positions, including Audit Senior, for Deloitte. Mr. Tan is a Certified Public Accountant in the United States and a Chartered Professional Accountant in Canada. Mr. Tan holds a B.A. degree in Criminology from Simon Fraser University, Diploma in Accounting from the University of British Columbia, and Master’s degree in Accounting from the University of Saskatchewan.

AVAILABLE INFORMATION

Our corporate website address is www.wasteconnections.com. We make our reports on Forms 10-K, 10-Q and 8-K and any amendments to such reports available on our website free of charge as soon as reasonably practicable after we file them with or furnish them to the Securities and Exchange Commission, or SEC, and with the securities commissions or similar regulatory authorities in Canada. The SEC maintains an internet website at www.sec.gov that contains reports, proxy and information statements, and other information regarding issuers that file electronically with the SEC. The references in this Annual Report on Form 10-K to our website address or any third party’s website address, including but not limited to the SEC’s website and any websites maintained by the securities commissions or similar regulatory authorities in Canada, do not constitute incorporation by reference of the information contained in those websites and should not be considered part of this document unless otherwise expressly stated.

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ITEM 1A. RISK FACTORS

This Annual Report on Form 10-K and the documents incorporated herein by reference contain forward-looking statements based on expectations, estimates, and projections as of the date of this filing. Actual results may differ materially from those expressed in forward-looking statements. See Item 7 of Part II – “Management’s Discussion and Analysis of Financial Condition and Results of Operations.”

Risk Factors Related to Our Company and Industry

Our industry is highly competitive and includes companies with lower prices, return expectations or other advantages, and governmental service providers, which could adversely affect our ability to compete and our operating results.

Our industry is highly competitive and requires substantial labor and capital resources. Some of the markets in which we compete or will seek to compete are served by one or more large, national companies, as well as by regional and local companies of varying sizes and resources. Some of our competitors may be able to provide or be willing to bid their services at lower prices than we may be willing to offer, which could impact our ability to win new business or retain existing business, including municipal contracts that come up for renewal. We also compete with counties, provinces, municipalities and solid waste districts that maintain or could develop their own waste collection and disposal operations. These operators may have financial advantages over us because of their access to user fees and similar charges, tax revenues and tax-exempt financing. If we are not able to replace revenues from contracts lost ~~through competitive bidding or early termination or from the renegotiation of existing contracts with other revenues~~ within a reasonable time, our revenues could decline. In addition, existing and future competitors may develop or offer new services or technologies, new facilities or other competitive advantages. Our inability to compete effectively could hinder our growth or negatively impact our operating results.

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Price increases may not be adequate to offset the impact of increased costs, or may cause us to lose customers.

We seek price increases necessary to offset increased costs, to improve operating margins and to obtain adequate returns on our deployed capital. Inflationary or other cost pressures may outpace price increases or drive the need for additional price increases; and contractual, general economic, competitive or market-specific conditions sometimes limit or delay our ability to raise prices or otherwise impact our plans with respect to implementing price increases. As a result of these factors, we may be unable to offset increases in costs, improve operating margins and obtain adequate investment returns through price increases. WePrice increases may also result in customer churn as we may lose volumes which we are unable to replace at equivalent levels, including from either losing customers to lower-priced competitors, ~~and~~or new competitors ~~may~~entering ~~enter~~ our markets as we raise prices.

Competition for acquisition candidates, consolidation within the waste industry and economic and market conditions may limit our ability to grow through acquisitions.

We seek to grow through strategic acquisitions in addition to internal growth. Although we have and expect to continue to identify numerous acquisition candidates that we believe may be suitable, we may not be able to acquire them at prices or on terms and conditions favorable to us.

Other companies have adopted or may in the future adopt our strategy of acquiring and consolidating regional and local businesses, and they may be willing to accept terms and conditions or valuations that we deem inappropriate. To the extent that competition increases, it may become uneconomical for us to make further acquisitions, or we may be unable to locate or acquire suitable acquisition candidates at price levels and on terms and conditions that we consider appropriate, particularly in markets we do not already serve.

We expect that increased consolidation in the solid waste services industry will continue to reduce the number of attractive acquisition candidates. Moreover, general economic conditions and the factors impacting the environment for attractive investments, including inflationary pressures and higher interest rates, may affect the desire of the owners of acquisition candidates to sell their companies. As a result, we may have fewer acquisition opportunities, and those opportunities may be on less attractive terms than in the past, which could cause a reduction in our rate of growth from acquisitions.

While we expect to fund some of our acquisitions with our existing resources, additional financing to pursue additional acquisitions may be required. Our ability to access the capital markets may be restricted at a time when we would like, or need, to do so, or additional financing may not be available to us on favorable terms, which could have an impact on our flexibility to pursue additional acquisition opportunities. In addition, disruptions in the capital and credit markets could adversely affect our ability to draw on our credit facility or raise other capital. Our access to funds under the credit facility is dependent on the ability of the banks that are parties to the facility to meet their funding commitments. Those banks may not be able to meet their funding commitments if they experience shortages of capital and liquidity or if they experience excessive volumes of borrowing requests within a short period.

We may lose contracts through competitive bidding, early termination or governmental action.

We derive a significant portion of our revenues from market areas where we have exclusive arrangements, including franchise agreements, municipal contracts and certificates issued by Washington State known as G Certificates. Many franchise agreements and municipal contracts are for a specified term and are, or will be, subject to competitive bidding in the future. For example, we have approximately 466 contracts, representing approximately 3.1% of our annual revenues, which are set for expiration or automatic renewal on or before December 31, 2025. Although we intend to bid on existing contracts subject to competitive bidding in the future and additional municipal contracts and franchise agreements, we may not be the successful bidder, or we may need to lower our price in order to retain the contract. In addition, some of our customers, including municipalities, have and others may terminate their contracts with us before the end of the terms of those contracts. Similar risks may affect our contracts to operate municipally-owned assets, such as landfills.

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~~services.~~While Inwe ~~addition,~~expect ~~municipalities~~to infund ~~which~~some weof ~~provide~~our ~~services~~acquisitions onwith aour ~~competitive~~existing ~~basis~~resources, ~~may~~additional ~~elect~~financing to ~~franchise~~pursue ~~those~~additional ~~services~~acquisitions tomay ~~other~~be ~~service providers~~required. ~~Unless~~Our weability ~~are~~to ~~awarded~~access ~~franchises~~the bycapital ~~these~~markets ~~municipalities, we will lose customers. Municipalities~~ may ~~also~~be ~~decide~~restricted toat ~~provide~~a ~~services~~time towhen ~~their~~we ~~residents~~would ~~themselves~~like, ~~on an optional~~ or ~~mandatory basis~~need, ~~causing us~~ to ~~lose~~do ~~customers.~~so, Ifor weadditional ~~are~~financing may not ~~able~~be available to ~~replace~~us ~~revenues~~on ~~from~~favorable ~~contracts~~terms, ~~lost~~which ~~through~~could ~~competitive~~have ~~bidding~~an orimpact ~~early~~on ~~termination~~our orflexibility ~~from~~to ~~the~~pursue ~~renegotiation~~additional ofacquisition ~~existing~~opportunities. ~~contracts~~In ~~with other revenues within a reasonable time~~addition, ~~our~~disruptions ~~revenues~~in ~~could~~the ~~decline.~~capital ~~Municipalities sometimes also promulgate “flow control” laws~~ and ~~regulations~~credit ~~requiring~~markets uscould toadversely ~~deliver~~affect ~~waste~~our weability ~~collect within a particular jurisdiction~~ to ~~facilities~~draw ~~not~~on ~~owned or controlled by us, which could increase~~ our ~~costs~~credit ~~and~~facility ~~reduce~~or ~~our~~raise ~~revenues~~other capital.

We may lose contracts through competitive bidding, early termination or governmental action.

We derive a significant portion of our revenues from market areas where we have exclusive arrangements, including franchise agreements, municipal contracts and certificates issued by Washington State known as G Certificates. Many franchise agreements and municipal contracts are for a specified term and are, or will be, subject to competitive bidding in the future. For example, we have approximately 454 contracts, representing approximately 4.0% of our annual revenues, which are set for expiration or automatic renewal on or before December 31, 2026. Although we intend to bid on existing contracts subject to competitive bidding in the future and additional municipal contracts and franchise agreements, we may not be the successful bidder, or we may need to lower our price in order to retain the contract. In addition, some of our customers, including municipalities, have terminated and others may terminate their contracts with us before the end of the terms of those contracts. Similar risks may affect our contracts to operate municipally-owned assets, such as landfills.

Governmental action may also affect our exclusive arrangements. Municipalities may annex unincorporated areas within counties where we provide collection services. As a result, our customers in annexed areas may be required to obtain services from competitors that have been previously franchised by the annexing municipalities to provide those services. In addition, municipalities in which we provide services on a competitive basis may elect to franchise those services to other service providers. Unless we are awarded franchises by these municipalities, we will lose customers. Municipalities may also decide to provide services to their residents themselves, on an optional or mandatory basis, causing us to lose customers. If we are not able to replace revenues from contracts lost within a reasonable time, our revenues could decline. Municipalities sometimes also promulgate “flow control” laws and regulations requiring us to deliver waste we collect within a particular jurisdiction to facilities not owned or controlled by us, which could increase our costs and reduce our revenues.

Our financial and operating performance may be affected by restrictions associated with renewals or the inability to renew landfill operating permits, obtain new landfills and expand existing ones.

We currently own and/or operate ~~113~~114 landfills throughout the United States and Canada. Our ability to meet our financial and operating objectives depends in part on our ability to acquire, or renew landfill operating permits, expand existing landfills and develop new landfill sites on terms that are acceptable to us. It has become increasingly difficult, expensive and ~~expensive~~time-consuming to obtain required permits and approvals to build, operate and expand solid waste management facilities, including landfills ~~and transfer stations~~. In addition, approvals may include operating restrictions or additional requirements, which could impact financial results. Although generally less time consuming, the process of obtaining permits and approvals for E&P landfills has similar uncertainties. Operating permits for landfills in states and provinces where we operate must generally be renewed every five to ten years, although some permits are required to be renewed more frequently. These operating permits often must be renewed several times during the permitted life of a landfill. The permit and approval process is often time -consuming, requiring numerous hearings and compliance with zoning, environmental and other requirements. Further, permits may be subject to resistance from communities, citizen groups, adjacent landowners, and businesses, governmental agencies and municipalities, and may also be subject to other political pressures. A delay in or failure to obtain or renew operating permits for our landfills could have a material adverse effect on our financial condition, operating results, or cash flow. Furthermore, compliance issues with our operating authorizations could result in the need for us to transport our collected waste to other landfills we operate, or to our competitors’ landfills, which could increase our operating costs.

States and municipalities are also increasingly adopting requirements for environmental justice reviews as part of certain permitting decisions. These policies generally require permitting agencies to give heightened attention to the potential for projects to disproportionately impact low-income and minority communities. The permitting and approval process is frequently challenged by special interest and other groups, including those utilizing social media to further their objectives, and may result in the denial of a permit or renewal, the award of a permit or renewal for a shorter duration than we believed was otherwise required by law, or burdensome terms and conditions being imposed on our operations. For example, see the discussions regarding the Los Angeles County, California Landfill Expansion Litigation—A. Chiquita Canyon, LLC Lawsuit Against Los Angeles County in Note 13, “Commitments and Contingencies,” of our consolidated financial statements included in Item 8 of this Annual Report on Form 10-K. We may not be able to obtain new landfill sites or expand the permitted capacity of our existing landfills when necessary, and may ultimately be required to expense up to the carrying value of the landfill or expansion project, less the recoverable value of the property and other amounts recovered. Obtaining new landfill sites is important to our expansion into new, non-exclusive solid waste markets and in our E&P waste business. If we do not believe that we can obtain a landfill site in a non-exclusive market, we may choose not to enter that market. Expanding existing landfill sites is important in those markets where the remaining lives of our landfills are relatively short. We may choose to forego acquisitions and internal growth in these markets because increased volumes would further shorten the lives of these landfills. Any of these circumstances could adversely affect our operating results.

Increases in labor costs and limitations on labor availability could impact our financial results.

Labor is one of our highest costs and relatively small increases in labor costs per employee could materially affect our cost structure. A shortage of qualified employees in our markets would require us to incur additional costs related to wages and benefits, to hire more expensive temporary employees or to contract for services with more expensive third-party vendors. In addition, higher turnover can result in increased costs associated with recruiting and training; it can also impact operating costs, including maintenance and risk. Increased competition with other businesses in our markets for qualified

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~~employees~~we ~~has~~believed ~~driven~~was otherwise required by law, or burdensome terms and conditions being imposed on our operations. For example, see the discussions regarding the Los Angeles County, California Landfill Expansion Litigation in Note 13, “Commitments and Contingencies,” of our consolidated financial statements included in Item 8 of this Annual Report on Form 10-K. We may ~~continue~~not be able to ~~drive~~obtain ~~higher~~new ~~turnover~~landfill sites or expand the permitted capacity of our existing landfills when necessary, and ~~increase~~may ultimately be required to expense up to the ~~time~~carrying itvalue ~~takes~~of the landfill or expansion project, less the recoverable value of the property and other amounts recovered. Obtaining new landfill sites is important to ~~fill~~our ~~job~~expansion ~~openings~~into new, non-exclusive solid waste markets and in our E&P waste business. If we ~~have~~do ~~increased~~not ~~and~~believe that we can obtain a landfill site in a non-exclusive market, we may ~~continue~~choose not to ~~increase~~enter ~~resources~~that ~~for~~market. ~~hiring~~Expanding ~~and~~existing ~~providing~~landfill ~~training~~sites ~~for~~is ~~new~~important in those markets where the remaining lives of our landfills are relatively short. We may choose to forego acquisitions and ~~existing~~internal ~~employees~~growth in these markets because increased volumes would further shorten the lives of these landfills. Any of these circumstances could adversely affect our operating results.

Increases in labor costs and limitations on labor availability could impact our financial results.

Increases in capital expenditures and the timing of receipt of fleet and equipment could impact our financial results.

Increases in costs for fleet, equipment, technology and landfill construction ~~costs~~ due to cost pressures, regulatory requirements, tariffs, acquisitions, new contracts and growth projects, including sustainability-related projects, could result in capital expenditures being higher than anticipated. In addition, supply chain constraints and inflationary pressures have resulted in and are expected to continue to result in higher costs, delays or lack of availability of fleet, equipment or supplies. This could impact our ability to generate free cash flow in line with our expectations, the timing of our free cash flow generation, or otherwise adversely affect our financial results.

Our accruals for our landfill site closure and post-closure costs may be inadequate.

We regularly accrue amounts and establish reserves to pay capping, closure and post-closure maintenance and remediation costs for landfill sites that we own and operate as well as for landfills we operate under life-of-site agreements. Our obligations to pay closure or post-closure costs sometimes exceed the amount we have accrued and reserved and other amounts available from funds or reserves established to pay such costs or the timing associated with such outlays may change, resulting in adjustments to accruals and reserves and additional costs. Additionally, if a landfill closure occurs earlier than anticipated, closure and post-closure outlays could be required to be accelerated.

Furthermore, the completion or closure of a landfill site does not end our environmental obligations. After completion or closure of a landfill site, or a section of an active landfill, we ~~sometimes~~may incur additional costs,. asFor weexample, ~~did~~ in 2023 and 2024, ~~as a result of~~ an ongoing elevated temperature landfill (“ETLF”) event, ~~which~~ resulted in increased leachate generation and related capital and operating expenses that increased our closure and post closure costs at our Chiquita Canyon Landfill, which ultimately ceased active waste disposal operations as of December 31, 2024. In addition, environmental problems may occur that could result in substantial remediation costs, regulatory enforcement actions and related fines or potential litigation. For example, see the discussions regarding the Elevated Temperature Landfill Event, Chiquita Canyon Landfill Civil Litigation, and County of Los Angeles Litigation in Note 13, “Commitments and Contingencies,” of our consolidated financial statements included in Item 8 of this Annual Report on Form 10 -K. The potential increased regulation of per- and polyfluoroalkyl substances (“PFAS”), bisphenol A (“BPA”) phthalates, methane and other emerging contaminants could result in greater expenditures for closure and post-closure costs. It is also possible that accruals may need to be expanded and that costs incurred related to these activities could be accelerated. Paying additional amounts for closure or post-closure costs and/or for environmental remediation and/or for litigation could harm our financial condition, operating results, or cash flow.

The level of exploration, development and production activity of E&P companies will impact the demand for our E&P waste services.

The value of crude oil has impacted and may in the future impact the level of drilling or production activity in the basins where we operate; however, we cannot provide assurances that higher crude oil prices will result in increased capital spending and related activity in the basins where we operate. E&P companies may elect to decrease investment in basins where lower crude oil prices or volatility in crude oil prices make the returns on investment inadequate or uncertain or impact the ability of E&P companies to access capital on economically advantageous terms or at all. Similarly, growth in production rates may be impacted by factors including volatility in crude oil prices and the level of global demand, as well as limitations on production as a result of higher operational costs. Energy transition, or a transformation of the global energy sector from fossil-based systems of energy production and consumption to renewable energy sources, could also affect investments by E&P companies in the basins where we operate. In certain locations where blending activities occur, the value of any recovered oil could vary based on the value of crude oil.

A portion of our growth and future financial performance depends on our ability to integrate acquired businesses, and the performance of our acquisitions.

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~~with~~The ~~our~~level ~~existing~~of ~~operations. In addition~~exploration, wedevelopment ~~are~~and ~~not~~production ~~always~~activity ~~able to control the timing~~ of ~~our~~E&P ~~acquisitions.~~companies ~~Our~~will ~~inability~~impact ~~to complete acquisitions within~~ the ~~time~~demand ~~frames~~for ~~that we expect may cause~~ our ~~operating~~E&P ~~results~~waste ~~to be less favorable than expected, which could cause our share price to decline~~services. In addition, we may change our strategy with respect to a market or acquired businesses and decide to sell such operations at a loss, or keep those operations and recognize an impairment of goodwill and/or intangible assets. Similar risks may affect contracts that we are awarded to operate municipally-owned assets, such as landfills.

The value of crude oil has impacted and may in the future impact the level of drilling or production activity in the basins where we operate; however, we cannot provide assurances that higher crude oil prices will result in increased capital spending and related activity in the basins where we operate. E&P companies may elect to decrease investment in basins where lower crude oil prices or volatility in crude oil prices make the returns on investment inadequate or uncertain or impact the ability of E&P companies to access capital on economically advantageous terms or at all. Similarly, growth in production rates may be impacted by factors including volatility in crude oil prices and the level of global demand, as well as limitations on production as a result of higher operational costs. Energy transition, or a transformation of the global energy sector from fossil-based systems of energy production and consumption to renewable energy sources or nuclear sources, could also affect investments by E&P companies in the basins where we operate. In certain locations where blending activities occur, the value of any recovered oil could vary based on the value of crude oil.

A portion of our growth and future financial performance depends on our ability to integrate acquired businesses, and the performance of our acquisitions.

A component of our growth strategy involves achieving economies of scale and operating efficiencies by growing through acquisitions. We may not achieve these goals unless we effectively combine the operations of acquired businesses with our existing operations. In addition, we are not always able to control the timing of our acquisitions. Our inability to complete acquisitions within the time frames that we expect may cause our operating results to be less favorable than expected, which could cause our share price to decline. In addition, we may change our strategy with respect to a market or acquired businesses and decide to sell such operations at a loss, or keep those operations and recognize an impairment of goodwill and/or intangible assets. Similar risks may affect contracts that we are awarded to operate municipally-owned assets, such as landfills.

Some acquisitions may not fulfill our anticipated financial or strategic objectives in a given market due to factors that we cannot control, such as market conditions, including the price of crude oil or the value of recycled commodities, market position, competition, customer base, loss of key employees, third-party legal challenges or governmental actions. In addition, acquisitions may have liabilities or risks that we fail or are unable to discover, or that become more adverse to our business than we anticipated at the time of acquisition. As a successor owner, we may be legally responsible for those liabilities that arise from businesses that we acquire, whether we expressly assume them or not, including as a result of sellers not having sufficient funds to perform their obligations or liabilities being imposed on us under various regulatory schemes and other applicable laws. In addition, our insurance program may not cover such sites and will not cover liabilities associated with some environmental issues that may have existed prior to attachment of coverage. A successful uninsured claim against us could harm our financial condition or operating results. Furthermore, risks or liabilities we judge to be not material or remote at the time of acquisition may develop into more serious risks to our business. See discussion in Note 13, “Commitments and Contingencies,” of our consolidated financial statements included in Item 8 of this Annual Report on Form 10-K. Any adverse outcome resulting from such risks or liabilities could harm our operations and financial results and create negative publicity, which could damage our reputation, competitive position and share price.

Our results will be affected by changes in recycled commodity prices and quantities.

We provide recycling services to some of our customers. The recyclables we process for sale include paper products and plastics that are shipped primarily to customers in the United States, as well as other markets, including Asia. The sale prices of and the demand for recyclable commodities are frequently volatile and when they decline, our revenues, operating results and cash flows will be affected. The value of recyclables may be impacted by factors including: changes to international waste importation and exportation laws; quality concerns; the volatility of crude oil prices, which impacts plastic; and the demand for paper products, which impacts fiber, along with the extent to which manufacturers rely on recycled feedstock.

To the extent that we develop and construct new recycling facilities, we may avoid third party processing fees and increase the amount of recyclables that we are able to market and sell, thereby increasing our exposure to changes in recycled commodity prices. The cost and timing of the completion of new facilities is uncertain as is the quantity and quality of recyclables that we process and sell. To the extent that we make investments in robotics or other technology for sorting, the quality and subsequent value of recyclables may be impacted by the effectiveness of such sorting technology.

Singlestream recycling facilities process a wide range of commingled materials and tend to receive a higher percentage of non-recyclables, particularly in residential collection, which results in increased processing and residual disposal costs to achieve quality standards. As a result, we have increased the fees that we charge customers at our recycling facilities in order to recover the higher processing costs for recyclables. This may result in lower recycled commodity volumes at our recycling facilities, as customers may elect to pursue cheaper alternatives for processing or disposal. Any such reduction could impact revenues, operating results and cash flow. Some of our recycling operations offer rebates to customers based on the market prices of commodities we buy to process for resale. Therefore, if we recognize increased revenues resulting from higher prices for recyclable commodities, the rebates we pay to suppliers will also increase, which also may impact our operating results.

Our results will be affected by changes in the value of renewable fuels and quantities of gas generated and beneficially reused.

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~~States~~recycled ~~EPA~~commodity has promulgated the Renewable Fuel Standards, or RFS, which require refiners to either blend "renewable fuels," such as ethanol and biodiesel, into their transportation fuels or to purchase renewable fuel credits, known as renewable identification numbers, or RINs, in lieu of blendingprices. ~~In some cases, landfill gas generated at our landfills in the United States and Canada qualifies as a renewable fuel for which RINs are available.~~ The ~~price~~cost ~~of RINs has been extremely volatile~~ and istiming ~~dependent upon a variety~~ of ~~factors, including potential legislative changes,~~ the ~~availability~~completion of ~~RINs~~new ~~for~~facilities ~~purchase,~~is ~~the~~uncertain ~~demand~~as ~~for RINs, which~~ is ~~dependent on transportation fuel production levels,~~ the ~~mix~~quantity ~~of the petroleum business’ petroleum products~~ and ~~fuel~~quality ~~blending~~of ~~performed~~recyclables atthat ~~the~~we ~~refineries~~process and ~~downstream terminals, all of which can vary significantly from period to period~~sell. InTo ~~addition, demand for RINs can be impacted by~~ the ~~ability~~extent ofthat ~~refineries~~we tomake ~~obtain~~investments ~~small~~in ~~refinery~~robotics ~~exemptions,~~ or ~~SREs,~~other ~~through~~technology ~~the EPA. Any reductions or limitations on the requirement to blend renewable fuel and any related waivers including SREs, would likely reduce the demand~~ for ~~RINs~~sorting, ~~which could impact~~ the ~~value~~quality of RINs. The Canadian federal government has promulgated the Clean Fuel Regulations, or CFRs, pursuant to the Canadian Environmental Protection Act, 1999, which have replaced the Renewable Fuel Regulations. Under the CFRs, gasoline and ~~diesel~~subsequent ~~producers~~value ~~and importers (primary suppliers) must lower the carbon intensity~~ of ~~the~~recyclables ~~gasoline~~may ~~and~~be ~~diesel~~impacted ~~that~~by ~~they produce in Canada and/or import in accordance with prescribed limits through~~ the ~~use~~effectiveness of ~~compliance~~such ~~credits. Supplying~~sorting ~~low carbon fuels can qualify for credit creation under the CFRs~~technology. We continue to evaluate evolving markets and legal regimes in the United States and Canada with respect to the beneficial use of methane gas and energy-related products generated in connection with our operations.

ASingle-stream ~~significant~~recycling ~~reduction~~facilities inprocess ~~the~~a ~~value~~wide range of ~~RINs~~commingled materials and tend to receive a higher percentage of non-recyclables, particularly in residential collection, which results in increased processing and residual disposal costs to achieve quality standards. As a result, we have increased the ~~United~~fees ~~States~~that orwe charge customers at our recycling facilities in order to recover the ~~price~~higher ~~paid~~processing costs for ~~our~~recyclables. ~~renewable~~This ~~fuel~~may result in ~~Canada~~lower ~~could~~recycled ~~adversely~~commodity ~~impact~~volumes at our ~~reported~~recycling ~~results~~facilities, as customers may elect to pursue cheaper alternatives for processing or disposal. To ~~manage~~Any asuch ~~portion~~reduction ofcould ~~this~~impact ~~risk~~revenues, weoperating ~~may~~results ~~enter~~and ~~into~~cash ~~contractual~~flow. ~~agreements~~Some of our recycling operations offer rebates to ~~sell~~customers ~~RINs~~based aton athe ~~fixed~~market ~~price. As~~prices of ~~December~~commodities ~~31,~~we ~~2024~~buy to process for resale. Therefore, if we ~~had~~recognize noincreased ~~contractual~~revenues ~~fixed~~resulting ~~price~~from ~~agreements~~higher prices for recyclable commodities, the rebates we pay to ~~sell~~suppliers ~~RINs~~will inalso ~~place~~increase, which also may impact our operating results.

~~Variations~~Our ~~in the volume of methane gas generated, marketed and sold by our landfill gas recovery operations also affect our~~ results~~. Our~~ ~~operations~~will ~~and~~be ~~gas~~affected ~~generation rates are impacted~~ by ~~many~~changes ~~variables, including the maintenance and operations of recovery wells and gas generation systems, the amount and type of waste~~ in ~~our landfills,~~ the ~~age~~value of the landfill, weather and related temperature. In addition, there may be variability in the extent to which we are able to beneficially market and sell for beneficial reuse the gas generated and captured, including as a result of delays in the start-up of new facilities or other impacts to operations. To the extent that we develop and construct new renewable ~~natural~~fuels ~~gas, or RNG, facilities, either directly or through partnerships with third parties, the cost~~ and ~~timing~~quantities of ~~the completion of new facilities is uncertain as is the quantity and quality of~~ gas generated and ~~the~~beneficially ~~associated benefits, including any tax benefits related to the Inflation Reduction Act of 2022~~reused.

Variations in the price of methane gas and other energy-related products that are marketed and sold by our landfill gas recovery operations affect our results. Pursuant to the Energy Independence and Security Act of 2007, the United States EPA has promulgated the Renewable Fuel Standards, or RFS, which require refiners to either blend "renewable fuels," such as ethanol and biodiesel, into their transportation fuels or to purchase renewable fuel credits, known as renewable identification numbers, or RINs, in lieu of blending. In some cases, landfill gas generated at our landfills in the United States and Canada qualifies as a renewable fuel for which RINs are available. The price of RINs has been extremely volatile and is dependent upon a variety of factors, including potential legislative changes, the availability of RINs for purchase, the demand for RINs, which is dependent on transportation fuel production levels, the mix of the petroleum business’ petroleum products and fuel blending performed at the refineries and downstream terminals, all of which can vary significantly from period to period. In addition, demand for RINs can be impacted by the ability of refineries to obtain small refinery exemptions, or SREs, through the EPA. Any reductions or limitations on the requirement to blend renewable fuel and any related waivers including SREs, would likely reduce the demand for RINs, which could impact the value of RINs. The Canadian federal government has promulgated the Clean Fuel Regulations, or CFRs, pursuant to the Canadian Environmental Protection Act, 1999, which have replaced the Renewable Fuel Regulations. Under the CFRs, gasoline and diesel producers and importers (primary suppliers) must lower the carbon intensity of the gasoline and diesel that they produce in Canada and/or import in accordance with prescribed limits through the use of compliance credits. Supplying low carbon fuels can qualify for credit creation under the CFRs. We continue to evaluate evolving markets and legal regimes in the United States and Canada with respect to the beneficial use of methane gas and energy-related products generated in connection with our operations.

A significant reduction in the value of RINs in the United States or the price paid for our renewable fuel in Canada could adversely impact our reported results. To manage a portion of this risk, we may enter into contractual agreements to sell RINs at a fixed price. As of December 31, 2025, we had no contractual fixed price agreements to sell RINs in place.

Variations in the volume of methane gas generated, marketed and sold by our landfill gas recovery operations also affect our results. Our operations and gas generation rates are impacted by many variables, including the maintenance and operations of recovery wells and gas generation systems, the amount and type of waste in our landfills, the age of the landfill, weather and related temperature. In addition, there may be variability in the extent to which we are able to beneficially market and sell for beneficial reuse the gas generated and captured, including as a result of delays in the start-up of new facilities or other impacts to operations. To the extent that we develop and construct new renewable natural gas, or RNG, facilities, either directly or through partnerships with third parties, the cost and timing of the completion of new facilities is uncertain as is the quantity and quality of gas generated and the associated operating costs and benefits, including any tax benefits related to the Inflation Reduction Act of 2022.

Increases in risk management costs and the amount that we self-insure for various risks or limitations of our insurance coverage could reduce our operating margins and reported earnings.

We maintain insurance policies for automobile, general, employer’s, environmental, cyber, employment practices and directors’ and officers’ liability, as well as for employee group health insurance, property insurance and workers’ compensation. We carry umbrella policies for certain types of claims to provide excess coverage over the underlying policies and per incident deductibles or self-insured retentions. The amounts that we effectively self-insure could cause significant volatility in our operating margins and reported earnings based on the event and claim costs of incidents, accidents, injuries and adverse judgments. Our insurance accruals are based on claims filed and estimates of claims incurred but not reported and are developed by our management with assistance from our third-party actuary and our third-party claims administrator. To the extent these estimates are inaccurate, we may recognize substantial additional expenses in future periods that would reduce operating margins and reported earnings. Furthermore, while we maintain liability insurance, our insurance is subject to coverage limitations. If we were to incur substantial liability on a covered claim, our insurance coverage may be inadequate to cover the entirety of such liability. This could have a material adverse effect on our financial position, results of operations and cash flows. One form of coverage limitation concerns claims for punitive damages, which are generally excluded from coverage under all of our liability insurance policies. A punitive damages award could have an adverse effect on our reported earnings in the period in which it occurs. We have seen and may continue to see significant increases in premiums on insurance that we retain, as well as higher deductibles or self-insured retentions, both of which have impacted and could continue to impact our financial results.

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Our business is subject to operational and safety risks, including the risk of personal injury to employees and others.

Providing environmental and waste management services, including operating a commercial truck fleet and constructing and operating landfills, involves risks such as vehicular or other accidents, and equipment defects, malfunctions or failures. Additionally, we closely monitor and manage landfills to minimize the risk of waste mass instability and releases of hazardous materials or odors that could be triggered by weather, natural disasters or other causes outside our control. There may also be risks presented by the potential for subsurface chemical reactions causing elevated landfill temperatures. For example, see the discussion regarding the Elevated Temperature Landfill Event in Note 13, “Commitments and Contingencies,” of our consolidated financial statements included in Item 8 of this Annual Report on Form 10-K.

We also build and operate natural gas fueling stations, some of which also serve the public or third parties. Operation of fueling stations and landfill gas collection and control systems involves additional risks of fire and explosion. Any of these risks could potentially result in injury or death of employees and others, a need to shut down or reduce operation of facilities, increased operating expense and exposure to liability for pollution and other environmental damage, and property damage or destruction.

While we seek to minimize our exposure to such risks through comprehensive training, compliance and response and recovery programs, as well as vehicle and equipment maintenance programs and the use of personal protective equipment, if we were to incur substantial liabilities in excess of any applicable insurance coverage, our business, results of operations and financial condition could be adversely affected. Any such incidents could also tarnish our reputation and reduce the value of our brand. Additionally, a major operational failure, even if suffered by a competitor, may bring enhanced scrutiny and regulation of our industry, with a corresponding increase in operating expense.

The seasonal nature of our business and “event-driven” waste projects cause our results to fluctuate.

Based on historic trends, excluding ~~impacts~~any impact from an economic recession, we would expect our operating results to vary seasonally, with revenues typically lowest in the first quarter, higher in the second and third quarters, and lower in the fourth quarter than in the second and third quarters. We expect the fluctuation in our revenues between our highest and lowest quarters to be approximately 10%. This seasonality reflects the lower volume of solid waste generated during the late fall, winter and early spring because of decreased construction and demolition activities during the winter months in Canada and the U.S., and reduced E&P activity during harsh weather conditions. Conversely, mild winter weather conditions may reduce demand for oil and natural gas, which may cause our customers to curtail their drilling programs, which could result in production of lower volumes of E&P waste.

Adverse winter weather conditions, including severe storms or extended periods of inclement weather, slow waste collection activities, resulting in higher labor and operational costs. Greater precipitation in the winter increases the weight of collected solid waste, resulting in higher disposal costs, which are calculated primarily on a per ton basis. Certain weather conditions, including severe storms, may result in temporary suspension of our operations, which can significantly impact the operating results of the affected areas. Conversely, weather-related occurrences and other “event-driven” waste projects can boost revenues through heavier weight loads or additional work for a limited time. These factors impact period-to-period comparisons of financial results, and our share price may be negatively affected by these variations.

Climate change, including adverse weather and the adoption of climate change legislation or regulations restricting emissions of greenhouse gases, could adversely affect our operations and increase operating costs.

Our operations and assets are subject to risks associated with the effects of climate change and adverse weather conditions. Risks associated with climate change, such as increased frequency and/or intensity of weather events, flooding, wildfires, sea level rise, and other weather- and climate-related events, could negatively impact our operations. For example, these events could disrupt or result in suspension of collection activities, disrupt landfill and transfer station operations, increase maintenance expenses, hinder landfill development or expansion, or generate increased volumes of leachate to manage. It is also possible that these events could disrupt our customers’ businesses, thereby reducing the amount of waste generated by their operations.

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~~Additional~~of ~~laws~~collected ~~and~~solid ~~regulations related to climate change~~waste, ~~including~~resulting ~~restricting~~in ~~emissions~~higher ofdisposal ~~greenhouse gases~~costs, orwhich ~~GHG,~~are ~~could~~calculated ~~also~~primarily beon ~~promulgated,~~a ~~and~~per ~~such~~ton ~~laws~~basis. ~~and~~Certain ~~rules~~weather ~~could~~conditions, ~~increase~~including ~~our~~severe ~~compliance costs~~storms, ~~and~~may result in ~~heightened~~temporary ~~capital~~suspension ~~expenditures.~~of ~~Furthermore~~our operations, ~~additional~~which ~~climate~~can ~~change-related~~significantly ~~regulation~~impact ~~could~~the ~~result~~operating inresults ~~increased~~of ~~operational~~the ~~costs~~affected orareas. ~~disruption~~Conversely, toweather-related ~~our~~occurrences ~~customers’~~and ~~business,~~other ~~thereby~~“event-driven” ~~impacting~~waste ~~our~~projects ~~operational~~can ~~results~~boost ~~and~~revenues ~~financial~~through ~~condition. Conversely,~~heavier ~~favorable~~weight ~~investor~~loads ~~expectations~~or ~~regarding~~additional ~~potential~~work ~~investment~~for ~~tax~~a ~~credits~~limited ortime. ~~other~~These ~~benefits~~factors ~~stemming~~impact ~~from~~period-to-period ~~the~~comparisons ~~Inflation~~of ~~Reduction~~financial ~~Act~~results, ofand ~~2022~~our ~~may~~share ~~not~~price ~~materialize~~may orbe ~~could~~negatively ~~fail~~affected toby ~~meet~~these ~~expectations~~variations.

~~Increases~~Climate inchange, including adverse weather and the ~~price~~adoption of ~~diesel~~climate change legislation or ~~compressed~~regulations ~~natural~~restricting ~~gas,~~emissions orof ~~CNG~~greenhouse gases, ~~fuel~~could ~~may~~ adversely affect our ~~collection~~operations ~~business~~ and ~~reduce~~increase ~~our~~ operating ~~margins~~costs.

Our operations and assets are subject to risks associated with the effects of climate change and adverse weather conditions. Risks associated with climate change, such as increased frequency and/or intensity of weather events, flooding, wildfires, sea level rise, and other weather and climate-related events, could negatively impact our operations. For example, these events could disrupt or result in suspension of collection activities, disrupt landfill and transfer station operations, increase maintenance expenses, hinder landfill development or expansion, or generate increased volumes of leachate. It is also possible that these events could disrupt our customers’ businesses, thereby reducing the amount of waste generated by their operations.

Additional laws and regulations related to climate change, including restricting emissions of greenhouse gases, or GHG, could also be promulgated, and such laws and rules could increase our compliance costs, and result in heightened capital expenditures. Furthermore, additional climate change-related regulation could result in increased operational costs or disruption to our customers’ business, thereby impacting our operational results and financial condition. Conversely, favorable investor expectations regarding potential investment tax credits or other benefits stemming from the IRA may not materialize or could fail to meet expectations, particularly in light of the rollback to certain IRA provisions by the OBBA.

Increases in the price of diesel fuel may adversely affect our collection business and reduce our operating margins.

The market price of diesel fuel is volatile. We generally purchase diesel fuel at market prices, which have fluctuated significantly in recent years, including as a result of geopolitical events or inflationary pressures. Tariffs may also increase fuel prices. This could adversely affect our waste collection business through a combination of higher fuel and disposal-related transportation costs and reduce our operating margins and reported earnings. To manage a portion of this risk, we have entered into fixed-price fuel purchase contracts. During periods of falling diesel fuel prices, it may become more expensive to purchase fuel under fixed-price fuel purchase contracts than at market prices.

We utilize CNG in a small percentage of our fleet and we may convert more of our fleet from diesel fuel to CNG over time. The market price of CNG is also volatile; a significant increase in such cost could adversely affect our operating margins and reported earnings.

Our financial results could be adversely affected by impairments of goodwill, indefinite-lived intangibles or property and equipment.

As a result of our acquisition strategy, we have a material amount of goodwill, indefinite-lived intangibles and property and equipment recorded in our financial statements. We do not amortize our existing goodwill or indefinite-lived intangibles and are required to test goodwill and indefinite-lived intangibles for impairment annually in the fourth quarter of the year and whenever events or changes in circumstances indicate that the carrying value of goodwill and/or indefinite-lived intangible assets may not be recoverable using the one-step process prescribed in the accounting guidance. The process screens for and measures the amount of the impairment, if any. The recoverability of property and equipment is tested for impairment whenever ~~events or~~ changes in facts and circumstances indicate that their carrying amount may not be recoverable. Application of the impairment test requires judgment. A significant deterioration in a key estimate or assumption or a less significant deterioration to a combination of assumptions could result in an additional impairment charge in the future, which could have a significant adverse impact on our reported results.

Our indebtedness could adversely affect our financial condition and limit our financial flexibility.

As of December 31, ~~2024~~2025, we had approximately $8.~~152~~889 billion of total indebtedness outstanding, and we may incur additional debt in the future. This amount of indebtedness could:

●

increase our vulnerability to general adverse economic and industry conditions;

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●

expose us to interest rate risk to the extent that a portion of our indebtedness is at variable rates;

●

limit our ability to obtain additional financing or refinancing at attractive rates;

●

require the dedication of a substantial portion of our cash flow from operations to the payment of principal of, and interest on, our indebtedness, thereby reducing the availability of such cash flow to fund our growth strategy, working capital, capital expenditures, dividends, share repurchases and other general corporate purposes;

●

limit our flexibility in planning for, or reacting to, changes in our business and the industry; and

●

place us at a competitive disadvantage relative to our competitors with less debt.

39A portion of our indebtedness is at variable rates which are based on the Canadian Overnight Repo Rate Average, or CORRA, as a result of the transition from the Canadian Dollar Offered Rate, or CDOR, which ceased publication on June 28, 2024. In addition, at December 31, 2025, $915 million of our indebtedness, including interest rate swaps, is at variable rates which are based on the term Secured Overnight Financing Rate, or term SOFR, as a result of the transition from the London Interbank Offered Rate, or LIBOR. SOFR and CORRA have a limited history as reference rates, and changes in these rates have, on occasion, been more volatile than changes in other benchmark or market rates. The liquidity of the SOFR and CORRA loan markets could result in higher borrowing costs for us. There could be unanticipated difficulties, disruptions or methodological or other changes with the calculation and publication of these rates, which in turn could trigger another benchmark transition or otherwise cause a reliance on an alternate base rate. This could also result in increased borrowing costs for us and thereby adversely affect our financial condition and earnings.

~~Table~~Our ability to execute our financial strategy and incur indebtedness is somewhat dependent upon our ability to maintain investment grade credit ratings on our senior debt. The credit rating process is contingent upon our credit profile and several other factors, many of ~~Contents~~which are beyond our control, including methodologies established and interpreted by third-party rating agencies. If we were unable to maintain our investment grade credit ratings in the future, our interest expense would increase and our ability to obtain financing on favorable terms could be adversely affected.

A portion of our indebtedness is at variable rates which are based on the Canadian Overnight Repo Rate Average, or CORRA, as a result of the transition from the Canadian Dollar Offered Rate, or CDOR, which ceased publication on June 28, 2024. In addition, at December 31, 2024, $550 million of our indebtedness, including interest rate swaps, is at variable rates which are based on the Secured Overnight Financing Rate, or SOFR, as a result of the transition from the London Interbank Offered Rate, or LIBOR. SOFR and CORRA have a limited history as reference rates, and changes in these rates have, on occasion, been more volatile than changes in other benchmark or market rates. The liquidity of the SOFR and CORRA loan markets could result in higher borrowing costs for us. There could be unanticipated difficulties, disruptions or methodological or other changes with the calculation and publication of these rates, which in turn could trigger another benchmark transition or otherwise cause a reliance on an alternate base rate. This could also result in increased borrowing costs for us and thereby adversely affect our financial condition and earnings.

Our ability to execute our financial strategy and our ability to incur indebtedness is somewhat dependent upon our ability to maintain investment grade credit ratings on our senior debt. The credit rating process is contingent upon our credit profile and several other factors, many of which are beyond our control, including methodologies established and interpreted by third-party rating agencies. If we were unable to maintain our investment grade credit ratings in the future, our interest expense would increase and our ability to obtain financing on favorable terms could be adversely affected.

Further, our outstanding indebtedness is subject to financial and other covenants, which may be affected by changes in economic or business conditions or other events that are beyond our control. If we fail to comply with the covenants under any of our indebtedness, we may be in default under the indebtedness, which may entitle the lenders or holders of indebtedness to accelerate the debt obligations. A default under one of our loans or debt securities could result in cross-defaults under our other indebtedness. In order to avoid defaulting on our indebtedness, we may be required to take actions such as reducing or delaying capital expenditures, reducing or eliminating dividends or share repurchases, selling assets, restructuring or refinancing all or part of our existing debt, or seeking additional equity capital, any of which may not be available on terms that are favorable to us, if at all.

We may be unable to obtain performance or surety bonds, letters of credit or other financial assurances or to maintain adequate insurance coverage.

If we are unable to obtain performance or surety bonds, letters of credit or insurance, we may not be able to enter into additional collection contracts or retain necessary landfill operating permits. Collection contracts, municipal contracts, transfer station operations and landfill closure and post-closure obligations may require performance or surety bonds, letters of credit or other financial assurance to secure contractual performance or comply with federal, state, provincial or local environmental laws or regulations. We typically satisfy these requirements by posting bonds or letters of credit. As of December 31, ~~2024~~2025, we had $2.~~011~~157 billion of such surety bonds in place and $~~170~~220.76 million of letters of credit issued and outstanding. Closure bonds are difficult and costly to obtain. If we are unable to obtain performance or surety bonds or additional letters of credit in sufficient amounts or at acceptable rates, we could be precluded from entering into additional collection contracts or obtaining or retaining landfill operating permits. Any future difficulty in obtaining insurance also could impair our ability to secure future contracts that are conditional ~~upon~~on the contractor having adequate insurance coverage. Accordingly, our failure to obtain performance or surety bonds, letters of credit or other financial assurances or to maintain adequate insurance coverage could limit our operations or violate federal, state, provincial, or local requirements, which could have a materially adverse effect on our business, financial condition and results of operations.

Alternatives to landfill disposal may cause our revenues and operating results to decline.

Counties and municipalities in which we operate landfills may be required to formulate and implement comprehensive plans to reduce the volume of MSW deposited in landfills through waste planning, composting, recycling or other programs, while working to reduce the amount of waste they generate. Some state, provincial and local governments mandate diversion, recycling and waste reduction at the source and prohibit the disposal of certain types of wastes, such as yard waste, food waste and electronics, at landfills. Even where not prohibited by state, provincial or local laws, some grocery stores and restaurants have chosen to divert their organic waste from landfills, while other companies have set zero-waste goals and communicated an intention to cease the disposal of any waste in landfills. Although such actions are useful to protect the environment, these actions, as well as those of our customers to reduce waste or seek disposal

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~~alternatives,~~Increasing ~~have~~customer ~~reduced~~preference ~~and~~for ~~may~~alternatives ~~in the future further reduce the volume of waste going~~ to ~~landfills~~landfill indisposal ~~certain areas~~ and ~~the~~bans ~~landfill~~on ~~gas~~certain ~~produced~~types ~~from~~of ~~those~~waste ~~landfills. This~~ may ~~affect~~cause our ~~ability~~revenues ~~to operate our landfills at full capacity~~ and ~~lower the production of gas from our RNG facilities, and could adversely affect our~~ operating results to decline.

~~Labor~~Counties ~~union~~and ~~activity~~municipalities ~~could~~in which we operate landfills may be required to formulate and implement comprehensive plans to reduce the volume of MSW deposited in landfills through waste planning, composting, recycling or other programs, while working to reduce the amount of waste they generate. Some state, provincial and local governments mandate diversion, recycling and waste reduction at the source and prohibit the disposal of certain types of wastes, such as yard waste, food waste and electronics, at landfills. Even where not prohibited by state, provincial or local laws, some grocery stores and restaurants have chosen to divert ~~management~~their ~~attention~~organic waste from landfills, while other companies have set zero-waste goals and communicated an intention to cease the disposal of any waste in landfills. Although such actions are useful to protect the environment, these actions, as well as those of our customers to reduce waste or seek disposal alternatives, have reduced and may in the future further reduce the volume of waste going to landfills in certain areas and the landfill gas produced from those landfills. This may affect our ability to operate our landfills at full capacity and lower the production of gas from our RNG facilities, and could adversely affect our operating results.

Labor union activity could divert management attention, increase costs, and disrupt operations, thereby adversely affect our operating results.

From time to time, labor unions attempt to organize our employees, and these efforts are likely to continue in the future. Certain groups of our employees are represented by unions, and we have negotiated collective bargaining agreements with most of these unions. Additional groups of employees may seek union representation in the future. As a result of these activities, we may be subjected to unfair labor practice charges, grievances, complaints and other legal and administrative proceedings initiated against us by unions or federal, state or provincial labor boards, which could negatively impact our operating results. Negotiating collective bargaining agreements with these unions could divert our management’s attention, which could also adversely affect our operating results. If we are unable to negotiate acceptable collective bargaining agreements, we might have to wait through “cooling off” periods, which may be followed by work stoppages, including strikes or lock-outs. Depending on the type and duration of any such labor disruptions, our operating expenses could increase significantly, which could adversely affect our financial condition, results of operations and cash flows.

We could face significant withdrawal liability if we withdraw from participation in one or more multiemployer pension plans in which we participate and the accrued pension benefits are not fully funded.

We participate in 16 “multiemployer” pension plans administered by employee and union trustees. We make periodic contributions to these plans to fund pension benefits for our union employees pursuant to our various contractual obligations to do so. In the event that we withdraw from participation in or otherwise cease our contributions to one of these plans, then applicable law regarding withdrawal liability could require us to make additional contributions to the plan if the accrued benefits are not fully funded, and we would have to reflect that “withdrawal liability” as an expense in our consolidated statement of operations and as a liability on our consolidated balance sheet. Our withdrawal liability for any multiemployer plan would depend on the extent to which accrued benefits are funded. In the ordinary course of our renegotiation of collective bargaining agreements with labor unions that participate in these plans, we may decide to discontinue participation in a multiemployer plan, and in that event, we could face withdrawal liability. Some multiemployer plans in which we participate may from time to time have significant accrued benefits that are not funded. The size of our potential withdrawal liability may be affected by the level of unfunded accrued benefits, the actuarial assumptions used by the plan and the investment gains and losses experienced by the plan.

We have established long-term, aspirational targets associated with sustainability and ESG-related investments and projects which may or may not be achieved.

‎Stakeholder input, business considerations, and potential regulation have reinforced the ‎importance of developing and implementing sustainability and ‎environmental, social, and governance, or ESG, initiatives. In 2020, we ‎adopted long-term, aspirational sustainability targets, which we ~~expanded~~have insince ~~2022~~expanded and ~~2023~~updated; we also committed ~~over~~ $500 million for investments and ‎projects to support these efforts. Our ability to achieve these targets will depend significantly on, among other ‎things, the success of these investments and projects and our ability to meet our financial and ‎operating objectives, which can be impacted by the numerous risks and uncertainties associated with ‎our business and the industry in which we operate. There is a risk that some or all of the expected ‎benefits of these investments and projects may fail to materialize, may cost more to achieve or may ‎not occur within the anticipated time periods, including as a result of limitations on technology, permitting requirements, labor constraints or supply chain disruptions. In addition, there is a risk that the actions taken by us to ‎achieve these targets may have a negative impact on our existing business and increase capital ‎expenditures or decrease investments in other aspects of the business, which could adversely affect our operating results or future growth. Our failure to achieve these targets, ‎or a perception among key stakeholders that such targets are insufficient or unattainable, could ‎damage our reputation, competitive position and share price.‎

There is increasing interest in companies developing and implementing more robust ESG policies and practices and disclosure around climate-related risk ‎identification and mitigation. In addition, certain investors and lenders are incorporating ESG factors ‎into their investment or lending process, alongside traditional financial considerations.

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~~Developing~~which ~~and~~can ~~‎implementing~~be ~~policies~~impacted ~~and~~by ~~practices,~~the numerous risks and ~~developing~~uncertainties ~~additional~~associated ~~disclosure~~with in‎our ~~relation~~business toand ~~climate~~the ~~change~~industry ~~‎and~~in ~~other~~which ~~environmental~~we ~~and~~operate. ~~social~~There ~~risk~~is ~~issues,~~a ~~can~~risk ~~involve~~that ~~significant~~some ~~costs~~or ~~and~~all ~~require~~of athe ~~significant~~expected ‎~~time~~benefits ~~commitment~~of ~~from~~these ~~our~~investments ~~Board~~and ofprojects ~~Directors~~may fail to materialize, ~~management~~may ~~and~~cost ~~employees. In~~more ~~addition,~~to ~~our~~achieve ~~failure~~or may ‎tonot ~~implement~~occur ~~such~~within ~~policies~~the anticipated time periods, ~~practices~~including ~~and~~as ~~disclosure~~a ~~could~~result ~~adversely~~of ~~affect~~limitations ~~our~~on ~~reputation~~technology, ~~competitive~~permitting ~~‎position~~requirements, ~~and~~labor ~~share~~constraints ~~price~~or ~~and~~supply ~~our~~chain ~~ability~~disruptions. toIn ~~raise capital~~addition, ~~even~~there ifis ~~our~~a ~~operating~~risk ~~results~~that orthe ~~prospects~~actions ~~have~~taken ~~‎not~~by ~~changed.‎~~us ~~Furthermore,~~to ~~public~~‎achieve ~~statements~~these ~~regarding~~targets ~~ESG~~may ~~matters~~have ~~are~~a ~~increasingly~~negative ~~subject~~impact toon ~~scrutiny~~our byexisting ~~regulators,~~business ~~investors~~ and ~~the~~increase ~~public.~~capital ~~Any~~‎expenditures ~~actual~~ or ~~perceived~~decrease ~~“greenwashing”—defined~~investments ~~generally~~in asother aspects of the ~~misrepresentation~~business, orwhich ~~exaggeration~~could ofadversely ~~ESG~~affect orour ~~sustainability~~operating ~~practices~~results or ~~commitments~~future ~~not~~growth. ~~adequately~~Our ~~supported~~failure byto ~~measurable~~achieve ~~actions~~these targets, ‎or ~~outcomes—could~~a ~~result~~perception inamong ~~reputational~~key ~~harm~~stakeholders ~~and~~that ~~legal~~such ~~liability,~~targets ~~including~~are ~~regulatory~~insufficient ~~enforcement~~or ~~actions~~unattainable, ~~investor~~could ~~lawsuits~~‎damage ~~and~~our ~~consumer~~reputation, ~~claims~~competitive ~~under~~position ~~securities~~ and ~~consumer~~share ~~protection laws~~price. ‎

While there continues to be interest from many stakeholders in ESG policies, practices and disclosure around climate-related risk ‎identification and mitigation by businesses, initiatives to promote the development and implementation of robust ESG policies and the disclosure of climate related risk are in a state of flux among U.S. federal, state, and Canadian regulators. In the United States, many federal climate change and ESG requirements have stalled, and prospective federal requirements will be determined by litigation or new congressional or regulatory action. Regardless of federal action, certain states have initiated independent state specific programs. In addition, certain investors and lenders are incorporating ESG factors ‎into their investment or lending process, alongside traditional financial considerations, to varying extents. Developing and ‎implementing policies and practices, and developing additional disclosure in relation to climate change ‎and other environmental and social risk issues, can involve significant costs and require a significant ‎time commitment from our Board of Directors, management and employees. In addition, a failure ‎to implement such policies, practices and disclosure could adversely affect our reputation, competitive ‎position and share price and our ability to raise capital, even if our operating results or prospects have ‎not changed.‎ Furthermore, public statements regarding ESG matters are increasingly subject to scrutiny by regulators, investors and the public. Any actual or perceived “greenwashing”—defined generally as the misrepresentation or exaggeration of ESG or sustainability practices or commitments not adequately supported by measurable actions or outcomes—could result in reputational harm and legal liability, including regulatory enforcement actions, investor lawsuits and consumer claims under securities and consumer protection laws. Finally, should states implement differing requirements, the complexity of compliance could increase our costs and adversely affect our business prospects.

We depend significantly on the services of the members of our senior and regional management team, and the departure of any of those persons could cause our operating results to suffer.

Our success depends significantly on the continued individual and collective contributions of our senior and regional management team. The loss of the services of any member of our senior and regional management, the failure of our succession planning to develop an adequate pipeline of future leaders, or the inability to hire and retain experienced management personnel could harm our operating results.

Our decentralized decision-making structure could allow local managers to make decisions that may adversely affect our operating results.

We manage our operations on a decentralized basis. Local managers have the authority to make many decisions concerning their operations without obtaining prior approval from executive officers, subject to compliance with general company-wide policies. Poor decisions by local managers could result in the loss of customers or increases in costs, in either case adversely affecting operating results.

General Risk Factors

Our results are vulnerable to economic conditions, including inflationary pressures and trade policies.

Our business and results of operations may be adversely affected by changes in national or global economic conditions, including higher inflation rates, changes in global trade policies and economic slowdowns.

Macroeconomic pressures, including inflationary cost pressures, have had and continue to have a significant impact on our operating costs and capital expenditures. We may be limited in our ability to dynamically address these impacts on a significant portion of our revenue due to contractual provisions, including under long-term contracts, which may include limitations on the level of cost recovery through rate adjustments or a lag in any such recovery. Efforts to recover cost increases may also be limited by ongoing or increasing inflationary pressures and competitive market responses to higher pricing and continued cost pressures. The inability to adequately increase prices to offset increased costs and inflationary pressures, or otherwise mitigate the impact of these macroeconomic conditions on our business, may impact our financial results. In addition, the imposition of tariffs by the United States government, including on imports from Canada and Mexico, could increase our costs through their impact on vehicle and fuel costs, among other things, and may also have general adverse economic effects in the markets we serve, including Canada, all of which is impossible to predict with any precision.

In an economic slowdown, we may experience the negative effects of the following, any of which could adversely impact our operating income and cash flows: decreased waste generation, increased competitive pricing pressure, increased customer turnover, and reductions in customer service requirements. In a recessionary environment, two of our business lines that could see a more immediate impact are construction and demolition debris and E&P waste disposal, as demand for new construction or energy exploration decreases. Our commercial and industrial collection activity and the related demand for our landfill disposal and other services may also be impacted, depending on the drivers of the economic slowdown. In addition, a weaker economy may result in declines in demand for and prices of recycled commodities. Worsening economic conditions or a prolonged or recurring economic recession could adversely affect our operating results and expected seasonal fluctuations. Further, we cannot assure that any improvement in economic conditions after such a slowdown will result in an immediate, if at all, positive improvement in our operating results or cash flows.

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limitations on the level of cost recovery through rate adjustments or a lag in any such recovery. Efforts to recover cost increases may also be limited by ongoing or increasing inflationary pressures and competitive market responses to higher pricing and continued cost pressures. The inability to adequately increase prices to offset increased costs and inflationary pressures, or otherwise mitigate the impact of these macroeconomic conditions on our business, may impact our financial results. In addition, the imposition of tariffs by the United States government, including on imports from Canada and Mexico, could increase our costs through their impact on vehicle and fuel costs, among other things, and may also have general adverse economic effects in the markets we serve, including Canada, all of which is impossible to predict with any precision.

Our financial results are based upon estimates and assumptions that may differ from actual results.

In preparing our consolidated financial statements in accordance with U.S. generally accepted accounting principles, or GAAP, we make estimates and assumptions ~~are made~~ that affect the accounting for and recognition of assets, liabilities, revenues and expenses. ~~These~~We ~~estimates~~are ~~and~~required ~~assumptions~~to ~~must~~make bethese ~~made~~estimates and assumptions because certain information that is used in the preparation of our financial statements is dependent on future events, cannot be calculated with a high degree of precision from data available or is not capable of being readily calculated based on generally accepted methodologies. In some cases, these estimates are particularly difficult to determine and we must exercise significant judgment. The most difficult, subjective and complex estimates and the assumptions that deal with the greatest amount of uncertainty are related to our accounting for landfills, self-insurance accruals, income taxes, allocation of acquisition purchase price, asset impairments and litigation, claims and assessments. Actual results for all estimates could differ materially from the estimates and assumptions that we use, which could have an adverse effect on our financial condition and results of operations.

Uncertainties in the interpretation and application of existing, new and proposed U.S., Canadian and foreign tax laws could materially adversely affect us.

We are subject to income taxes in the United States, Canada, and various other jurisdictions in which we and our affiliates carry on operations. Our operations are complex, and related tax legislation and interpretations thereof are continually changing. Our actual effective tax rate may vary from our expectation and that variance may be material. We cannot give any assurance as to what our effective tax rate will be in the future, because of, among other things, changes in the mix of our earnings in various jurisdictions, challenges by tax authorities, and changes in the tax laws and policies of the jurisdictions where we operate. As a result of the continuously changing and increasingly complex tax environment, our cost of tax compliance may increase and adversely affect our business, financial condition and results of operations.

From time to time, changes in tax laws or regulations may be proposed or enacted that could adversely affect our overall tax liability, including on a retroactive basis. There can be no assurance that changes in tax laws in the United States, Canada and the other jurisdictions in which we operate, such as changes resulting from the increased global focus on issues related to the taxation of multinational corporations, will not materially and adversely affect our effective tax rate, tax payments, financial condition and results of operations. For example, Canada has enacted certain hybrid mismatch rules following recommendations of the Organization for Economic Cooperation and Development (OECD) and has also enacted the Global Minimum Tax Act which, for fiscal years beginning on or after December 31, 2023, implements a minimum effective tax rate of 15% for large multinational groups operating in Canada. ~~Similarly~~ anCanada ~~additional~~has ~~undertaxed~~also ~~profits~~released ~~rule~~draft islegislative ~~proposed~~proposals which propose to beimplement an additional undertaxed profits rule effective for fiscal years beginning on or after December 31, 2024,. The ~~which~~OECD ~~could,~~announced ~~in certain circumstances, apply a top-up tax~~ on ~~certain~~January ~~low-taxed income. Furthermore~~5, ~~the~~2026 ~~approach~~ that ~~will be taken by U.S. Congress towards~~ the OECD/G20 ~~recommendations~~Inclusive ~~and~~Framework other matters continues to evolve, and tax changes, including, for example, due to legislation commonly referred to as the Tax Cut and Jobs Act, may also impact our tax exposure and may have a material adverse effect on ~~our financial position, results of operations, and cash flows.~~

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base erosion and profit shifting has reached agreement on key elements of a “side-by-side” package allowing for continued coordinated operation of Pillar Two global minimum tax arrangements. In light of this agreement, it is not yet clear whether Canada will proceed with such draft legislation to implement the undertaxed profits rule or whether it will delay the currently proposed effective date. Furthermore, in the U.S., Congress’ response to the OECD recommendations and other matters continues to evolve, and tax changes, including, for example, due to legislation commonly referred to as the Tax Cut and Jobs Act, may also impact our tax exposure and may have a material adverse effect on our financial position, results of operations, and cash flows.

Tax interpretations, regulations and legislation in the various jurisdictions in which we and our affiliates operate are subject to measurement uncertainty and may impact net income, income tax expense or recovery, and deferred income tax assets or liabilities. In addition, tax rules and regulations, including those relating to foreign jurisdictions, are subject to interpretation and require judgment by us that may be challenged by multiple taxation authorities upon audit. If an audit results in an assessment, future financial results may include unfavorable adjustments to our tax liabilities, which could adversely affect our business, results of operations and financial condition.

Our operations in Canada expose us to exchange rate fluctuations that could adversely affect our financial performance and our reported results of operations.

Our operations in Canada are conducted primarily in Canadian dollars. Our consolidated financial statements are denominated in U.S. dollars, and to prepare those financial statements we must translate the amounts of the assets, liabilities, net sales, other revenues and expenses of our operations in Canada from Canadian dollars into U.S. dollars using exchange rates for the current period. Fluctuations in the exchange rates that are unfavorable to us would have an adverse effect on our financial performance and reported results of operations.

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Public health crises and the effects of related governmental initiatives could adversely affect our business, financial condition and results of operations.

Public health crises, such as the COVID-19 pandemic, may impact our operations or our customers’ operations in ways that adversely affect our business, results of operations and financial condition. Fear of such events and their duration and spread might also alter consumer confidence, behavior and spending patterns, resulting in an economic slowdown that could continue to affect demand for our services.

Technology and Information Security Risks

We are increasingly dependent on technology, ~~including through the use of Artificial Intelligence (AI),~~ in our operations and a failure of our technology could impact our ability to service our customers and adversely affect our financial results, damage our reputation, and expose us to litigation risk.

Our businesses rely on computer systems to provide customer information, process customer transactions and provide other general information necessary to manage our businesses. We also rely on a payment card industry-compliant third party to protect our customers’ credit card information. We have an active disaster recovery plan in place that we continuously review and test. However, our computer systems are subject to damage or interruption due to cybersecurity threats, system conversions, power outages, computer or telecommunication failures, catastrophic physical events such as fires, tornadoes and hurricanes and usage errors by our employees. Given the unpredictability of the timing, nature and scope of such disruptions, we could be potentially subject to operational delays and interruptions in our ability to provide services to our customers. Any disruption caused by the unavailability of our computer systems could adversely affect our revenues or could require significant investment to fix or replace them, and, therefore, could affect our operating results.

A cybersecurity incident could negatively impact our business and our relationships with customers, vendors and employees and expose us to increased liability. Cybersecurity attacks are evolving and include, but are not limited to, malicious software, attempts to gain unauthorized access to data and other electronic security breaches that could lead to disruptions in systems, unauthorized release of confidential or otherwise protected information and corruption of data. We are regularly the target of attempted cyber and other security threats and must continuously monitor and develop our information technology networks and infrastructure to prevent, detect, address and mitigate the risk of unauthorized access, misuse, computer viruses and other events that could have a security impact.

As we pursue our acquisition growth strategy and pursue new initiatives that improve our operations and reduce our costs, we are also expanding and improving our information technologies, resulting in a larger technological presence and corresponding exposure to cybersecurity risk. If we fail to assess and identify cybersecurity risks associated with acquisitions and new initiatives, we may become increasingly vulnerable to such risks. Additionally, while we have implemented measures to prevent security breaches and cyber incidents, our preventative measures and incident response efforts may not be entirely effective. If our network of security controls, policy enforcement mechanisms or monitoring systems we use to address these threats to technology fail, the theft or compromise of confidential or otherwise protected company, customer or employee information, destruction or corruption of data, security breaches or other manipulation or improper use of our systems and networks could result in financial losses from remedial actions, business disruption, loss of business or potential liability, liabilities due to the violation of privacy laws and other legal actions, and damage to our reputation.

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Ifcompany, wecustomer ~~are~~or ~~not~~employee ~~able~~information, todestruction ~~develop~~or corruption of data, security breaches or other manipulation or improper use of our systems and ~~protect~~networks ~~intellectual~~could ~~property~~result in financial losses from remedial actions, orbusiness ifdisruption, aloss ~~competitor~~of ~~develops~~business or ~~obtains~~potential ~~exclusive~~liability, ~~rights~~liabilities due to athe ~~breakthrough~~violation ~~technology~~of privacy laws and other legal actions, ~~our~~and ~~financial~~damage ~~results~~to ~~may~~our ~~suffer~~reputation.

Our inability to adapt to and manage the benefits and risks of Artificial Intelligence (AI) could expose us to liability or put us at a disadvantage.

If we are not able to adapt and effectively incorporate potential advantages of AI in our business, it may negatively impact our ability to compete. On the other hand, if we are not able to effectively manage the commercial and legal risks of AI, including the potential for poor or inconsistent quality, privacy concerns, risks related to automated decision-making, and the potential for exposure of confidential and/or propriety information, we may suffer harm to our results of operation and reputation. The development, adoption, and commercial use of generative AI technologies are still in their early stages and ineffective or inadequate AI development or deployment practices by us or our third-party developers or vendors could result in unintended consequences. Developing, testing, and deploying resource-intensive AI systems may require additional investment and increase our costs. Commercial use of AI is subject to a complex and evolving regulatory landscape, and the technologies underlying AI and its uses are the subject of ongoing review by various government and regulatory agencies. Compliance with these developing regulations may be complex, costly and time-consuming, and there is a risk of regulatory enforcement or litigation if we fail to comply with these requirements.

If we are not able to develop new service offerings and protect intellectual property, or if a competitor develops or obtains exclusive rights to a breakthrough technology, our financial results may suffer.

Our existing and proposed service offerings to customers may require that we develop or license, and protect, new technologies. We may experience difficulties or delays in the research, development, production and/or marketing of new products and services which may negatively impact our operating results and prevent us from recouping or realizing a return on the investments required to bring new products and services to market. Further, protecting our intellectual property rights and combating unlicensed copying and use of intellectual property is difficult, and any inability to obtain or protect new technologies could impact our services to customers and development of new revenue sources. Additionally, a competitor may develop or obtain exclusive rights to a “breakthrough technology” that claims to provide a revolutionary change in traditional waste management. If we have inferior intellectual property to our competitors, our financial results may suffer.

Legal, Regulatory and Compliance Risks

Extensive and evolving environmental, health and safety laws and regulations may restrict our operations and growth and increase our costs.

Existing environmental laws and regulations have become more stringently enforced in recent years. In addition, our industry is subject to regular enactment of new or amended federal, state, provincial and local environmental and health and safety statutes, regulations and ballot initiatives, as well as judicial decisions interpreting these requirements, which have generally become more stringent over time. Citizen suits brought pursuant to environmental laws as well as purported class and mass actions based on nuisance and negligence claims related to alleged landfill odors have proliferated, along with the use of social media to drive such efforts. In addition, various state, provincial and local governments and the Canadian federal government have enacted, have the authority to enact or are considering enacting laws and regulations that restrict the movement or disposal within their jurisdictions of certain types of waste generated outside their jurisdictions. We expect these trends to continue, which could lead to material increases in our costs for future environmental, health and safety compliance. These requirements also impose substantial capital and operating costs and operational limitations on us and may adversely affect our business. In addition, federal, state, provincial and local governments may change the rights they grant to, the restrictions they impose on or the laws and regulations they enforce against, solid waste and E&P waste services companies. These changes could adversely affect our operations in various ways, including without limitation, by restricting the way in which we manage storm water runoff, comply with health and safety laws, treat and dispose of E&P or other waste or our ability to operate and expand our business.

Governmental authorities and various interest groups in the United States and Canada have implemented laws and regulations designed to limit GHG emissions in response to growing concerns regarding climate change. For example, the State of California, the Canadian federal government and several Canadian provinces have enacted climate change laws, and other states and provinces in which we operate are considering similar actions. The EPA made an endangerment finding in 2009 allowing certain GHGs to be regulated under the CAA. This finding allows the EPA to create regulations that will impact our operations – including imposing emission reporting, permitting, control technology installation and monitoring requirements, although the materiality of the impacts will not be known until all applicable regulations are promulgated and finalized. The Canadian federal government enacted the Greenhouse Gas Pollution Pricing Act in June 2018, which established a national carbon-pricing regime starting in 2019 for provinces and territories in Canada where there is no provincial regime in place or where the provincial regime does not meet the federal benchmark. The Canadian Government recently proposed additional regulations regarding methane emissions from landfills, as well as a GHG cap on emissions from the oil and gas sector. Several Canadian provinces have promulgated legislation and regulations to limit GHG emissions through requirements of specific controls, carbon levies, cap and trade programs or other measures. The EPA identified methane emissions from landfills and from oil and gas facilities as a focus for enforcement and compliance resources in its National Enforcement and Compliance Initiatives for 2024 through 2027. Comprehensive GHG legislation or regulation, including carbon pricing, affects not only our business, but also that of our customers. The State of California enacted Senate Bill 219 in 2024, requiring companies with revenues exceeding $1 billion and operating within California to report Scope 1 and Scope 2 emissions beginning in 2026 (for emissions occurring in fiscal year 2025) and Scope 3 emissions beginning in 2027 (for emissions occurring in fiscal year 2026). Companies disclosing emissions in California must obtain formal assurance from approved data verification firms to ensure regulatory compliance.

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Governmental authorities and various interest groups in the United States and Canada have implemented laws and regulations designed to limit GHG emissions in response to growing concerns regarding climate change. For example, the State of California, the Canadian federal government and several Canadian provinces have enacted climate change laws, and other states and provinces in which we operate are considering similar actions. The EPA made an endangerment finding in 2009 allowing certain GHGs to be regulated under the CAA. While the Trump administration is seeking to roll back this finding, the EPA’s prior regulatory actions created regulations that will impact our operations by imposing emission reporting, permitting, control technology installation and monitoring requirements, although the materiality of the impacts will not be known until all applicable regulations are promulgated and finalized, including following any regulatory appeals. The Canadian federal government enacted the Greenhouse Gas Pollution Pricing Act in June 2018, which established a national carbon-pricing regime starting in 2019 for provinces and territories in Canada where there is no provincial regime in place or where the provincial regime does not meet the federal benchmark. The Canadian Government recently enacted new regulations that will restrict methane emissions from certain MSW landfills. Several Canadian provinces have promulgated legislation and regulations to limit GHG emissions through requirements of specific controls, carbon levies, cap and trade programs or other measures. The EPA identified methane emissions from landfills and from oil and gas facilities as a focus for enforcement and compliance resources in its National Enforcement and Compliance Initiatives for 2024 through 2027. Comprehensive GHG legislation or regulation, including carbon pricing, affects not only our business, but also that of our customers. The State of California enacted Senate Bill 219 in 2024, requiring companies with revenues exceeding $1 billion and operating within California to report Scope 1 and Scope 2 emissions beginning in 2026 (for emissions occurring in fiscal year 2025) and Scope 3 emissions beginning in 2027 (for emissions occurring in fiscal year 2026). Companies disclosing emissions in California must obtain formal assurance from approved data verification firms to ensure regulatory compliance.

Increased regulation of GHG emissions from oil and natural gas E&P operations may also increase the costs to our customers of developing and producing hydrocarbons, and as a result, may have an indirect and adverse effect on the amount of oilfield waste delivered to our facilities by our customers. For example, in November 2023 and March 2024, the EPA finalized rules providing additional and more stringent regulation and control of methane emissions from oil and natural gas E&P operations and implementing a methane waste emissions charge applicable to certain E&P operations. Statutes and regulations governing methane also increase the costs of our operations, and future climate change statutes and regulations may have an impact as well. Further, governmental authorities have considered or have begun to implement increased regulation of PFAS and potentially other emerging contaminants, which could adversely affect our operations as well as our customers’ operations. The regulation of these substances could increase or accelerate our financial obligations associated with leachate treatment as well as closure obligations, post-closure maintenance and other environmental remediation related to our solid waste facilities. Further, more stringent permitting obligations, including those relating to air and wastewater, as well as enhanced treatment of landfill leachate and landfill gas could adversely affect our operations in various ways, including without limitation, increased operational expenses as well as treatment and disposal costs, greater capital expenditures to meet control requirements, costs of compliance with permitting and health and safety requirements, and litigation risk.

We may be subject in the normal course of business to judicial, administrative or other third-party proceedings that could interrupt or limit our operations, require expensive remediation, result in adverse judgments, settlements or fines and create negative publicity, which could damage our reputation.

Governmental agencies may, among other things, impose fines or penalties on us relating to the conduct of our business, attempt to revoke or deny renewal of our operating permits, franchises or licenses for violations or alleged violations of environmental laws or regulations or as a result of third-party challenges, require us to install additional pollution control equipment or require us to remediate potential environmental problems relating to any real property that we or our predecessors ever owned, leased or operated or any waste that we or our predecessors ever collected, transported, disposed of or stored. For example, see the discussion regarding the Elevated Temperature Landfill Event in Note 13, “Commitments and Contingencies,” of our consolidated financial statements included in Item 8 of this Annual Report on Form 10-K. ~~Individuals,~~While ~~citizens~~we ~~groups,~~do ~~trade~~not ~~associations~~provide orhazardous ~~environmental~~waste ~~activists~~collection, ~~may~~transfer ~~also~~or ~~bring~~disposal ~~actions~~services, ~~against us in connection with~~ our ~~current~~failure orto ~~former~~strictly ~~operations~~follow ~~that~~federal, ~~could~~state, ~~interrupt~~provincial or ~~limit~~local ~~the~~laws ~~scope~~regulating ~~of our business or result in adverse judgments or settlements requiring substantial payments. For example, see~~ the ~~discussions regarding the Jefferson Parish~~collection, ~~Louisiana Landfill Litigation~~storage, ~~Chiquita~~treatment ~~Canyon~~or ~~Landfill~~transportation ~~Civil Litigation, and County~~ of ~~Los~~listed ~~Angeles~~or ~~Litigation~~characteristically inhazardous ~~Note 13,~~substances ~~“Commitments~~may ~~and~~also ~~Contingencies,”~~subject ofus ~~our~~to ~~consolidated~~regulatory ~~financial~~enforcement ~~statements~~actions, ~~included~~fines inor ~~Item 8~~other ~~of this Annual Report on Form 10-K~~liability. Any adverse outcome in such proceedings could harm our operations and financial results and create negative publicity, which could damage our reputation, competitive position and share price.

Pending or future litigation or governmental proceedings could result in material adverse consequences, including judgments or settlements.

We are, and from time to time become, involved in lawsuits, regulatory inquiries, and governmental and other legal proceedings arising out of the ordinary course of our business. Many of these matters raise complicated factual and legal issues and are subject to uncertainties and complexities, all of which make the matters costly to address. For example, in recent years, wage and employment laws have changed regularly and become increasingly complex, which has fostered litigation, including purported class actions. Similarly, purported class actions based on claims related to allegedly unlawful landfill odors and rates and fees charged under certain contracts for collection services have proliferated, as have citizen suits brought pursuant to environmental laws, such as those regulating the treatment of storm water runoff. The timing of the final resolutions to lawsuits, regulatory inquiries, and governmental and other legal proceedings is uncertain. Additionally, the possible outcomes or resolutions to these matters could include adverse judgments or settlements, either of which could require substantial payments, adversely affecting our consolidated financial condition, results of operations and cash flows. See discussion in Note 13, “Commitments and Contingencies,” of our consolidated financial statements included in Item 8 of this Annual Report on Form 10-K.

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Pending or future litigation or governmental proceedings could result in material adverse consequences, including judgments or settlements.

We are, and from time to time become, involved in lawsuits, regulatory inquiries, and governmental and other legal proceedings arising out of the ordinary course of our business. Many of these matters raise complicated factual and legal issues and are subject to uncertainties and complexities, all of which make the matters costly to address. For example, in recent years, wage and employment laws have changed regularly and become increasingly complex, which has fostered litigation, including purported class actions. Similarly, purported class actions based on claims related to allegedly unlawful landfill odors and rates and fees charged under certain contracts for collection services have proliferated, as have citizen suits brought pursuant to environmental laws, such as those regulating the treatment of storm water runoff. Individuals, citizens groups, trade associations, environmental activists or governmental entities may also bring actions against us in connection with our current or former operations that could interrupt or limit the scope of our business. The timing of the final resolutions to lawsuits, regulatory inquiries, and governmental and other legal proceedings is uncertain. Additionally, the possible outcomes or resolutions to these matters could include adverse judgments or settlements, either of which could require substantial payments, adversely affecting our consolidated financial condition, results of operations and cash flows. See discussion in Note 13, “Commitments and Contingencies,” of our consolidated financial statements included in Item 8 of this Annual Report on Form 10-K.

Extensive regulations that govern the design, operation, expansion and closure of landfills may restrict our landfill operations or increase our costs of operating landfills.

If we fail to comply with federal, state and provincial regulations, as applicable, governing the design, operation, expansion, closure and financial assurance of MSW, non-MSW and E&P waste landfills, we could be required to undertake investigatory or remedial activities, curtail operations or close such landfills temporarily or permanently. Future changes to these regulations, including an increased regulation of PFAS, may require us to modify, supplement or replace equipment or facilities, or perform additional corrective actions, at substantial costs.

If regulatory agencies fail to enforce these regulations vigorously or consistently, our competitors whose facilities are not forced to comply with the regulations may obtain an advantage over us. Our financial obligations arising from any failure to comply with these regulations could harm our business and operating results.

Liabilities for environmental damage may adversely affect our financial condition, business and earnings.

We may be liable for any environmental damage that our current or former operations cause, including damage to neighboring landowners or residents, particularly as a result of the contamination of soil, groundwater or surface water, and especially drinking water, or to natural resources. We may be liable for damage resulting from conditions existing before we acquired these operations. Even if we obtain legally enforceable representations, warranties and indemnities from the sellers of these operations, they may not cover the liabilities fully or the sellers may not have sufficient funds to perform their obligations.

We may also be liable for any on-site environmental contamination caused by pollutants or hazardous substances the transportation, treatment or disposal of which we or our predecessors arranged or conducted. Some environmental laws and regulations may impose strict, joint and several liability in connection with releases of regulated substances into the environment. New or increased regulation of substances, such as PFAS or other emerging contaminants, could also lead to increased or previously unauthorized remediation costs or litigation risk. For example, in 2024, the EPA designated two of the most widely used PFAS as CERCLA hazardous substances, which could trigger additional obligations or liabilities under CERCLA or other laws and regulations. Therefore, in some situations we could be exposed to liability as a result of our conduct that was lawful at the time it occurred or the conduct of, or conditions caused by, third parties, including our predecessors. If we were to incur liability for environmental damage, environmental clean-ups, corrective action or damage not covered by insurance or in excess of the amount of our coverage, our financial condition or operating results could be materially adversely affected.

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ITEM 1B. UNRESOLVED STAFF COMMENTS

None.

ITEM 1C. CYBERSECURITY

Our business relies on computer systems to provide customer information, process customer transactions, communicate, and ‎provide other general information necessary to manage our business. We also rely on a payment card industry-‎compliant third party to protect our customers’ credit card information.

We assess, identify and manage material risks from cybersecurity threats under our enterprise risk assessment framework, as well as several related policies and procedures addressing areas such as threat vulnerability management, cyber risk management, data protection and classification, network security, access control, incident response, security awareness, employee training and asset management. These policies and related standards require identification of all Information Technology (IT) and Operational Technology (OT) critical systems, assets and networks, and sufficient controls for IT and OT asset inventory, including responsibilities for assets, information owners, and asset disposition processes. From a security perspective, our Information Technology and Safety teams are responsible for protecting physical processes, safety, production, efficiency, and protection of employees. Our Information Security team is directed at protecting all aspects of data and how information is stored, transmitted, processed and used in business processes.

47Our Information Security team of the Information Technology department has the direct responsibility for developing, monitoring and enforcing information security standards and procedures; reviewing and approving all network interconnections for compliance to security standards; and assisting, consulting and training individuals throughout the Company in the use of appropriate information security practices. This group is responsible for ensuring that all IT and OT systems, assets and networks are aligned with the parent company and affiliate cybersecurity framework. We engage independent third-party consultants from time to time to assess the adequacy of our cybersecurity measures and assist in implementing any appropriate actions to address any vulnerabilities identified. The Senior Vice President – Chief Information Officer, or CIO, who reports to the Senior Vice President – Performance Optimization, oversees this group and is responsible for managing the program, in collaboration with our business and functions. Our CIO has served in that role with us since 2004 and has extensive experience with cybersecurity and information technology at the Company.

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Our Information Security team of the Information Technology department has the direct responsibility for developing, monitoring and enforcing information security standards and procedures; reviewing and approving all network interconnections for compliance to security standards; and assisting, consulting and training individuals throughout the Company in the use of appropriate information security practices. This group is responsible for ensuring that all IT and OT systems, assets and networks are aligned with the parent company and affiliate cybersecurity framework. We engage independent third-party consultants from time to time to assess the adequacy of our cybersecurity measures and assist in implementing any appropriate actions to address any vulnerabilities identified. The Senior Vice President – Chief Information Officer, or CIO, who reports to the Executive Vice President and Chief Operating Officer, oversees this group and is responsible for managing the program, in collaboration with our business and functions. Our CIO has served in that role with us since 2004 and has extensive experience with cybersecurity and information technology at the Company.

Our vendor risk management process includes conducting risk assessments to identify and monitor cybersecurity risks associated with third-party service providers, including threat detection and security event notifications. We also have requirements for third-party service providers which include regulatory compliance and meeting NIST Cybersecurity Framework policy and standards. Our agreements with third-party service providers include cybersecurity provisions to address risks.

Our Security Incident Response Plan is updated periodically and reviewed at least annually. This plan includes guidelines for the escalation and communication of cybersecurity incidents, including a requirement to timely report to executive leadership and the Board of Directors based on an assessment of the risk and other specified criteria. We have established a cyber incident response team to prepare for, mitigate and remediate cybersecurity incidents, which is integrated within our enterprise crisis management framework.

Cybersecurity risks are integrated into our overall risk management process through the collaboration of the cybersecurity professionals and our risk management functions to assess threat levels at the subsidiary and parent company level and identify steps and resources appropriate to manage such risks. The Board of Directors oversees the management of risks from cybersecurity threats through regular reports received from the CIO, which include updates on our performance with preparing, preventing, detecting, responding to, mitigating and recovering from cybersecurity incidents. Should a cybersecurity threat or incident pose a significant risk to the Company, our processes provide that the CIO, through the CEO, as appropriate, would promptly inform the Board regarding any such threat or incident.

We are regularly the target of attempted cyber and other security threats and must continuously monitor and ‎develop our information technology networks and infrastructure to prevent, detect, address and mitigate the risk of ‎unauthorized access, misuse, computer viruses and other events that could have a security impact.‎ While to date the Company has not detected a significant compromise of its information and operating systems, significant data loss or any material financial losses related to cybersecurity attacks, it is possible that we could experience a significant event in the future. Risks and exposures related to cybersecurity attacks are expected to remain high for the foreseeable future due to the rapidly evolving nature and sophistication of these threats. See Item 1A. Risk Factors, “We are increasingly dependent on technology, including through the use of Artificial Intelligence (AI), in our operations and a failure of our technology could impact our ability ‎to service our customers and adversely affect our financial results, damage our reputation, and expose us to litigation ‎risk.”

ITEM 2. PROPERTIES

As of December 31, 2024, we owned 364 solid waste collection operations, 163 transfer stations, 65 MSW landfills, 20 E&P waste landfills and caverns, 16 non-MSW landfills, 89 recycling operations, four intermodal operations, 68 E&P liquid waste injection wells and 36 E&P waste treatment and oil recovery facilities, and operated, but did not own, an additional 59 transfer stations and 12 MSW landfills, in 46 states in the U.S. and six provinces in Canada. Non-MSW landfills accept construction and demolition, industrial and other non-putrescible waste. We lease certain of the sites on which these facilities are located. We lease various office facilities, including our combined corporate and regional offices in Woodbridge, Ontario, Canada, where we occupy approximately 15,000 square feet of space. In addition, we lease our administrative offices in The Woodlands, Texas, where we occupy approximately 117,000 square feet of space. We also maintain regional administrative offices in each of our segments. We own a variety of equipment, including waste collection and transportation vehicles, related support vehicles, double-stack rail cars, carts, containers, chassis and heavy

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~~equipment~~detected ~~used~~a insignificant ~~landfill,~~compromise ~~collection,~~of ~~transfer~~its ~~station~~information and operating systems, ~~waste~~significant ~~treatment~~data ~~and~~loss ~~intermodal~~or ~~operations.~~any Wematerial ~~believe~~financial losses related to cybersecurity attacks, it is possible that ~~our~~we ~~existing~~could ~~facilities~~experience a significant event in the future. Risks and ~~equipment~~exposures related to cybersecurity attacks are ~~adequate~~expected to remain high for ~~our~~the ~~current~~foreseeable ~~operations~~future due to the rapidly evolving nature and sophistication of these threats. ~~However~~See Item 1A. Risk Factors, we“We ~~expect~~are toincreasingly ~~make~~dependent ~~additional~~on ~~investments~~technology in ~~property~~our operations and ~~equipment~~a ~~for~~failure ~~expansion~~of our technology could impact our ability ‎to service our customers and ~~replacement~~adversely ofaffect ~~assets~~our infinancial ~~connection~~results, ~~with~~damage ~~future~~our ~~acquisitions~~reputation, and expose us to litigation ‎risk.”

ITEM 2. PROPERTIES

As of December 31, 2025, we owned 371 solid waste collection operations, 164 transfer stations, 65 MSW landfills, 20 E&P waste landfills and caverns, 17 non-MSW landfills, 90 recycling operations, four intermodal operations, 88 E&P liquid waste injection wells and 36 E&P waste treatment and oil recovery facilities, and operated, but did not own, an additional 60 transfer stations and 12 MSW landfills, in 46 states in the U.S. and six provinces in Canada. Non-MSW landfills accept construction and demolition, industrial and other non-putrescible waste. We lease certain of the sites on which these facilities are located. We lease various office facilities, including our combined corporate and regional offices in Woodbridge, Ontario, Canada, where we occupy approximately 17,000 square feet of space. In addition, we lease our administrative offices in The Woodlands, Texas, where we occupy approximately 117,000 square feet of space. We also maintain regional administrative offices in each of our segments. We own a variety of equipment, including waste collection and transportation vehicles, related support vehicles, double-stack rail cars, carts, containers, chassis and heavy equipment used in landfill, collection, transfer station, waste treatment and intermodal operations. We believe that our existing facilities and equipment are adequate for our current operations. However, we expect to make additional investments in property and equipment for expansion and replacement of assets in connection with future acquisitions.

ITEM 3. LEGAL PROCEEDINGS

Information regarding our legal proceedings can be found under the “Legal Proceedings” section in Note 13 to the consolidated financial statements included in Item 8 of this Annual Report on Form 10-K and is incorporated herein by reference.

ITEM 4. MINE SAFETY DISCLOSURE

None.

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PART II

ITEM 5. MARKET FOR REGISTRANT’S COMMON EQUITY, RELATED SHAREHOLDER MATTERS AND ISSUER PURCHASES OF EQUITY SECURITIES

~~Waste~~Our ~~Connections,~~common ~~Inc.~~shares isare alisted ~~corporation~~on ~~organized under~~ the ~~laws~~Toronto ofStock ~~Ontario~~Exchange, ~~Canada. In~~or ~~2016~~TSX, the ~~predecessor~~New ~~corporation,~~York ~~Waste~~Stock ~~Connections~~Exchange, ~~Inc.,~~or ~~a Delaware corporation~~NYSE, ~~entered into a business combination with Progressive Waste Solutions Ltd., a corporation organized under the laws of Ontario, Canada (“Progressive Waste”~~ and the ~~transaction,~~NYSE ~~the~~Texas ~~“Progressive~~under ~~Waste acquisition”). References to~~ the ~~“Company”~~symbol ~~and~~ “~~Waste Connections~~WCN” ~~in this Annual Report on Form 10-K refer to the combined business after the business combination and to the Delaware corporation, now known as Waste Connections US, Inc~~., before the Progressive Waste acquisition. All references to “dollars” or “$” used herein refer to U.S. dollars, and all references to “CAD $” used herein refer to Canadian dollars, unless otherwise stated.

~~Our~~As of February 3, 2026, there were 68 holders of record of our common shares. ~~are~~Because ~~listed~~many onof ~~the~~our ~~New~~common ~~York~~shares ~~Stock~~are ~~Exchange,~~held orby ~~NYSE,~~brokers and ~~the~~other ~~Toronto~~institutions ~~Stock~~on ~~Exchange,~~behalf orof ~~TSX~~shareholders, ~~under~~we are unable to estimate the ~~symbol~~total ~~“WCN”~~number of shareholders represented by these record holders.

AsOn of February 3 11, ~~2025~~2026, ~~there~~we ~~were~~announced 70that ~~holders~~our Board of ~~record~~Directors approved a regular quarterly cash dividend of ~~our~~$0.35 per common ~~shares~~share. ~~Because~~All ~~many~~dividends ofpaid by us on our common shares after June 1, 2016 are ~~held~~designated byas ~~brokers~~“eligible dividends” for Canadian federal income tax purposes and ~~other~~such ~~institutions~~treatment will continue unless a notification of change is posted on ~~behalf~~our website. Our Board of ~~shareholders~~Directors will review the cash dividend periodically, wewith ~~are~~a ~~unable~~long-term toobjective ~~estimate~~of increasing the ~~total~~amount ~~number~~of the dividend. We cannot assure as to the amounts or timing of ~~shareholders~~future ~~represented~~dividends. byWe ~~these~~have ~~record~~the ~~holders~~ability under our Revolving Credit Agreement (defined below) to repurchase our common shares and pay dividends provided we maintain specified financial ratios.

On ~~February 12~~August 8, 2025, we announced ~~that~~the ~~our~~annual ~~Board~~renewal of ~~Directors~~our ~~approved~~normal acourse ~~regular~~issuer ~~quarterly~~bid, ~~cash~~or ~~dividend~~the ofNCIB, ~~$0.315~~to ~~per~~purchase up to 12,855,691 of our common ~~share~~shares during the period of August 12, 2025 to August 11, 2026 or until such earlier time as the NCIB is completed or terminated at our option. ~~All~~The ~~dividends~~renewal ~~paid~~followed bythe usconclusion onof our ~~common~~previous ~~shares~~NCIB ~~after~~that ~~June 1~~expired August 11, ~~2016~~2025. Under ~~are~~the ~~designated~~NCIB, aswe ~~“eligible~~may ~~dividends”~~make ~~for~~share ~~Canadian~~repurchases ~~federal~~on ~~income~~the ~~tax~~TSX, ~~purposes~~the NYSE, the NYSE Texas and/or ~~such~~alternative ~~treatment~~Canadian ~~will~~trading ~~continue~~systems, ~~unless~~at athe ~~notification~~prevailing market price at the time of ~~change~~the istransaction ~~posted~~and onsubject ~~our~~to ~~website~~certain volume limitations. Shareholders ~~Our~~may ~~Board~~obtain a copy of ~~Directors~~our ~~will~~TSX ~~review~~Form 12 – ~~the~~Notice ~~cash~~of ~~dividend~~Intention ~~periodically,~~to ~~with~~Make a ~~long~~Normal Course Issuer Bid, without charge, by request directed to our Executive Vice President and Chief Financial Officer at (832) 442-~~term~~2200. The ~~objective~~timing and amounts of ~~increasing~~any ~~the~~repurchases ~~amount~~pursuant ofto the ~~dividend~~NCIB will depend on market conditions, share price and other factors, including potential acquisition growth opportunities. WeAll ~~cannot~~common ~~assure~~shares aspurchased tounder the ~~amounts~~NCIB orwill ~~timing~~be ofimmediately ~~future~~cancelled ~~dividends~~following their repurchase. WeInformation ~~have~~regarding the ~~ability~~NCIB can be found under the section Normal Course Issuer Bid in Note 14, “Shareholders’ Equity,” of our ~~Revolving~~consolidated ~~Credit~~financial ~~Agreement~~statements ~~(defined~~included ~~below)~~in toItem 8 ~~repurchase~~of this Annual Report on Form 10-K and is incorporated herein by reference. During the year ended December 31, 2025, we have repurchased 2.8 million of our common shares ~~and~~pursuant ~~pay~~to ~~dividends~~the ~~provided~~NCIB wein ~~maintain~~effect ~~specified~~during ~~financial~~that ~~ratios~~period at an aggregate cost of $505.5 million, or an average price of $183.24 per share. The table below reflects repurchases we made during the three months ended December 31, 2025:

On July 23, 2024, our Board of Directors approved, subject to receipt of regulatory approvals, the annual renewal of our normal course issuer bid, or the NCIB, to purchase up to 12,901,981 of our common shares during the period of August 12, 2024 to August 11, 2025 or until such earlier time as the NCIB is completed or terminated at our option. Shareholders may obtain a copy of our TSX Form 12 – Notice of Intention to Make a Normal Course Issuer Bid, without charge, by request directed to our Executive Vice President and Chief Financial Officer at (832) 442-2200. The timing and amounts of any repurchases pursuant to the NCIB will depend on many factors, including our capital structure, the market price of our common shares, any share buyback taxes applicable and overall market conditions. All common shares purchased under the NCIB will be immediately cancelled following their repurchase. Information regarding the NCIB can be found under the section Normal Course Issuer Bid in Note 14, “Shareholders’ Equity,” of our consolidated financial statements included in Item 8 of this Annual Report on Form 10-K and is incorporated herein by reference.


					Total Number of		Maximum Number
					Shares Purchased		of Shares that
	Total Number	Average			as Part of Publicly		May Yet Be
	of Shares	Price Paid			Announced		Purchased Under
Period	Purchased	Per Share ⁽¹⁾			Program ⁽²⁾		the Program ⁽²⁾
10/1/25 - 10/31/25	181,051	$	172.61		181,051		11,580,628
11/1/25 - 11/30/25	115,071	$	171.64		115,071		11,465,557
12/1/25 - 12/31/25	69,302	$	178.07		69,302		11,396,255
	365,424	$	173.34		365,424

~~Canada has recently implemented a two percent tax on repurchases of equity by publicly traded Canadian entities ‎‎~~(~~the “Share Buyback Tax”~~1). ~~Generally,~~This ~~subject~~amount torepresents ~~a de minimis rule,~~ the ~~Share~~weighted ~~Buyback~~average ~~Tax~~price ispaid ~~levied~~per oncommon the net value ‎of our repurchased equity (being the fair market value of certain equity that is redeemed, acquired or cancelled by us in ‎the taxation year less the fair market value of certain equity issued by us in the taxation year)share. A ~~purchase~~This ofprice ~~common~~includes ~~‎shares~~a ~~pursuant~~per toshare ~~the~~commission ~~NCIB may subject us to Share Buyback Tax depending on the aggregate fair market value of the ‎common shares purchased by us~~ and ~~the~~share ~~fair~~buyback ~~market~~taxes ~~value~~paid offor ~~equity~~all ~~issuances during such year~~repurchases.‎

(2)

The annual renewal of our NCIB was announced on August 8, 2025, and unless terminated at our option, it will expire on August 11, 2026 or, if earlier, upon the purchase of the full 12,855,691 common shares authorized for purchase under the NCIB.

Canada imposes a two percent tax on repurchases of equity by publicly traded Canadian entities ‎‎(the “Share Buyback Tax”). Generally, subject to a de minimis rule, the Share Buyback Tax is levied on the net value ‎of our repurchased equity (being the fair market value of certain equity that is redeemed, acquired or cancelled by us in ‎the taxation year less the fair market value of certain equity issued by us in the taxation year). A purchase of common ‎shares pursuant to the NCIB may subject us to Share Buyback Tax depending on the aggregate fair market value of the ‎common shares purchased by us and the fair market value of equity issuances during such year.

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Performance Graph

The following performance graph compares the total cumulative shareholder returns on our common shares over the past five fiscal years with the total cumulative returns for the S&P 500 Index, the S&P/TSX 60 Index and the Dow Jones U.S. Waste and Disposal Services Index.

The graph depicts a five-year comparison of cumulative total returns for our common shares. The graph assumes an investment of $100 in our common shares on December 31, ~~2019~~2020, and the reinvestment of all dividends. This chart has been calculated in compliance with SEC requirements and prepared by S&P Global Inc. using the USD index in the case of the S&P/TSX 60 Index.

This graph with the accompanying text is not “soliciting material,” is not deemed filed with the SEC, and is not to be incorporated by reference in any filing by us under the Securities Act of 1933, as amended, or the Securities Exchange Act of 1934, as amended, whether made before or after the date hereof and irrespective of any general incorporation language in any such filing.


	Base		Indexed Returns
	Period		Years Ending
Company Name / Index	~~Dec19~~Dec20		~~Dec20~~Dec21		~~Dec21~~Dec22		~~Dec22~~Dec23		~~Dec23~~Dec24		~~Dec24~~Dec25
Waste Connections, Inc.	$	100	$	~~113~~133.8680	$	~~152~~131.3309	$	~~149~~148.2575	$	~~169~~172.3614	$	~~195~~177.9917
S&P 500 Index	$	100	$	~~118~~128.4071	$	~~152~~105.3940	$	~~124~~133.7910	$	~~157~~166.5940	$	~~197~~196.0216
S&P/TSX 60 Index	$	100	$	~~107~~129.4514	$	~~138~~112.7688	$	~~121~~129.2997	$	~~139~~144.6523	$	~~154~~195.9830
Dow Jones U.S. Waste & Disposal Services Index	$	100	$	~~106~~139.5679	$	~~148~~132.9724	$	~~140~~155.9177	$	~~165~~185.9973	$	~~197~~195.9161

THE SHARE PRICE PERFORMANCE INCLUDED IN THIS GRAPH IS NOT NECESSARILY INDICATIVE OF FUTURE SHARE PRICE PERFORMANCE.

ITEM 6. [RESERVED]

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ITEM 7. MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS

The following discussion should be read in conjunction with our consolidated financial statements and the related notes included elsewhere in this Annual Report on Form 10-K.

We make statements in this Annual Report on Form 10-K that are forward-looking in nature. These include:

● Statements regarding our landfills, including capacity, duration, ~~special projects,~~ demand for and pricing of recyclables, estimated closure and post-closure liabilities, landfill alternatives and related capital expenditures, operating expenses, leachate and the ETLF event at the Chiquita Canyon Landfill;

●

Discussion of competition, loss of contracts, price increases and additional exclusive and/or long-term collection service arrangements;

●

Forecasts of cash flows necessary for operations and free cash flow to reduce leverage as well as our ability to draw on our credit facility and access the capital markets to refinance or expand;

●

Statements regarding our ability to access capital resources or credit markets;

● Plans for, and the amount and sources of, certain capital expenditures for our existing and newly acquired properties and equipment and the funding thereof;

●

Statements regarding fuel, oil and natural gas demand, prices, and price volatility;

●

Assessments of regulatory developments and potential changes in environmental, health, safety and tax laws and regulations; and

● Other statements on a variety of topics such as inflation, impacts of trade policies or tariffs, general economic conditions, credit risk of customers, seasonality, labor/pension costs and labor union activity, employee retention costs, operational and safety risks, acquisitions and their contribution to the Company’s strategy, dividends, share repurchases, litigation developments and results, goodwill impairments, insurance costs and cybersecurity threats.

These statements can be ‎identified by the use of forward-looking terminology such as “believes,” “expects,” “intends,” “may,” “might,” “will,” ‎‎“could,” “should” or “anticipates,” or the negative thereof or comparable terminology, or by discussions of strategy.

Our ‎business and operations are subject to a variety of risks and uncertainties and, consequently, actual results may differ ‎materially from those projected by any forward-looking statements. Factors that could cause actual results to differ ‎from those projected include, but are not limited to, those listed under the heading “ITEM 1A. Risk Factors” and elsewhere in this Annual Report on Form 10-‎K.

There may be additional risks of which we are not presently aware or that we currently believe are immaterial that ‎could have an adverse impact on our business. We make no commitment to revise or update any forward-looking ‎statements to reflect events or circumstances that may change, unless required under applicable securities laws.

Industry Overview

The solid waste industry is local and highly competitive in nature, requiring substantial labor and capital resources. We compete for collection accounts primarily on the basis of price and, to a lesser extent, the quality of service, and compete for landfill business on the basis of tipping fees, geographic location and quality of operations. The solid waste industry has been consolidating and continues to consolidate as a result of a number of factors, including the increasing costs and complexity associated with waste management operations and regulatory compliance. Many small independent operators and municipalities lack the capital resources, management, operating skills and technical expertise necessary to

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costs and complexity associated with waste management operations and regulatory compliance. Some small independent operators and municipalities lack the capital resources, management, operating skills and technical expertise necessary to operate effectively in such an environment. The consolidation trend has caused solid waste companies to operate larger landfills that have complementary collection routes that can use company-owned disposal capacity. ~~Controlling~~Owning ~~the~~a point of transfer ~~from haulers~~ to landfills has become increasingly important as landfills continue to close and some disposal capacity ~~moves~~is farther from ~~the~~ collection ~~markets it serves~~areas.

Generally, the most profitable operators within the solid waste industry are those companies that are vertically integrated or enter into long-term collection contracts. A vertically integrated operator will benefit from: (1) the internalization of waste, which is bringing waste to a company-owned landfill; (2) the ability to charge third-party haulers tipping fees either at landfills or at transfer stations; and (3) the efficiencies gained by being able to aggregate and process waste at a transfer station prior to landfilling.

Executive Overview

We are an integrated solid waste services company that provides non-hazardous waste collection, transfer and disposal services, including by rail, along with resource recovery primarily through recycling and renewable fuels generation, in mostly exclusive and secondary markets across 46 states in the U.S. and six provinces in Canada. Waste Connections also provides non-hazardous E&P waste treatment, recovery and disposal services in several basins across the U.S. and Canada, as well as intermodal services for the movement of cargo and solid waste containers in the Pacific Northwest.

We generally ~~seek~~target tomarkets ~~avoid~~where ~~highly~~we ~~competitive~~can operate efficiently, ~~large~~including ~~urban~~secondary and rural markets, ~~and~~which ~~instead~~often ~~target~~allows ~~markets~~us ~~where~~to weestablish ~~can~~a ~~attain~~substantial ~~high~~presence ~~market~~and ~~share~~operate ~~either~~profitably through exclusive contracts, vertical integration or asset positioning. In markets where waste collection services are provided under exclusive arrangements, or where waste disposal is municipally owned or funded or available at multiple municipal sources, we ~~believe~~seek ~~that~~to ~~controlling~~achieve ~~the~~efficiencies ~~waste~~through ~~stream~~our ~~by providing~~ collection services ~~under~~that ~~exclusive~~aid ~~arrangements is often more important to~~ our growth and profitability ~~than owning or operating landfills~~. We also target niche markets, like non-hazardous E&P waste treatment, recovery and disposal services.

~~2024~~2025 Financial Performance

The functional currency of the Company, as the parent corporate entity, and its operating subsidiaries in the United States, is the U.S. dollar. The functional currency of the Company’s Canadian operations is the Canadian dollar. The reporting currency of the Company is the U.S. dollar. The Company’s consolidated Canadian dollar financial position is translated to U.S. dollars by applying the foreign currency exchange rate in effect at the consolidated balance sheet date. The Company’s consolidated Canadian dollar results of operations and cash flows are translated to U.S. dollars by applying the average foreign currency exchange rate in effect during the reporting period. The resulting translation adjustments are included in other comprehensive income or loss. Gains and losses from foreign currency transactions are included in earnings for the period.

Operating Results

Revenues in ~~2024~~2025 increased 116.21% to $89.~~920~~467 billion from $8.~~022~~920 billion in ~~2023~~2024. Acquisitions closed during, or subsequent to, the prior year, net of divestitures, accounted for $~~529~~377.2 million in incremental revenues in ~~2024~~2025. Excluding the impact of such acquisitions, revenues increased 41.69% due predominantly to higher internal growth in solid waste. Solid waste internal growth was up 42.43%, due to higher price increases, ~~and~~partially ~~higher~~offset by declines in surcharges, volumes and recycled commodities, ~~partially~~along ~~offset~~with bythe ~~lower~~closure ~~surcharges~~of ~~and~~an ~~lower~~operating ~~volumes~~facility at year-end 2024. Pricing growth was 6.64%, with core pricing up 76.15%, with offsets from lower materials and environmental surcharges of 0.51%. Volumes decreased by 2.98% due primarily to the intentional shedding of lower quality revenue, including through the purposeful non-renewal of certain residential hauling contracts. Additionally, ~~partially~~internal ~~offset~~solid bywaste ~~increases~~growth indeclined ~~the~~by ~~quantity~~0.8% ~~and~~as ~~value~~a result of ~~recycled~~the ~~commodities~~facility ofclosure and 0.75%. Inas ~~addition,~~a ~~overall~~result ~~growth~~of ~~included~~decreases ~~0.3%~~in ~~from~~recycled ~~increased~~commodities revenue. Higher E&P waste activity ~~and~~contributed 0.32% ~~from~~to ~~increases~~overall ingrowth, which was offset by lower landfill gas sales, including renewable energy credits, and other revenue, down 0. ~~Foreign~~2%, and foreign exchange impacts resulted in a 0.23% decrease to overall growth.

Net income attributable to Waste Connections decreased 19.0% to $617.6 million in 2024, from $762.8 million in 2023, principally as a result of impairments and other operating items, which increased to $613.0 million in 2024 from $238.8 million in 2023. In 2024, adjusted earnings before interest, taxes, depreciation and amortization, or adjusted EBITDA, a non-GAAP financial measure (refer to page 76 of this Annual Report on Form 10-K for a definition and

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Net income attributable to Waste Connections increased 74% to $1.077 billion in 2025, from $617.6 million in 2024, principally as a result of impairments and other operating items, which decreased to $109.7 million in 2025 from $613.0 million in 2024. In 2025, adjusted earnings before interest, taxes, depreciation and amortization, or adjusted EBITDA, a non-GAAP financial measure (refer to page 74 of this Annual Report on Form 10-K for a definition and reconciliation to Net income attributable to Waste Connections), increased 157.07% to $23.~~902~~125 billion, from $2.~~523~~902 billion in ~~2023~~2024. As a percentage of revenue, adjusted EBITDA increased from 3132.5% in ~~2023~~2024, to 3233.50% in ~~2024~~2025. This 1.0.5 percentage point increase reflects price-led organic growth in solid waste exceeding cost inflation and lower cost of fuel during the year, ~~along~~partially ~~with~~offset ~~higher~~by lower recycled commodity, ~~E&P waste~~ and landfill gas revenues. Adjusted net income attributable to Waste Connections, a non-GAAP financial measure (refer to page 7775 of this Annual Report on Form 10-K for a definition and reconciliation to Net income attributable to Waste Connections), in ~~2024~~2025 increased 147.62% to $1.~~239~~328 billion from $1.~~081~~239 billion in ~~2023~~2024.

Net Cash from Operations and Adjusted Free Cash Flow

Net cash provided by operating activities increased 4.8% to $2.229 billion in 2024, from $2.127 billion in 2023, on increases in cash interest from $260.9 million to $298.9 million and increases in cash taxes from $207.0 million to $216.0 million. Capital expenditures for property and equipment increased from $934.0 million in 2023 to $1.056 billion in 2024. Adjusted free cash flow, a non-GAAP financial measure (refer to page 75 of this Annual Report on Form 10-K for a definition and reconciliation to Net cash provided by operating activities) was $1.218 billion in 2024, as compared to $1.224 billion in 2023. Adjusted free cash flow as a percentage of revenues was 13.7% in 2024, as compared to 15.3% in 2023.

Return of Capital and Distributions to Shareholders

In ~~2024~~2025, we distributed $~~302~~839.3 million to shareholders through a combination of cash dividends and share repurchases. We paid $333.8 million to shareholders through cash dividends declared by our Board of Directors, which also increased the quarterly cash dividend by 1011.51%, from $0.~~285~~315 to $0.~~315~~350 per common share in October ~~2024~~2025. Cash dividends increased $31.75 million, or 1110.74%, from $~~270~~302.63 million in ~~2023~~2024 due to ana 1110.85% increase in the quarterly cash dividend declared by our Board of Directors in October ~~2023~~2024, followed by the additional increase in October ~~2024~~2025 and reflects the reduced share count resulting from repurchases. In 2025, we also repurchased 2.8 million common shares at an aggregate cost of $505.5 million pursuant to our normal course issuer bid, which was renewed in August 2025 and provides for repurchases of up to 12,855,691 shares, being 5% of the shares outstanding as of July 31, 2025. Our Board of Directors intends to review the quarterly dividend during the fourth quarter of each year, with a long-term objective of increasing the amount of the dividend. We expect the amount of capital we return to shareholders through share repurchases to vary depending on our financial condition and results of operations, capital structure, the amount of cash we deploy on acquisitions, expectations regarding the timing and size of acquisitions, the market price of our common shares, and overall market conditions. We cannot assure as to the amounts or timing of future dividends or share repurchases. We have the ability under our Revolving Credit Agreement to repurchase our common shares and pay dividends provided that we maintain specified financial ratios.

Capital Position

We target a Leverage Ratio, as defined in our Revolving Credit Agreement, of approximately 2.5x – 3.0x total debt to EBITDA. The Leverage Ratio is a non-GAAP ratio (refer to page 7775 of this Annual Report on Form 10-K for more information on this ratio). Higher debt resulting from ~~acquisition~~ outlays for acquisitions and share repurchases during ~~2024~~2025 were largely offset by higher EBITDA in ~~2024~~2025, resulting in a nominal increase in our Leverage Ratio from 2.~~60x~~67x at December 31, ~~2023~~2024 to 2.~~67x~~75x at December 31, ~~2024~~2025. Cash balances decreased from $7862.4 million at December 31, ~~2023~~2024 to $6246.40 million at December 31, ~~2024~~2025, and we had $~~778~~581.1 million of remaining borrowing capacity under our Revolving Credit Agreement, which matures in February 2029. In total, we had $12.~~364~~2 billion in prepayable debt outstanding at December 31, ~~2024~~2025.

Critical Accounting Estimates and Assumptions

The preparation of financial statements in conformity with GAAP requires estimates and assumptions that affect the reported amounts of assets and liabilities, revenues and expenses and related disclosures of contingent assets and liabilities in the consolidated financial statements. As described by the SEC, critical accounting estimates and assumptions are those that may be material due to the levels of subjectivity and judgment necessary to account for highly uncertain matters or the susceptibility of such matters to change, and that have a material impact on the financial condition or operating performance of a company. Such critical accounting estimates and assumptions are applicable to our reportable segments.

We believe that of our significant accounting policies, which are described in Note 3 of our consolidated financial statements included in Item 8 of this Annual Report on Form 10-K, the following accounting policies involve a greater degree of judgment and complexity. Accordingly, we believe these are the most critical to fully understand and evaluate our financial condition and results of operations.

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degree of judgment and complexity. Accordingly, we believe these are the most critical to fully understand and evaluate our financial condition and results of operations.

Insurance liabilities. We maintain insurance policies for automobile, general, employer’s, environmental, cyber, employment practices and directors’ and officers’ liability as well as for employee group health insurance, property insurance and workers’ compensation. We carry umbrella policies for certain types of claims to provide excess coverage over the underlying policies and per incident deductibles or self-insured retentions. Our insurance accruals are based on claims filed and estimates of claims incurred but not reported and are developed by our management with assistance from our third-party actuary and third-party claims administrator. The insurance accruals are influenced by our past claims experience factors and by published industry development factors. If we experience insurance claims or costs above or below our historically evaluated levels, our estimates could be materially affected. The frequency and amount of claims or incidents could vary significantly over time, which could materially affect our self-insurance liabilities. Additionally, the actual costs to settle the self-insurance liabilities could materially differ from the original estimates and cause us to incur additional costs in future periods associated with prior year claims.

Income taxes. Deferred income tax assets and liabilities are determined based on differences between the financial reporting and income tax bases of assets and liabilities and are measured using the enacted tax rates and laws that are expected to be in effect when the differences are expected to reverse. If our judgment and estimates concerning assumptions made in calculating our expected future income tax rates are incorrect, our deferred income tax assets and liabilities would change. Based on our deferred income tax liability balance at December 31, ~~2024~~2025, each 0.1 percentage point change to our expected future income tax rates would change our deferred income tax liability balance and income tax expense by approximately $34.72 million.

Accounting for landfills. We recognize landfill depletion expense as airspace of a landfill is consumed. Our landfill depletion rates are based on the remaining disposal capacity at our landfills, considering both permitted and probable expansion airspace. We calculate the net present value of our final capping, closure and post-closure commitments by estimating the total obligation in current dollars, inflating the obligation based upon the expected date of the expenditure and discounting the inflated total to its present value using a credit-adjusted risk-free rate. Any changes in expectations that result in an upward revision to the estimated undiscounted cash flows are treated as a new liability and are inflated and discounted at rates reflecting market conditions. Any changes in expectations that result in a downward revision (or no revision) to the estimated undiscounted cash flows result in a liability that is inflated and discounted at rates reflecting the market conditions at the time the cash flows were originally estimated. This policy results in our final capping, closure and post-closure liabilities being recorded in “layers.” The resulting final capping, closure and post-closure obligations are recorded on the consolidated balance sheet along with an offsetting addition to site costs, which is amortized to depletion expense as the remaining landfill airspace is consumed. Interest is accreted on the recorded liability using the corresponding discount rate. In the event that changes in an estimate for a closure and post-closure liability are associated with a significant change in facts and circumstances at a landfill or a non-operating section of a landfill, corresponding adjustments to recorded liabilities and Impairments and other operating items are made as soon as is practical. The accounting methods discussed below require us to make certain estimates and assumptions. Changes to these estimates and assumptions, including as a result of inflation, could have a material effect on our financial condition and results of operations. Any changes to our estimates are applied prospectively.

Landfill development costs. Landfill development costs include the costs of acquisition, construction associated with excavation, liners, site berms, groundwater monitoring wells, gas recovery systems and leachate collection systems. We estimate the total costs associated with developing each landfill site to its final capacity. Total landfill costs include the development costs associated with expansion airspace. Expansion airspace is described below. Landfill development costs depend on future events and thus actual costs could vary significantly from our estimates. Material differences between estimated and actual development costs may affect our cash flows by increasing our capital expenditures and thus affect our results of operations by increasing our landfill depletion expense.

Final capping, closure and post-closure obligations. We accrue for estimated final capping, closure and post-closure maintenance obligations at the landfills we own, and the landfills that we operate, but do not own, under life-of-site agreements. We could have additional material financial obligations relating to final capping, closure and post-closure costs at other disposal facilities that we currently own or operate or that we may own or operate in the future. Our discount rate assumption for purposes of computing 2025 and 2024 “layers” for final capping, closure and post-closure obligations is based on our long-term credit adjusted risk-free rate. Our discount rate was 5.50% for each of 2025 and 2024. Our long-term inflation rate assumption was 2.75% for each of the years ended December 31, 2025 and 2024. Significant

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rate assumption for purposes of computing 2024 and 2023 “layers” for final capping, closure and post-closure obligations is based on our long-term credit adjusted risk free rate. Our discount rate was 5.50% for each of 2024 and 2023. Our long-term inflation rate assumption was 2.75% for each of the years ended December 31, 2024 and 2023. Significant reductions in our estimates of the remaining lives of our landfills or significant increases in our estimates of the landfill final capping, closure and post-closure maintenance costs could have a material adverse effect on our financial condition and results of operations. In the event that changes in an estimate for a closure and post-closure liability are associated with a significant change in facts and circumstances at a landfill or a non-operating section of a landfill, corresponding adjustments to recorded liabilities and Impairments and other operating items are made as soon as is practical. In 2023, we recorded an additional $159.5 million of charges to adjust the carrying value of a closure and post-closure liability at an area of a landfill site that has been deemed to reach final capacity. Furthermore, during the quarter ended December 31, 2024, we recorded an additional $480.8 million of charges to adjust the carrying value of the closure and post-closure liability at the same landfill, which ceased active waste disposal operations as of December 31, 2024. Additionally, changes in regulatory or legislative requirements could increase our costs related to our landfills, resulting in a material adverse effect on our financial condition and results of operations.

Disposal capacity. Our internal and third-party engineers perform surveys at least annually to estimate the remaining disposal capacity at our landfills. Our landfill depletion rates are based on the remaining disposal capacity, considering both permitted and probable expansion airspace, at the landfills that we own and at landfills that we operate, but do not own, under life-of-site agreements. Our landfill depletion rate is based on the term of the operating agreement at our operated landfill that has capitalized expenditures. Expansion airspace consists of additional disposal capacity being pursued through means of an expansion that has not yet been permitted. Expansion airspace that meets the following criteria is included in our estimate of total landfill airspace:

whether the land where the expansion is being sought is contiguous to the current disposal site, and we either own the expansion property or have rights to it under an option, purchase, operating or other similar agreement;

whether total development costs, final capping costs, and closure/post-closure costs have been determined;

whether internal personnel have performed a financial analysis of the proposed expansion site and have determined that it has a positive financial and operational impact;

whether internal personnel or external consultants are actively working to obtain the necessary approvals to obtain the landfill expansion permit; and

whether we consider it probable that we will achieve the expansion (for a pursued expansion to be considered probable, there must be no significant known technical, legal, community, business or political restrictions or similar issues existing that we believe are more likely than not to impair the success of the expansion).

We may be unsuccessful in obtaining permits for expansion disposal capacity at our landfills. In such cases, we will charge the previously capitalized development costs to expense. This will adversely affect our operating results and cash flows and could result in greater landfill depletion expense being recognized on a prospective basis.

We periodically evaluate our landfill sites for potential impairment indicators. Our judgments regarding the existence of impairment indicators are based on regulatory factors, market conditions and operational performance of our landfills. Future events could cause us to conclude that impairment indicators exist and that our landfill carrying costs are impaired. Any resulting impairment loss could have a material adverse effect on our financial condition and results of operations.

~~Goodwill~~Loss ~~and~~Contingencies. We ~~indefinite-lived~~record ~~intangible~~accruals ~~assets~~for ~~testing~~various contingencies including legal exposures as they arise in the normal course of business. ~~Goodwill~~We ~~and~~determine ~~indefinite-lived~~whether ~~intangible~~to ~~assets~~disclose ~~are~~and ~~tested~~accrue for ~~impairment~~loss oncontingencies atbased ~~least~~on an ~~annual~~assessment ~~basis~~of inwhether the ~~fourth~~risk ~~quarter~~ of ~~the year.~~loss Inis ~~addition~~remote, wereasonably ~~evaluate~~possible, or probable, and if it can be reasonably estimated. Our assessment is developed in consultation with our ~~reporting~~internal ~~units~~and ~~for~~external ~~impairment~~legal ifcounsel ~~events~~and orother ~~circumstances~~advisors ~~change~~and ~~between~~is ~~annual~~based ~~tests~~on ~~indicating~~an aanalysis of possible ~~impairment~~outcomes under various strategies. ~~Examples~~Loss contingency assumptions involve judgments that are inherently subjective and can involve matters that are in litigation, which, by its nature, is unpredictable. We believe that our qualitative and quantitative assessment of ~~such~~the ~~events~~probability orof ~~circumstances~~loss ~~include~~contingencies is reasonable, but ~~are~~because ~~not~~of ~~limited~~the subjectivity involved and the unpredictable nature of the subject matter at issue, our assessment may prove ultimately to be incorrect, ~~the~~which ~~following:~~could harm our financial condition, operating results, or cash flow.

Goodwill and indefinite-lived intangible assets testing. Goodwill and indefinite-lived intangible assets are tested for impairment on at least an annual basis in the fourth quarter of the year. In addition, we evaluate our reporting units for

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impairment if events or circumstances change between annual tests indicating a possible impairment. Examples of such events or circumstances include, but are not limited to, the following:

● a significant adverse change in legal factors or in the business climate;

● an adverse action or assessment by a regulator;

● a more likely than not expectation that a segment or a significant portion thereof will be sold;

● the testing for recoverability of a significant asset group within a segment; or

● current period or expected future operating cash flow losses.

56As part of our goodwill impairment test, we estimate the fair value of each of our reporting units using discounted cash flow analyses. Our reporting units consisted of our six geographic solid waste operating segments at December 31, 2025, 2024 and 2023. We compare the fair value of each reporting unit with the carrying value of the net assets assigned to the reporting unit. If the fair value of a reporting unit is greater than the carrying value of the net assets, including goodwill, assigned to the reporting unit, then no impairment results. If the fair value is less than its carrying value, an impairment charge is recorded for the amount by which the carrying value exceeds its fair value, not to exceed the carrying amount of goodwill. In testing indefinite-lived intangible assets for impairment, we compare the estimated fair value of each indefinite-lived intangible asset to its carrying value. If the fair value of the indefinite-lived intangible asset is less than its carrying value, an impairment charge would be recorded to earnings in our Consolidated Statements of Net Income.

~~Table~~Discounted cash flow analyses require significant assumptions and estimates about the future operations of ~~Contents~~each reporting unit and the future discrete cash flows related to each indefinite-lived intangible asset. Significant judgments inherent in these analyses include the determination of appropriate discount rates, the amount and timing of expected future cash flows, growth rates and income tax rates. In assessing the reasonableness of our determined fair values of our reporting units, we evaluate our results against our current market capitalization. For our impairment testing of our operating segments for the year ended December 31, 2025, we determined that the indicated fair value of each of our reporting units exceeded their carrying value in excess of 200% and, therefore, we did not record an impairment charge. The detailed results of our 2025, 2024 and 2023 impairment tests are described in Note 3 of our consolidated financial statements included in Item 8 of this Annual Report on Form 10-K.

As part of our goodwill impairment test, we estimate the fair value of each of our reporting units using discounted cash flow analyses. Our reporting units consisted of our six geographic solid waste operating segments at December 31, 2024, 2023 and 2022. We compare the fair value of each reporting unit with the carrying value of the net assets assigned to the reporting unit. If the fair value of a reporting unit is greater than the carrying value of the net assets, including goodwill, assigned to the reporting unit, then no impairment results. If the fair value is less than its carrying value, an impairment charge is recorded for the amount by which the carrying value exceeds its fair value, not to exceed the carrying amount of goodwill. In testing indefinite-lived intangible assets for impairment, we compare the estimated fair value of each indefinite-lived intangible asset to its carrying value. If the fair value of the indefinite-lived intangible asset is less than its carrying value, an impairment charge would be recorded to earnings in our Consolidated Statements of Net Income.

Discounted cash flow analyses require significant assumptions and estimates about the future operations of each reporting unit and the future discrete cash flows related to each indefinite-lived intangible asset. Significant judgments inherent in these analyses include the determination of appropriate discount rates, the amount and timing of expected future cash flows, growth rates and income tax rates. In assessing the reasonableness of our determined fair values of our reporting units, we evaluate our results against our current market capitalization. For our impairment testing of our operating segments for the year ended December 31, 2024, we determined that the indicated fair value of each of our reporting units exceeded their carrying value in excess of 200% and, therefore, we did not record an impairment charge. The detailed results of our 2024, 2023 and 2022 impairment tests are described in Note 3 of our consolidated financial statements included in Item 8 of this Annual Report on Form 10-K.

Business Combination Accounting. We recognize, separately from goodwill, the identifiable assets acquired and liabilities assumed at their estimated acquisition date fair values. We measure and recognize goodwill as of the acquisition date as the excess of: (a) the aggregate of the fair value of consideration transferred, the fair value of the noncontrolling interest in the acquiree (if any) and the acquisition date fair value of our previously held equity interest in the acquiree (if any), over (b) the fair value of assets acquired and liabilities assumed. At the acquisition date, we measure the fair values of all assets acquired and liabilities assumed that arise from contractual contingencies. We measure the fair values of all noncontractual contingencies if, as of the acquisition date, it is more likely than not that the contingency will give rise to an asset or liability.

General

Our revenues consist mainly of fees we charge customers for collection, transfer, recycling and disposal of non-hazardous solid waste and treatment, recovery and disposal of non-hazardous E&P waste.

Our solid waste collection business involves the collection of waste from residential, commercial and industrial customers for transport to transfer stations, or directly to landfills or recycling centers. Solid waste collection services include both recurring and temporary customer relationships. The services are performed under service agreements, municipal contracts or franchise agreements with governmental entities. Our existing franchise agreements and most of our existing municipal contracts give us the exclusive right to provide specified waste services in the specified territory during the contract term. These exclusive arrangements are awarded, at least initially, on a competitive bid basis and subsequently on a bid or negotiated basis. The standard customer service agreements generally range from one to five ~~years in duration, although some exclusive franchises are for significantly longer periods. Residential collection services are also provided on a subscription basis with individual households.~~

The fees we charge for collection services are based primarily on the market, collection frequency and level of service, route density, type and volume or weight of the waste collected, type of equipment and containers furnished, the distance to the disposal or processing facility, the cost of disposal or processing, and prices charged by competitors for similar services.

The terms of our contracts sometimes limit our ability to pass on price increases. Long-term solid waste collection contracts often contain a formula, generally based on a published price index, that automatically adjusts fees to cover increases in some, but not all, operating costs, or that limit increases to less than 100% of the increase in the applicable price index.

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years in duration, although some exclusive franchises are for significantly longer periods. Residential collection services are also provided on a subscription basis with individual households.

Revenue at landfills is primarily generated by charging tipping fees on a per ton and/or per yard basis to third parties based on the volume disposed and the nature of the waste.

Revenue at transfer stations is primarily generated by charging tipping or disposal fees on a per ton and/or per yard basis. The fees charged to third parties are based primarily on the market, type and volume or weight of the waste accepted, the distance to the disposal facility, the method of transportation used and the cost of disposal.

Many of our landfill and transfer station customers have entered into one to ten year disposal contracts with us, most of which provide for annual indexed price increases.

Our revenues from E&P waste services are primarily generated through the treatment, recovery and disposal of non-hazardous exploration and production waste from vertical and horizontal drilling, hydraulic fracturing, production and clean-up activity, as well as other services.

Our revenues from recycling services result from the sale of recycled commodities, which are generated by offering residential, commercial, industrial and municipal customers recycling services for a variety of recyclable materials, including compost, cardboard, mixed paper, plastic containers, glass bottles and ferrous and aluminum metals. We own and operate recycling operations and market collected recyclable materials to third parties for processing before resale. In some instances, we utilize a third party to market recycled materials. In certain instances, we issue recycling rebates to municipal or commercial customers, which can be based on the price we receive upon the sale of recycled commodities, a fixed contractual rate or other measures. We also receive rebates when we dispose of recycled commodities at third-party facilities.

Other revenues consist primarily of the sale of methane gas and renewable energy credits generated from our MSW landfills and revenues from intermodal services. Intermodal revenue is primarily generated through providing intermodal services for the rail haul movement of cargo and solid waste containers in the Pacific Northwest through a network of intermodal facilities. The fees received for intermodal services are based on negotiated rates and vary depending on volume commitments by the shipper and destination.

No single contract or customer accounted for more than 10% of our total revenues at the consolidated or reportable segment level during the periods presented. The following table disaggregates our revenue by service line for the periods indicated (in thousands of U.S. dollars).


	Years Ended December 31,
	2024		2023		2022
Commercial	$	2,670,549	$	2,476,891	$	2,176,295
Residential		2,258,911		2,125,068		1,891,108
Industrial and construction roll off		1,403,313		1,333,020		1,183,624
Total collection		6,332,773		5,934,979		5,251,027
Landfill		1,557,872		1,483,397		1,328,942
Transfer		1,349,080		1,198,385		1,026,050
Recycling		241,873		147,039		204,876
E&P		521,504		232,211		210,562
Intermodal and other		191,887		171,721		188,471
Intercompany		(1,275,398)		(1,145,781)		(998,069)
Total	$	8,919,591	$	8,021,951	$	7,211,859

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~~programs,~~No ~~and~~single ~~increasing~~contract ~~the~~or ~~use~~customer ofaccounted ~~transfer~~for ~~stations~~more tothan ~~further~~10% ~~enhance~~of ~~internalization~~our ~~rates.~~total Werevenues ~~carry~~at ~~insurance~~the ~~for~~consolidated ~~automobile~~or ~~liability,~~reportable ~~general~~segment ~~liability,~~level ~~employer’s~~during ~~liability,~~the ~~environmental~~periods ~~liability,~~presented. ~~cyber~~The ~~liability,~~following ~~employment~~table ~~practices~~disaggregates ~~liability~~our ~~and~~revenue ~~directors’~~by ~~and~~service ~~officers’~~line ~~liability as well as~~ for ~~employee~~the ~~group~~periods ~~health~~indicated ~~claims,~~(in ~~property~~thousands ~~and~~of ~~workers’ compensation~~U.S. ~~If we experience insurance claims or costs above or below our historically evaluated levels, our estimates could be materially affected~~dollars).


	Years Ended December 31,
	2025		2024		2023
Commercial	$	2,944,279	$	2,670,549	$	2,476,891
Residential		2,364,536		2,258,911		2,125,068
Industrial and construction roll off		1,439,281		1,403,313		1,333,020
Total collection		6,748,096		6,332,773		5,934,979
Landfill		1,541,904		1,557,872		1,483,397
Transfer		1,461,636		1,349,080		1,198,385
Recycling		240,057		241,873		147,039
E&P		688,761		521,504		232,211
Intermodal and other		175,465		191,887		171,721
Intercompany		(1,389,004)		(1,275,398)		(1,145,781)
Total	$	9,466,915	$	8,919,591	$	8,021,951

Cost of operations includes labor and benefits, tipping fees paid to third-party disposal facilities, vehicle and equipment maintenance, workers’ compensation, vehicle and equipment insurance, insurance and employee group health claims expense, third-party transportation expense, fuel, the cost of materials we purchase for recycling, district and state taxes and host community fees and royalties. Our significant costs of operations in 2025 were labor, employee benefits, third-party disposal and transportation, vehicle, equipment and property maintenance, taxes and fees, risk management and fuel. We use a number of programs to reduce overall cost of operations, including increasing the use of automated routes to reduce labor and workers’ compensation exposure, utilizing comprehensive maintenance and health and safety programs, and increasing the use of transfer stations to further enhance internalization rates. We carry insurance for automobile liability, general liability, employer’s liability, environmental liability, cyber liability, employment practices liability and directors’ and officers’ liability as well as for employee group health claims, property and workers’ compensation. If we experience insurance claims or costs above or below our historically evaluated levels, our estimates could be materially affected.

Selling, general and administrative, or SG&A, expense includes management, sales force, clerical and administrative employee compensation and benefits, legal, accounting and other professional services, acquisition expenses, bad debt expense and lease cost for our administrative offices.

Depreciation expense includes depreciation of equipment and fixed assets over their estimated useful lives using the straight-line method. Depletion expense includes depletion of landfill site costs and total future development costs as remaining airspace of the landfill is consumed. Remaining airspace at our landfills includes both permitted and probable expansion airspace. Amortization expense includes the amortization of finite-lived intangible assets, consisting primarily of long-term franchise agreements and contracts, customer lists, permits and other agreements. We use an accelerated or straight-line basis for amortization, depending on the attributes of the related intangibles. Goodwill and indefinite-lived intangible assets, consisting primarily of certain perpetual rights to provide solid waste collection and transportation services in specified territories, are not amortized.

We capitalize some third-party expenditures related to development projects, such as information technology, legal and engineering. We expense all third-party and indirect acquisition costs, including third-party legal and engineering expenses, executive and corporate overhead, public relations and other corporate services, as we incur them. We charge against net income any unamortized capitalized expenditures and advances (net of any portion that we believe we may recover, through sale or otherwise) that may become impaired, such as those that relate to any operation that is permanently shut down and any landfill development project that we believe will not be completed. We routinely evaluate all capitalized costs, and expense those related to projects that we believe are not likely to succeed. For example, if we are unsuccessful in our attempts to obtain or defend permits that we are seeking or have been awarded to operate or expand a landfill, we will no longer generate anticipated income from the landfill and we will be required to expense in a future period up to the carrying value of the landfill or expansion project, less the recoverable value of the property and other amounts recovered.

Presentation of Results of Operations, Segment Reporting, and Liquidity and Capital Resources

The following discussion and analysis of our Results of Operations, Segment Reporting, and Liquidity and Capital Resources includes a comparison for the year ended December 31, 2024 to the year ended December 31, 2023. A similar discussion and analysis that compares the year ended December 31, 2023 to the year ended December 31, 2022 can be found in Item 7, “Management’s Discussion and Analysis of Financial Condition and Results of Operations” in our Annual Report on Form 10-K for the year ended December 31, 2023.

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Presentation of Results of Operations, Segment Reporting, and Liquidity and Capital Resources

The following discussion and analysis of our Results of Operations, Segment Reporting, and Liquidity and Capital Resources includes a comparison for the year ended December 31, 2025 to the year ended December 31, 2024. A similar discussion and analysis that compares the year ended December 31, 2024 to the year ended December 31, 2023 can be found in Item 7, “Management’s Discussion and Analysis of Financial Condition and Results of Operations” in our Annual Report on Form 10-K for the year ended December 31, 2024.

Results of Operations

The following table sets forth items in our Consolidated Statements of Net Income in thousands of U.S. dollars and as a percentage of revenues for the periods indicated:


	Years Ended December 31,
	~~2024~~2025		% of Revenues		~~2023~~2024		% of Revenues
Revenues	$	89,~~919~~466,~~591~~915	100.0	%	$	8,~~021~~919,~~951~~591	100.0	%
Cost of operations		5,~~191~~455,~~706~~382	5857.26			45,~~744~~191,~~513~~706	5958.12
Selling, general and administrative		~~883~~959,~~445~~544	910.91			~~799~~883,~~119~~445	109.09
Depreciation		~~974~~1,~~001~~030,565	10.9			~~845~~974,~~638~~001	10.59
Amortization of intangibles		~~189~~201,~~768~~541	2.1			~~157~~189,~~573~~768	2.01
Impairments and other operating items		~~613~~109,~~012~~709	61.92			~~238~~613,~~796~~012	36.09
Operating income		1,~~067~~710,~~659~~174	1218.01			1,~~236~~067,~~312~~659	1512.40

Interest expense		(~~326~~334,~~804~~551)	(3.75)			(~~274~~326,~~642~~804)	(3.47)
Interest income		1112,~~607~~139	0.1			911,~~350~~607	0.1
Other income, net		1030,~~471~~154	0.13			1210,~~481~~471	0.21
Income tax provision		(~~146~~341,~~363~~359)	(13.6)			(~~220~~146,~~675~~363)	(21.86)
Net income		~~616~~1,~~570~~076,557	611.94			~~762~~616,~~826~~570	96.59
Net loss (income) attributable to noncontrolling interests		1,003	0.0			(26)	(0.0)
Net loss attributable to noncontrolling interests		—	—			1,003	0.0
Net income attributable to Waste Connections	$	~~617~~1,~~573~~076,557	611.94	%	$	~~762~~617,~~800~~573	96.59	%

Years Ended December 31, ~~2024~~2025 and ~~2023~~2024

Revenues. Total revenues increased $~~897~~547.63 million, or 116.21%, to $89.~~920~~467 billion for the year ended December 31, ~~2024~~2025, from $8.~~022~~920 billion for the year ended December 31, ~~2023~~2024.

Acquisitions closed during, or subsequent to, the year ended December 31, ~~2023~~2024, increased revenues by $~~537~~387.39 million, for the year ended December 31, ~~2024~~2025.

Operations that were divested induring, ~~2024~~or ~~and~~subsequent to, the ~~full~~ year ~~impact~~ended ofDecember ~~operations~~31, ~~that were divested in 2023~~2024, decreased revenues by $810.17 million, for the year ended December 31, ~~2024~~2025.

~~During~~The ~~the~~impact ~~year~~of ~~ended~~operations ~~December~~that ~~31,~~were ~~2024~~closed during, ~~the~~or ~~net~~subsequent ~~increase~~to, inthe ~~prices~~year ~~charged~~ended toDecember ~~our~~31, ~~customers~~2024, atdecreased ~~our~~revenues ~~existing~~by ~~operations was~~ $~~506~~59.4 ~~million,~~ ~~consisting of $539.0~~ million offor ~~core~~the ~~price~~year ~~increases~~ended ~~and~~December ~~decreases~~31, ~~in surcharges of $32~~2025.~~6 million.~~

During the year ended December 31, ~~2024~~2025, wethe ~~recognized~~net ~~volume~~increase ~~losses~~in ~~totaling~~prices ~~$222.5~~charged ~~million,~~to ~~resulting~~our ~~from~~customers ~~lower~~at ~~residential~~our ~~collection~~existing ~~volumes~~operations ~~due~~was ~~primarily~~$526.6 tomillion, ~~the~~consisting ~~purposeful shedding~~ of ~~certain~~$537.0 ~~low-margin~~million ~~municipal~~of ~~contracts~~core inprice ~~our~~increases ~~Southern, Eastern~~ and ~~Canada~~decreases ~~segments, lower commercial revenues and a decrease~~ in ~~roll~~surcharges ~~off~~of ~~volumes~~$10.4 million.

~~E&P~~During ~~waste revenues at facilities owned during~~ the ~~years~~year ended December 31, ~~2024~~2025, ~~and~~we ~~2023~~recognized ~~increased~~volume losses totaling $25238.30 million, ~~due~~resulting tofrom ~~increases~~a decrease in ~~overall~~roll ~~demand~~off ~~for~~volumes, lower post-collection volumes in our ~~E&P~~Eastern, ~~waste~~Southern ~~services~~and asCentral asegments, ~~result~~lower ofresidential ~~increases~~collection involumes ~~drilling~~due ~~and~~primarily ~~production~~to ~~activity~~the ~~levels~~purposeful inshedding of certain ~~basins~~low-margin municipal contracts and lower commercial revenues.

Revenues from sales of recyclable commodities at facilities owned during the years ended December 31, 2024 and 2023 increased $54.0 million. The increase was primarily attributable to higher average commodity pricing for old corrugated cardboard and other paper products as compared to the prior period.

A decrease in the average Canadian dollar to U.S. dollar currency exchange rate resulted in a decrease in revenues of $14.9 million for the year ended December 31, 2024. The average Canadian dollar to U.S. dollar exchange rates on our Canadian revenues were 0.7298 and 0.7410 for the years ended December 31, 2024 and 2023, respectively.

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~~Other~~E&P waste revenues ~~increased~~at ~~$20.1~~facilities ~~million~~owned during the year ended December 31, ~~2024,~~2025 ~~due~~increased ~~primarily to a~~ $2417.96 million, ~~increase~~due into ~~landfill~~nominal ~~gas~~increases ~~revenues~~in onoverall ~~higher~~activity ~~values~~levels ~~for renewable energy credits and higher landfill gas volumes and a $2.1 million increase~~ in ~~other~~our ~~non-core~~Canada ~~revenue sources, partially offset by a $6~~segment.~~9 million decrease in intermodal revenues.~~

~~Cost~~Revenues ~~of Operations. Total cost of operations increased $447.2 million, or 9.4%, to $5.192 billion for the year ended December 31, 2024,~~ from ~~$4.745~~sales ~~billion for the year ended December 31, 2023. The increase was primarily the result~~ of ~~$256.2~~recyclable ~~million~~commodities ofat ~~additional~~facilities ~~operating~~owned ~~costs from acquisitions closed~~ during, ~~or subsequent to,~~ the ~~year~~years ended December 31, ~~2023,~~2025 and an2024 ~~increase~~decreased ~~in operating costs at our existing operations of~~ $~~202~~37.17 million,. ~~assuming~~The ~~foreign currency parity, partially offset by a~~ decrease inwas ~~operating~~primarily ~~costs~~attributable ofto ~~$7.7 million resulting from a~~ lower ~~average~~prices ~~foreign~~for ~~currency~~old ~~exchange~~corrugated ~~rate~~cardboard ~~in effect during the current period~~ and ~~a decrease of $3~~plastics.~~4 million from operations divested during, or subsequent to, the year ended December 31, 2023.~~

~~The~~A ~~increase~~decrease in ~~operating costs of $202.1 million, assuming foreign currency parity, at our existing operations for~~ the ~~year~~average ~~ended~~Canadian ~~December~~dollar ~~31,~~to ~~2024, consisted of higher labor and recurring incentive compensation expenses of $80~~U.~~4 million, an increase in risk management expenses of $41~~S.2 ~~million~~dollar ~~due~~currency toexchange ~~higher~~rate ~~claim~~resulted ~~and premium costs, an increase~~ in ~~truck,~~a ~~container,~~decrease ~~equipment and facility maintenance and repair expenses of $22.4 million, an increase~~ in ~~disposal~~revenues ~~costs~~ of $1923.32 million, anfor ~~increase~~the inyear ~~benefits~~ended ~~costs~~December ~~of $16.4 million~~31, ~~an increase in trucking costs of $16~~2025.3 ~~million,~~The anaverage ~~increase~~Canadian indollar ~~leachate~~to ~~costs of $13~~U.8S. ~~million,~~dollar anexchange ~~increase~~rates ~~in taxes~~ on ~~revenues~~our ofCanadian ~~$11.5 million as a result of increased~~ revenues, anwere ~~increase in post-closure liability interest accretion expense of $7~~0.17160 ~~million, an increase in facility~~ and ~~equipment rental and other recurring facility costs of $4~~0.57298 ~~million,~~for anthe ~~increase~~years inended ~~landfill~~December ~~monitoring and maintenance costs of $3.3 million and a net increase of other expenses of $8.8 million~~31, ~~partially~~2025 ~~offset by a decrease in fuel expense of $18.3 million due to lower diesel~~ and ~~natural gas prices~~2024, ~~a decrease in subcontract expense of $17~~respectively.~~0 million and a decrease in fees paid for the processing of recyclable materials of $7.6 million primarily as a result of higher commodity values.~~

~~Cost~~Other ~~of operations as a percentage of~~ revenues decreased 0$15.98 ~~percentage~~million ~~points~~during ~~to 58.2% for~~ the year ended December 31, ~~2024~~2025, ~~from~~due ~~59.1% for the year ended December 31, 2023. The decrease as a percentage of revenues was~~ primarily ~~driven by the impact of price-led revenue growth, contributions from an increase in higher landfill gas sales, a 0.4 percentage point decrease due~~ to ~~the impact of acquisitions having lower operating costs as~~ a ~~percentage of revenue as compared to existing operations, a 0~~$13.46 ~~percentage~~million ~~point~~ decrease in ~~fuel~~landfill ~~costs~~gas ~~due~~revenues toon lower ~~diesel~~values ~~and~~of ~~natural~~renewable ~~gas~~energy ~~prices,~~credits ~~a 0.2 percentage point decrease in disposal costs due to increased internalization in certain markets, a 0.2 percentage point decrease in subcontract costs~~ and a 0$3.1 ~~percentage~~million ~~point~~ decrease ~~due~~in tointermodal ~~lower costs associated with other expenses~~revenues, partially offset by a $0.49 ~~percentage~~million ~~point~~ increase in ~~risk~~other ~~management~~non-core ~~expenses~~revenue sources.

~~SG&A~~Cost of Operations. ~~SG&A~~Total ~~expenses~~cost of operations increased $84263.37 million, or 105.61%, to $~~883~~5.4455 ~~million~~billion for the year ended December 31, ~~2024~~2025, from $~~799~~5.~~1 million~~192 billion for the year ended December 31, ~~2023~~2024. The increase was ~~comprised~~primarily ofthe anresult ~~increase~~ of $48187.04 million, ~~assuming~~of ~~foreign~~additional ~~currency~~operating ~~parity,~~costs ~~at our existing operations and $37.7 million~~ from acquisitions closed during, or subsequent to, the year ended December 31, ~~2023~~2024, and an increase in operating costs at our existing operations of $96.0 million, assuming foreign currency parity, partially offset by a decrease in operating costs of $111.43 million resulting from a lower average foreign currency exchange rate in effect during the current period and a decrease of $8.4 million from operations divested during, or subsequent to, the year ended December 31, 2024.

The increase in ~~SG&A~~operating ~~expenses~~costs ~~at our existing operations~~ of $4896.0 million, assuming foreign currency parity, at our existing operations for the year ended December 31, ~~2024~~2025, ~~was~~consisted ~~comprised~~ of anhigher ~~increase~~labor inand ~~administrative~~recurring ~~payroll~~incentive compensation expenses of $1553.7 million, an increase in ~~direct~~trucking ~~acquisition~~costs ~~expenses~~ of $1523.43 million, ~~due~~higher topost-closure anliability ~~increase~~interest inaccretion ~~acquisition~~expense ~~activity~~of in$17.4 ~~the current period~~million, an increase in ~~professional~~risk ~~fees~~management expenses of $11.51 million, aan ~~collective~~ increase in ~~travel,~~taxes ~~meetings~~on ~~and~~revenues ~~training~~of ~~expenses~~$9.1 million, higher benefits costs of $9.0 million, anand ~~increase~~a innet ~~incentive~~increase ~~compensation~~of ~~expense~~other expenses of $42.83 million, anpartially ~~increase~~offset by a decrease in ~~benefits~~fuel ~~costs~~expense of $311.23 million ~~and~~due ~~$4.5~~to ~~million~~diesel ofprices, ~~other~~lower ~~net~~disposal ~~expense~~costs ~~increases,~~of ~~partially~~$10.4 ~~offset~~million byand a decrease in ~~executive~~truck, ~~separation~~container, ~~costs~~equipment and facility maintenance and repair expenses of $168.12 million.

~~SG&A~~Cost ~~expenses~~of operations as a percentage of revenues decreased 0.16 percentage points to 957.96% for the year ended December 31, ~~2024~~2025, from 1058.02% for the year ended December 31, ~~2023~~2024. The decrease as a percentage of revenues was primarily driven by the impact of price-led revenue growth, a 0.24 percentage point decrease in ~~executive~~disposal ~~separation~~ costs ~~and~~as a result of increased internalization in certain markets, a 0.12 percentage point decrease due to the impact of acquisitions having lower ~~SG&A~~operating costs as a percentage of revenue as compared to existing operations, ~~partially~~and ~~offset by~~ a 0.2 percentage point ~~increase~~decrease in ~~direct~~fuel ~~acquisition~~costs ~~expenses~~ due to andiesel ~~increase~~prices, inpartially ~~acquisition~~offset ~~activity~~by asa ~~compared~~0.2 topercentage ~~the~~point ~~prior~~increase ~~period~~in labor and benefits costs.

SG&A. SG&A expenses increased $76.1 million, or 8.6%, to $959.5 million for the year ended December 31, 2025, from $883.4 million for the year ended December 31, 2024. The increase was comprised of $53.1 million, assuming foreign currency parity, at our existing operations and $25.2 million from acquisitions closed during, or subsequent to, the year ended December 31, 2024, partially offset by a decrease of $2.2 million resulting from a lower average foreign currency exchange rate in effect during the current period.

The increase in SG&A expenses at our existing operations of $53.1 million, assuming foreign currency parity, for the year ended December 31, 2025 was comprised of an increase in administrative payroll expenses of $32.7 million, higher incentive compensation expense of $9.6 million, an increase in professional fees of $7.2 million and $3.6 million of other net expense increases.

SG&A expenses as a percentage of revenues increased 0.2 percentage points to 10.1% for the year ended December 31, 2025, from 9.9% for the year ended December 31, 2024. The increase as a percentage of revenues was primarily driven by a 0.3 percentage point increase in administrative payroll and incentive compensation expenses, partially offset by a 0.1 percentage point decrease in SG&A expenses from acquisitions closed during, or subsequent to, the year ended December 31, 2024.

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Depreciation. Depreciation expense increased $~~128~~56.46 million, or 155.28%, to $~~974~~1.0031 ~~million~~billion for the year ended December 31, ~~2024~~2025, from $~~845~~974.60 million for the year ended December 31, ~~2023~~2024. The increase was comprised of an increase in depreciation and depletion expense of $9245.21 million from acquisitions closed during, or subsequent to, the year ended December 31, ~~2023~~2024, and an increase in depreciation expense of $3541.94 million from the impact of additions to our fleet and equipment purchased to support our existing operations, ~~and~~partially anoffset ~~increase~~by a decrease of $226.3 million in depletion expense, ~~partially offset by~~ a decrease of $12.87 million resulting from a lower average foreign currency exchange rate in effect during the current period and a decrease of $0.29 million from operations divested during, or subsequent to, the year ended December 31, ~~2023~~2024.

Depreciation expense as a percentage of revenues ~~increased~~remained ~~0.4~~flat ~~percentage~~at ~~points to~~ 10.9% for the year ended December 31, ~~2024,~~2025 ~~from~~and ~~10.5% for~~ the year ended December 31, ~~2023~~2024. ~~The~~For ~~increase~~both comparable periods, depreciation expense as a percentage of revenues was ~~primarily~~impacted ~~attributable~~by capital expenditures to support our existing operations and acquisitions closed during, or subsequent to, the year ended December 31, ~~2023~~2024 having higher depreciation expense as a percentage of revenue than our company average, partially offset by the impact of decreased depletion expenses as a result of lower landfill volumes.

Amortization of Intangibles. Amortization of intangibles expense increased $3211.27 million, or 206.42%, to $~~189~~201.85 million for the year ended December 31, ~~2024~~2025, from $~~157~~189.68 million for the year ended December 31, ~~2023~~2024. The increase was the result of $4933.06 million from intangible assets acquired in acquisitions closed during, or subsequent to, the year ended December 31, ~~2023~~2024, partially offset by a decrease of $1621.30 million from certain intangible assets becoming fully amortized ~~subsequent~~during tothe ~~December~~comparable 31periods, ~~2023 and~~ a decrease of $0.57 million due to a lower average foreign currency exchange rate in effect during the current period and a decrease of $0.2 million due to intangible assets divested during, or subsequent to, the year ended December 31, 2024.

Amortization of intangibles expense as a percentage of revenues ~~increased~~remained ~~0.1~~flat ~~percentage~~at ~~points to~~ 2.1% for the year ended December 31, ~~2024,~~2025 ~~from~~and ~~2.0% for~~ the year ended December 31, ~~2023~~2024. ~~The~~For ~~increase~~both comparable periods, amortization expense as a percentage of revenues was ~~primarily~~impacted ~~attributable~~by to acquisitions closed during, or subsequent to, the year ended December 31, ~~2023~~2024 having higher amortization expense as a percentage of revenue than our company average, partially offset by ~~price-driven~~decreases ~~revenue~~related ~~increases~~to incertain ~~our~~intangible ~~solid~~assets ~~waste~~becoming ~~services~~fully amortized during the comparable periods.

Impairments and Other Operating Items. Impairments and other operating items ~~increased~~decreased $~~374~~503.23 million, to net losses totaling $~~613~~109.07 million for the year ended December 31, ~~2024~~2025, from net losses totaling $~~238~~613.80 million for the year ended December 31, ~~2023~~2024.

~~During~~The ~~and~~net ~~prior~~losses toof $109.7 million recorded during the year ended December 31, ~~2024,~~2025 weconsisted ~~worked~~of tonet ~~address~~losses ~~regulatory~~of ~~constraints~~$67.4 ~~related~~million tofor ~~the~~an ~~active~~environmental ~~waste~~liability ~~disposal~~at ~~operations~~an ~~that~~operating ~~were~~facility ~~preventing~~in ~~our~~the ~~Chiquita~~period, ~~Canyon~~net ~~Landfill~~losses ~~(“Chiquita”)~~of ~~from continuing to receive and manage waste from its customers~~$30.0 ~~The~~million ~~primary constraints were tonnage limitations effective January 1, 2025 and the final permit approval needed~~ for ~~Chiquita~~charges to ~~access~~write ~~otherwise~~off ~~permitted~~the ~~and~~carrying ~~constructed~~cost ~~airspace. Without any resolution~~ of ~~these~~certain ~~matters,~~contracts ~~we determined it was no longer economically feasible to operate Chiquita~~ and ~~made~~non-operating ~~the~~facility ~~decision~~permits tothat ~~cease~~were ~~active waste disposal operations as of December 31~~not, ~~2024.~~or Asare anot ~~result,~~expected ~~it became necessary~~ to ~~record~~be, ~~charges~~renewed ofprior ~~$480.8 million~~ to ~~adjust~~ the ~~carrying~~original ~~value~~estimated oftermination ~~the~~date ~~landfill closure~~ and ~~post-closure~~net ~~liability~~losses ~~and record an impairment charge~~ of $~~116~~12.17 million toon ~~adjust~~ the ~~carrying~~disposal ~~value~~ of ~~the~~property ~~landfill. See “Accounting for landfills”~~ and ~~“Final capping~~equipment, ~~closure~~partially ~~and~~offset ~~post-closure~~by ~~obligations”~~other ~~within~~net ~~“Critical~~gains ~~Accounting Estimates and Assumptions” included in Item 7~~ of ~~Part~~$0.4 ~~II – “Management’s Discussion and Analysis of Financial Condition and Results of Operations~~million.”

~~The~~During ~~remaining~~and ~~net~~prior ~~losses~~to ~~of $16.1 million recorded during~~ the year ended December 31, 2024, ~~consisted~~we ofworked ~~$14.3~~to ~~million~~address ofregulatory ~~net~~constraints ~~losses~~related onto the active waste disposal ofoperations ~~property~~that were preventing our Chiquita Canyon Landfill (“Chiquita”) from continuing to receive and ~~equipment~~manage waste from its customers. The primary constraints were tonnage limitations effective January 1, 2025 and ~~uninsured~~the ~~damages~~final permit approval needed for Chiquita to anaccess ~~operating~~otherwise ~~facility,~~permitted $2and constructed airspace.8 ~~million~~Without any resolution of ~~charges~~these matters, we determined it was no longer economically feasible to ~~write~~operate ~~off~~Chiquita and made the ~~carrying~~decision ~~cost~~to ofcease ~~certain~~active ~~contracts~~waste ~~that~~disposal ~~were~~operations ~~not~~as of December 31, or2024. ~~are~~As ~~not~~a ~~expected~~result, it became necessary to ~~be,~~record ~~renewed~~charges ~~prior~~of $480.8 million to adjust the ~~original~~carrying ~~estimated~~value ~~termination~~of ~~date~~the landfill closure and post-closure liability and record an impairment charge of $1116.51 million to adjust the carrying value of ~~other~~the ~~net~~landfill. ~~losses~~See “Accounting for landfills” and “Final capping, ~~partially~~closure ~~offset~~and bypost-closure ~~net~~obligations” ~~gains~~within “Critical Accounting Estimates and Assumptions” included in this Item 7 of ~~$2.5~~Part ~~million~~II on– ~~settlement~~“Management’s Discussion and Analysis of ~~litigation~~Financial Condition and Results of Operations.”

The remaining net losses of $~~238~~16.81 million recorded during the year ended December 31, ~~2023~~2024 consisted of $~~159~~14.53 million of ~~charges~~net tolosses ~~adjust~~on the ~~carrying~~disposal ~~value~~ of aproperty ~~closure~~ and ~~post-closure~~equipment ~~liability~~and ~~related~~uninsured todamages ~~a non-active area of a landfill site, $31.3 million of charges~~ to ~~adjust~~an ~~the~~operating ~~carrying value of contingent consideration liabilities associated with acquisitions closed in prior periods~~facility, $252.08 million of charges to ~~adjust~~write off the carrying ~~value~~cost of certain ~~assets~~contracts ~~impaired~~that aswere anot, ~~result~~or ofare annot ~~adjustment~~expected to ~~fair market value~~be, ~~$17.3~~renewed ~~million~~prior ~~of charges~~ to ~~write off~~ the ~~carrying cost of certain contracts that were not,~~

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~~or are not expected to be, renewed prior to the~~ original estimated termination date, and $131.25 million of other net losses ~~on property and equipment disposal and uninsured damages to an operating facility and $10.6 million lawsuit judgment charges~~, partially offset by annet ~~$8.7~~gains ~~million~~of ~~gain related to insured recoveries for damages to an operating facility,~~ $72.85 million ~~of gains~~ on ~~the~~settlement ~~disposal~~ of ~~certain non-strategic operating locations and $1~~litigation.~~6 million other net adjustments.~~

Operating Income. Operating income ~~decreased~~increased $~~168~~642.75 million, or 1360.62%, to $1.~~068~~710 billion for the year ended December 31, ~~2024~~2025, from $1.~~236~~068 billion for the year ended December 31, ~~2023~~2024.

The ~~decrease~~increase in our operating income for the year ended December 31, ~~2024~~2025 was due primarily to anprice ~~increase~~increases infor ~~impairments~~our ~~and~~solid ~~other~~waste ~~operating items~~services, ana ~~increase~~decrease in ~~risk~~impairments ~~management costs~~ and another ~~increase~~operating ~~in direct acquisition expenses associated with increased acquisition activity as compared to the prior year period~~items, ~~partially~~and ~~offset by price increases for our solid waste services,~~ operating income generated from acquisitions closed during, or subsequent to, the year ended December 31, ~~2023~~2024, ~~contributions~~partially ~~from~~offset ~~higher~~by ~~recyclable~~lower ~~commodity pricing~~volumes, ~~operating~~an ~~income~~increase ~~contributions~~in ~~from~~labor ~~increased~~and ~~renewable~~recurring ~~energy~~incentive ~~credits~~compensation ~~associated~~expenses ~~with~~and the ~~generation~~impact of ~~landfill~~operations ~~gas,~~that anwere ~~increase~~closed induring, ~~earnings~~or atsubsequent ~~our~~to, ~~E&P~~the ~~waste~~year ~~operations~~ended ~~and~~December ~~lower~~31, ~~executive separation costs~~2024.

Operating income as a percentage of revenues ~~decreased~~increased 36.41 percentage points to 1218.01% for the year ended December 31, ~~2024~~2025, from 1512.40% for the year ended December 31, ~~2023~~2024. The ~~decrease~~increase as a percentage of revenues was comprised of a 35.97 percentage point ~~increase~~decrease in impairments and other operating items, ~~a 0.4 percentage point increase in depreciation expense~~ and a 0.16 percentage point ~~increase~~decrease in ~~amortization~~cost ~~expense~~of operations, partially offset by a 0.92 percentage point ~~decrease~~increase in ~~cost of operations and a 0.1 percentage point decrease in~~ selling, general and administrative expenses.

Interest Expense. Interest expense increased $527.28 million, or 192.04%, to $~~326~~334.86 million for the year ended December 31, ~~2024~~2025, from $~~274~~326.68 million for the year ended December 31, ~~2023~~2024. The increase was primarily attributable to an increase of $3215.21 million from the issuance of $~~750~~500.0 million of senior unsecured notes during the year ended December 31, ~~2024~~2025, an increase of $87.92 million from the issuance of CAD $500.0 million of senior unsecured notes ~~during~~in the ~~year~~prior ~~ended December 31~~period, ~~2024,~~ an increase of $85.73 million ~~due~~from tothe anissuance ~~increase~~of $750.0 million of senior unsecured notes in the prior period and an increase of $4.2 million due to higher average borrowings outstanding under our credit facilities during the year ended December 31, ~~2024 and $3.2 million of other net expense increases~~2025, partially offset by a decrease of $022.81 million from lower interest rates on borrowings outstanding during the comparable periods and a decrease of $1.9 million from other net expense decreases.

Interest Income. Interest income increased $20.25 million, or 244.16%, to $1112.61 million for the year ended December 31, ~~2024~~2025, from $911.46 million for the year ended December 31, ~~2023~~2024. The ~~increases~~increase ~~were~~was primarily attributable to higher average investment rates in the current ~~periods~~period.

Other Income, Net. Other income, net ~~decreased~~increased $219.07 million, or 16188.10%, to ~~an income total of~~ $1030.52 million for the year ended December 31, ~~2024~~2025, from ~~an income total of~~ $1210.5 million for the year ended December 31, ~~2023~~2024.

Other income of $30.2 million recorded during the year ended December 31, 2025 consisted of $11.2 million from proceeds on insurance claims, $5.5 million of gains from a decrease in the average foreign currency exchange rate in effect during the comparable reporting period, $5.1 million from an increase in the value of investments purchased to fund our employee deferred compensation obligations, $3.7 million from a vendor rebate and the reimbursement of expenditures and $4.7 million of income from other sources.

Other income of $10.5 million recorded during the year ended December 31, 2024 consisted of $12.0 million from a gain on sale of certain investments, $2.8 million from an increase in the value of investments purchased to fund our employee deferred compensation obligations and $0.7 million of other income, partially offset by $2.7 million from a decrease in the average foreign currency exchange rate in effect during the comparable reporting period and $2.3 million from the write off of unamortized loan fees as a result of the early extinguishment of our 2021 Revolving and Term Credit Agreement and 2022 Term Loan Agreement.

~~Other~~Income ~~income~~Tax ofProvision. Income taxes increased $12195.50 million, ~~recorded~~to ~~during~~$341.4 million for the year ended December 31, ~~2023~~2025, ~~consisted~~from of $4146.34 million ~~from~~for ~~an increase in~~ the ~~value~~year ofended ~~investments~~December ~~purchased to fund our employee deferred compensation obligations~~31, ~~a $4~~2024.2 Our ~~million~~effective ~~reduction~~tax torate ~~certain~~for ~~accrued~~the ~~liabilities~~year ~~acquired~~ended inDecember ~~an acquisition closed in a prior year period~~31, ~~$3.6~~2025 ~~million~~was ~~in other net income sources and $0~~24.41%. ~~million~~Our ~~from~~effective antax ~~increase~~rate infor the ~~average~~year ~~foreign~~ended ~~currency~~December ~~exchange~~31, ~~rate~~2024 inwas ~~effect during the comparable reporting period~~19.2%.

~~Income~~The ~~Tax~~income ~~Provision. Income~~tax ~~taxes~~provision ~~decreased $74.3 million, to $146.4 million~~ for the year ended December 31, ~~2024,~~2025 ~~from~~included a benefit of $~~220~~5.73 million ~~for~~from ~~the~~share-based ~~year~~payment ~~ended~~awards ~~December~~being ~~31,~~recognized ~~2023. Our~~in ~~effective~~the ~~tax~~income ~~rate~~statement ~~for~~when ~~the~~settled, ~~year~~as ~~ended~~well ~~December~~as ~~31,~~a ~~2024~~portion ~~was~~of ~~19.2%.~~our ~~Our~~internal ~~effective~~financing ~~tax~~being ~~rate~~taxed ~~for~~at ~~the~~effective ~~year~~rates ~~ended~~substantially ~~December~~lower ~~31,~~than ~~2023~~the ~~was 22~~U.4%S. federal statutory rate.

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The income tax provision for the year ended December 31, 2024 included a benefit of $5.8 million from share-based payment awards being recognized in the income statement when settled, as well as a portion of our internal financing being taxed at effective rates substantially lower than the U.S. federal statutory rate.

The income tax provision for the year ended December 31, 2023 included a benefit of $3.5 million from share-based payment awards being recognized in the income statement when settled, as well as a portion of our internal financing being taxed at effective rates substantially lower than the U.S. federal statutory rate.

Our effective tax rate is dependent upon the proportion of pre-tax income among the jurisdictions where we do business. As such, our effective tax rate will be subject to some variability depending upon the proportional contribution of pre-tax income across jurisdictions in any period.

Segment Reporting

We manage our operations through the following six geographic solid waste operating segments: ~~Western~~Southern, ~~Southern~~Western, Eastern, Central, Canada and MidSouth. Our six geographic solid waste operating segments comprise our reportable segments. Each operating segment is responsible for managing several vertically integrated operations, which are comprised of districts. Certain corporate or regional overhead expense allocations may affect comparability of the segment information presented herein on a period-over-period basis.

Our Chief Operating Decision Maker evaluates operating segment profitability and determines resource allocations based on several factors, of which the primary financial measure is segment EBITDA. We define segment EBITDA as earnings before interest, taxes, depreciation, amortization, impairments and other operating items and other income (expense). Segment EBITDA is not a measure of operating income, operating performance or liquidity under GAAP and may not be comparable to similarly titled measures reported by other companies. Our management uses segment EBITDA in the evaluation of segment operating performance as it is a profit measure that is generally within the control of the operating segments.

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Summarized financial information for our reportable segments are shown in the following tables in thousands of U.S. dollars and as a percentage of total segment revenue for the periods indicated:


Years Ended			Segment				EBITDA
Year Ended			Segment				EBITDA
December 31, 2024	Revenue		Expenses		EBITDA		Margin
December 31, 2025	Revenue		Expenses		EBITDA		Margin
Western	$	1,798,669	$	1,277,911	$	520,758	29.0	%
Southern	$	1,907,809	$	1,275,413	$	632,396	33.1	%
Southern		1,757,193		1,200,768		556,425	31.7	%
Western		1,849,419		1,336,182		513,237	27.8	%
Eastern		1,~~564~~702,~~211~~247		1,~~146~~250,~~988~~493		~~417~~451,~~223~~754	26.75	%
Central		1,~~514~~589,~~902~~885		~~972~~1,~~101~~015,023		~~542~~574,~~801~~862	3536.82	%
Canada		1,~~260~~324,~~980~~877		~~709~~726,~~501~~628		~~551~~598,~~479~~249	4345.72	%
MidSouth		1,~~023~~092,~~636~~678		~~740~~786,~~227~~599		~~283~~306,~~409~~079	2728.70	%
Corporate(a)		—		2724,~~655~~588		(2724,~~655~~588)	—
	$	89,~~919~~466,~~591~~915	$	6,~~075~~414,~~151~~926	$	23,~~844~~051,~~440~~989	3132.92	%


Years Ended			Segment				EBITDA
Year Ended			Segment				EBITDA
December 31, 2023	Revenue		Expenses		EBITDA		Margin
December 31, 2024	Revenue		Expenses		EBITDA		Margin
Western	$	1,669,289	$	1,186,084	$	483,205	28.9	%
Southern	$	1,757,193	$	1,200,768	$	556,425	31.7	%
Southern		1,642,274		1,124,272		518,002	31.5	%
Western		1,798,669		1,277,911		520,758	29.0	%
Eastern		1,~~380~~564,~~233~~211		1,~~027~~146,~~172~~988		~~353~~417,~~061~~223	2526.67	%
Central		1,~~440~~514,~~157~~902		~~927~~972,~~874~~101		~~512~~542,~~283~~801	35.68	%
Canada		~~995~~1,~~842~~260,980		~~605~~709,~~178~~501		~~390~~551,~~664~~479	3943.27	%
MidSouth		~~894~~1,~~156~~023,636		~~648~~740,~~020~~227		~~246~~283,~~136~~409	27.57	%
Corporate(a)		—		2527,~~032~~655		(2527,~~032~~655)	—
	$	8,~~021~~919,~~951~~591	$	56,~~543~~075,~~632~~151	$	2,~~478~~844,~~319~~440	3031.9	%

(a)

The majority of Corporate expenses are allocated to the six operating segments. Direct acquisition expenses, expenses associated with common shares held in the deferred compensation plan exchanged for other investment options and share-based compensation expenses associated with Progressive Waste share-based grants outstanding at June 1, 2016 that were continued by the Company are not allocated to the six operating segments and comprise the net EBITDA for our Corporate segment for the periods presented.

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A reconciliation of segment EBITDA to Income before income tax provision is included in Note 17 to the consolidated financial statements included in Item 8 of this Annual Report on Form 10-K.

Significant changes in revenue, segment expenses and EBITDA for our reportable segments for the year ended December 31, ~~2024~~2025, compared to the year ended December 31, ~~2023~~2024, are discussed below.

Southern

Revenue increased $150.6 million to $1.908 billion for 2025, from $1.757 billion for 2024, due to contributions from acquisitions, price increases and an increase in landfill gas sales, partially offset by lower commercial and residential collection volumes, a decrease in roll off volumes, lower E&P waste revenues attributable to decreases in drilling and production activity and a decrease in recyclable commodity revenues as compared to the prior period.

Segment expenses increased $74.6 million to $1.275 billion for 2025, from $1.201 billion for 2024 due to an increase in expenses from acquisitions closed during the comparable periods, an increase in allocated corporate overhead, higher labor costs, an increase in third-party brokerage, an increase in equipment rental fees and higher landfill monitoring and maintenance costs, partially offset by a decrease in expenses from operations divested during the current period, lower fuel costs, a decrease in disposal expense and lower truck, container, equipment and facility maintenance and repair expenses.

EBITDA increased $76.0 million to $632.4 million, or a 33.1% EBITDA margin for 2025, from $556.4 million, or a 31.7% EBITDA margin for 2024. The increase in our EBITDA margin was due to the impact of acquisitions having higher EBITDA margins than our segment average, price-led increases in revenue, lower fuel costs and a decrease in truck, container, equipment and facility maintenance and repair expenses, partially offset by lower E&P activity from decreases in drilling and production activity, higher allocated corporate overhead and increased landfill monitoring and maintenance costs.

Western

Revenue increased $50.7 million to $1.849 billion for 2025, from $1.799 billion for 2024, due to price increases, contributions from acquisitions and increases in residential and commercial collection volumes, partially offset by a decrease from an operation closed at the end of the prior period, a decrease in recyclable commodity revenues as compared to the prior period and lower intermodal activity.

~~Revenue~~Segment expenses increased $~~129~~58.43 million to $1.~~799~~336 billion for ~~2024~~2025, from $1.~~669~~278 billion for ~~2023,~~2024 due to ~~price~~an ~~increases,~~increase ~~contributions~~in expenses from acquisitions, ~~increases~~closed induring ~~residential~~the ~~and~~comparable ~~roll~~periods, ~~off~~increased ~~collection~~labor ~~volumes~~ and anbenefits ~~increase~~costs, inhigher ~~recyclable~~allocated ~~commodity~~corporate ~~revenues~~overhead, asincreased ~~compared~~operating tocosts ~~the~~associated ~~prior~~with ~~period~~higher ~~due~~collection tovolumes anand ~~increase~~higher inrisk ~~commodity~~management ~~values~~costs, partially offset by ~~decreased~~a ~~intermodal~~decrease ~~revenue.~~from an operation closed at the end of the prior period and a decrease in third-party brokerage.

~~Segment~~EBITDA ~~expenses~~decreased ~~increased~~ $917.86 million to $1513.~~278~~2 ~~billion for 2024~~million, ~~from~~or $1a 27.~~186~~8% ~~billion~~EBITDA margin for ~~2023~~2025, ~~due~~from to$520.8 anmillion, ~~increase~~or ina ~~expenses~~29.0% ~~from~~EBITDA ~~acquisitions~~margin ~~closed~~for ~~during~~2024. ~~the~~The ~~comparable~~decrease ~~periods, increases~~ in ~~operating~~our ~~costs~~EBITDA ~~associated~~margin ~~with~~was ~~higher~~due ~~collection~~to ~~volumes,~~an ~~wage~~increase ~~and~~in ~~benefits~~post-closure ~~cost~~liability ~~increases,~~interest ~~higher~~accretion ~~risk management expenses~~expense, ~~increases~~an increase in ~~allocated~~contract ~~corporate~~labor ~~overhead~~ and higher ~~leachate~~risk management costs, partially offset by aprice-led ~~decrease~~revenue ingrowth ~~recycle processing costs~~ and a decrease in ~~fuel~~other ~~expenses~~operating costs relative to revenue.

EBITDA increased $37.6 million to $520.8 million, or a 29.0% EBITDA margin for 2024, from $483.2 million, or a 28.9% EBITDA margin for 2023. The increase in our EBITDA margin was due to contributions from improved recyclable commodity values, the benefits of lower fuel costs due to lower diesel and natural gas prices, and a decrease in other operating costs relative to revenue, partially offset by an increase in post-closure liability interest accretion expense, increased risk management costs and higher trucking expenses associated with volumes.Eastern

Revenue increased $138.0 million to $1.702 billion for 2025, from $1.564 billion for 2024, due to contributions from acquisitions and price increases, partially offset by decreases in roll off and post-collection volumes, lower commercial collection volumes due to the purposeful non-renewal of lower margin contracts and a decrease in recyclable commodity revenues as compared to the prior period.

Segment expenses increased $103.5 million to $1.250 billion for 2025, from $1.147 billion for 2024 due to an increase in expenses from acquisitions closed during the comparable periods, increases in allocated corporate overhead, higher trucking costs due to higher transfer volumes, an increase in risk management costs and higher labor costs, partially offset

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~~Southern~~by lower disposal expense, a decrease in truck, container, equipment and facility maintenance and repair expenses and lower fuel costs due to diesel prices.

EBITDA increased $34.6 million to $451.8 million, or a 26.5% EBITDA margin for 2025, from $417.2 million, or a 26.7% EBITDA margin for 2024. The decrease in our EBITDA margin was due primarily to higher allocated corporate overhead, an increase in trucking costs associated with internal transfer volumes, higher risk management costs and an increase in labor costs, partially offset by price-led revenue growth, the impact of acquisitions having higher EBITDA margins than our segment average, a decrease in truck, container, equipment and facility maintenance and repair expenses, lower fuel costs and a decrease in landfill monitoring and maintenance costs.

Revenue increased $114.9 million to $1.757 billion for 2024, from $1.642 billion for 2023, due to solid waste price increases, contributions from acquisitions, increased E&P waste revenues attributable to increases in the demand for our E&P waste services and an increase in recyclable commodity revenues as compared to the prior period due to an increase in commodity values, partially offset by lower residential collection volumes due to the purposeful non-renewal of collection contracts, lower commercial collection volume and a decrease in landfill volumes.

Segment expenses increased $76.5 million to $1.201 billion for 2024, from $1.124 billion for 2023 due to an increase in expenses from acquisitions closed during the comparable periods, increased wages and benefits costs, higher risk management costs, increased leachate expenses, higher trucking expenses associated with an increase in transfer volumes, an increase in truck, container, equipment and facility maintenance and repair expenses, increases in allocated corporate overhead and other operating costs partially offset by a decrease in subcontracting costs, lower disposal expense and a decrease in fuel expenses.

EBITDA increased $38.4 million to $556.4 million, or a 31.7% EBITDA margin for 2024, from $518.0 million, or a 31.5% EBITDA margin for 2023. The increase in our EBITDA margin was due to price-led increases in solid waste revenue, the purposeful non-renewal of certain residential contracts with lower EBITDA margin than our segment average, the impact of acquisitions having higher EBITDA margins than our segment average, the benefits of lower fuel costs due to lower diesel and natural gas prices and contributions from increased E&P volumes, partially offset by higher risk management costs and benefits expenses relative to revenue.

Eastern

Revenue increased $184.0 million to $1.564 billion for 2024, from $1.380 billion for 2023, due to contributions from acquisitions, price increases, an increase in recyclable commodity revenues as compared to the prior period due to an increase in commodity values and higher landfill volumes, partially offset by decreased residential and commercial service revenues, lower roll off volumes and a decrease in transfer volumes.

Segment expenses increased $119.8 million to $1.147 billion for 2024, from $1.027 billion for 2023 due to an increase in expenses from acquisitions closed during the comparable periods, an increase in truck, container, equipment and facility maintenance and repair expenses, higher risk management expenses, higher disposal and an increase in wages, partially offset by decreased trucking costs due to lower transfer volumes.

EBITDA increased $64.1 million to $417.2 million, or a 26.7% EBITDA margin for 2024, from $353.1 million, or a 25.6% EBITDA margin for 2023. The increase in our EBITDA margin was due primarily to price-led increases in revenue, increased internalization in certain markets and lower wages and benefits expenses relative to revenue, partially offset by the impact of acquisitions having lower EBITDA margins than our segment average and an increase in risk management expenses relative to revenue.

Central

Revenue increased $75.0 million to $1.590 billion for 2025, from $1.515 billion for 2024, due to price increases, contributions from acquisitions and an increase in landfill gas sales, partially offset by lower roll-off and post-collection volumes and a decrease in recyclable commodity revenues.

~~Revenue~~Segment expenses increased $7442.79 million to $1.~~515~~015 billion for ~~2024~~2025, from $1972.~~440~~1 ~~billion~~million for ~~2023,~~2024 due to ~~price increases,~~ an increase in ~~recyclable~~labor ~~commodity~~and ~~revenues~~benefits asexpenses, ~~compared~~higher toallocated ~~the~~corporate ~~prior~~overhead, ~~period due to~~ an increase in ~~commodity~~third-party ~~values~~brokerage, ~~contributions~~higher ~~from~~risk ~~acquisitions~~management costs, ~~partially~~an ~~offset~~increase byin ~~lower~~disposal ~~post-collection~~expense ~~volumes~~ and aan ~~decrease~~increase in ~~residential~~landfill monitoring and ~~commercial~~maintenance ~~collection volumes~~costs.

~~Segment~~EBITDA ~~expenses~~ increased $4432.21 million to $~~972~~574.19 million ~~for 2024~~, ~~from~~or ~~$927~~a 36.92% ~~million~~EBITDA margin for ~~2023 due to increased wages and benefits expenses~~2025, ~~higher~~from ~~trucking~~$542.8 ~~costs~~million, ~~increased~~or ~~disposal~~a ~~rates~~35.8% ~~charged~~EBITDA bymargin ~~third-party~~for ~~landfills,~~2024. ~~higher~~The ~~risk management expenses, an~~ increase in ~~truck,~~our ~~container,~~EBITDA ~~equipment~~margin ~~and~~was ~~facility~~due ~~maintenance~~to ~~and~~price-led ~~repair~~revenue ~~expenses~~growth and anlower ~~increase~~fuel ~~in allocated corporate overhead~~costs, partially offset by aan ~~decrease~~increase in ~~fuel~~allocated ~~expenses~~corporate overhead and ahigher ~~decrease~~risk inmanagement ~~recycle processing~~ costs.

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EBITDA increased $30.5 million to $542.8 million, or a 35.8% EBITDA margin for 2024, from $512.3 million, or a 35.6% EBITDA margin for 2023. The increase in our EBITDA margin was due to price-led revenue growth, the benefits of lower fuel costs due to lower diesel and natural gas prices and contributions from improved recyclable commodity values, partially offset by higher risk management costs and benefits expenses relative to revenue.

Canada

Revenue increased $63.9 million to $1.325 billion for 2025, from $1.261 billion for 2024, due to price increases, contributions from acquisitions and higher E&P waste revenues attributable to an increase in volumes, partially offset by a decrease in commercial and residential collection volumes, a decrease in the average foreign currency exchange rate in effect during the comparable reporting periods, lower landfill gas sales primarily from lower renewable energy credits and a decrease in recyclable commodity revenues.

~~Revenue~~Segment expenses increased $~~265~~17.1 million to $1726.~~261~~6 ~~billion~~million for ~~2024~~2025, from $~~995~~709.85 million for ~~2023,~~2024 due to ~~contributions~~an increase in expenses from acquisitions, ~~price~~closed ~~increases,~~during anthe ~~increase~~comparable inperiods, ~~landfill~~higher ~~gas~~labor ~~revenues,~~and anbenefits ~~increase~~costs, inincreased ~~recyclable~~taxes ~~commodity~~associated ~~revenues~~with asincremental ~~compared~~volume toand ~~the~~higher ~~prior~~trucking ~~period~~costs, ~~due~~partially tooffset anby ~~increase~~a decrease in ~~commodity~~the ~~values~~average ~~and~~foreign ~~increased~~currency ~~landfill~~exchange ~~volumes,~~rate ~~partially~~in ~~offset~~effect byduring the comparable reporting periods, a decrease in ~~commercial~~truck, container, equipment and ~~residential~~facility ~~collection~~maintenance ~~volumes~~and repair expenses and lower fuel costs.

~~Segment~~EBITDA ~~expenses~~ increased $~~104~~46.37 million to $~~709~~598.52 million, or a 45.2% EBITDA margin for ~~2024~~2025, from $~~605~~551.25 million, ~~for~~or ~~2023~~a ~~due~~43.7% toEBITDA anmargin for 2024. The increase in ~~expenses~~our ~~from~~EBITDA ~~acquisitions~~margin ~~closed~~was ~~during~~due ~~the~~to ~~comparable~~price-led ~~periods,~~ increases in ~~allocated~~revenue, ~~corporate~~favorable ~~overhead~~fuel pricing, ~~higher~~lower ~~wage~~risk ~~costs~~management expenses and ana ~~increase~~decrease in ~~risk~~truck, ~~management~~container, ~~expenses~~equipment and ~~other~~facility ~~operating~~maintenance ~~costs~~and repair expenses, partially offset by a ~~decrease~~decline in ~~fuel~~renewable ~~costs~~energy credit pricing, higher disposal expenses and an increase in allocated corporate overhead.

EBITDA increased $160.8 million to $551.5 million, or a 43.7% EBITDA margin for 2024, from $390.7 million, or a 39.2% EBITDA margin for 2023. The increase in our EBITDA margin was due to the impact of acquisitions having higher EBITDA margins than our segment average, price-led increases in revenue, contributions from higher landfill gas revenues and the benefits of lower fuel costs due to lower diesel and natural gas prices, partially offset by higher risk management expenses relative to revenue.

MidSouth

Revenue increased $69.0 million to $1.093 billion for 2025, from $1.024 billion for 2024, due to price increases and contributions from acquisitions, partially offset by a decrease in roll off and residential collection volumes, lower landfill gas sales primarily from lower renewable energy credits and a decrease in recyclable commodity revenues.

~~Revenue~~Segment expenses increased $~~129~~46.54 million to $1786.~~024~~6 ~~billion~~million for ~~2024~~2025, from $~~894~~740.2 million for ~~2023,~~2024 due to ~~contributions from acquisitions, price increases,~~ an increase in ~~recyclable~~expenses ~~commodity~~from ~~revenues~~acquisitions asclosed ~~compared~~during to the ~~prior~~comparable ~~period~~periods, ~~due~~higher tolabor and benefits expenses, an increase in ~~commodity~~third-party ~~values~~brokerage, ~~and~~ higher ~~landfill~~allocated ~~gas~~corporate ~~revenues~~overhead, ~~partially~~an ~~offset~~increase byin atruck, ~~decrease~~container, inequipment ~~collection~~and facility maintenance and ~~landfill~~repair ~~volumes~~expenses and higher risk management costs.

Segment expenses increased $92.2 million to $740.2 million for 2024, from $648.0 million for 2023 due to an increase in expenses from acquisitions closed during the comparable periods, higher wage and benefits expenses, increases in allocated corporate overhead and an increase in risk management expenses, partially offset by a decrease in recycle processing costs.66

EBITDA increased $37.3 million to $283.4 million, or a 27.7% EBITDA margin for 2024, from $246.1 million, or a 27.5% EBITDA margin for 2023. The increase in our EBITDA margin was due primarily to price-led revenue growth, the impact of acquisitions having higher EBITDA margins than our segment average, contributions from improved recyclable commodity values and the benefits of lower fuel costs due to lower diesel and natural gas prices, partially offset by an increase in wage and benefits expenses and higher risk management costs relative to revenue.

Corporate

Segment expenses increased $2.7 million to $27.7 million for 2024, from $25.0 million for 2023, due to an increase in direct acquisition expenses associated with an increase in acquisition activity, higher professional fees, increased administrative payroll costs to support continued growth in the business and increased incentive and deferred compensation costs, partially offset by increased allocation of costs to our operating segments and a decrease in executive separation costs incurred in the prior period. EBITDA decreased $2.7 million in 2024 as compared to the prior period due to the increase in segment expenses.

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EBITDA increased $22.7 million to $306.1 million, or a 28.0% EBITDA margin for 2025, from $283.4 million, or a 27.7% EBITDA margin for 2024. The increase in our EBITDA margin was due primarily to price-led revenue growth and lower fuel costs due to diesel prices, partially offset by an increase in allocated corporate overhead.

Corporate

Segment expenses decreased $3.1 million to $24.6 million for 2025, from $27.7 million for 2024, due to increased allocation of costs to our operating segments and a decrease in deal costs associated with acquisitions closed during the comparable periods, partially offset by higher incentive compensation costs and higher administrative payroll costs to support continued growth in the business and increased professional fees. EBITDA increased $3.1 million in 2025 as compared to the prior period due to the decrease in segment expenses.

Liquidity and Capital Resources

The following table sets forth certain cash flow information for the years ended December 31, ~~2024~~2025 and ~~2023~~2024 (in thousands of U.S. dollars):


	~~2024~~2025		~~2023~~2024
Net cash provided by operating activities	$	2,~~228~~414,~~927~~069	$	2,~~126~~228,~~817~~927
Net cash used in investing activities		(32,~~159~~023,~~176~~243)		(13,~~581~~159,~~079~~176)
Net cash provided by (used in) financing activities		~~944~~(360,~~945~~041)		~~(544~~944,~~405)~~945
Effect of exchange rate changes on cash, cash equivalents and restricted cash		~~(561)~~622		~~1,341~~(561)
Net increase in cash, cash equivalents and restricted cash		1431,~~135~~407		214,~~674~~135
Cash, cash equivalents and restricted cash at beginning of year		~~184~~198,~~038~~173		~~181~~184,~~364~~038
Cash, cash equivalents and restricted cash at end of year	$	~~198~~229,~~173~~580	$	~~184~~198,~~038~~173

Operating Activities Cash Flows

Net cash provided by operating activities increased $~~102~~185.1 million to $2.~~229~~414 billion for the year ended December 31, ~~2024~~2025, from net cash provided by operating activities of $2.~~127~~229 billion for the year ended December 31, ~~2023~~2024. The significant components of the increase included the following:

1) ~~Increase~~Deferred inincome ~~earnings~~taxes — Our increase in net cash provided by operating activities was favorably impacted by $~~374~~173.69 million from andeferred ~~increase~~income taxes as changes in ~~net~~deferred income, ~~excluding~~taxes ~~depreciation,~~resulted ~~amortization~~in an increase to operating cash flows of ~~intangibles,~~$116.6 ~~share-based~~million ~~compensation,~~for ~~adjustments~~the toyear ~~closure~~ended ~~and~~December ~~post-closure~~31, ~~liabilities~~2025, ~~adjustments~~compared to ~~and~~a ~~payments~~decrease to operating cash flows of ~~contingent~~$57.3 ~~consideration,~~million ~~interest~~for ~~accretion~~the ~~and~~year ~~loss~~ended onDecember ~~disposal~~31, of2024. ~~assets~~The ~~and~~increase ~~impairments~~for the year ended December 31, ~~due~~2025 ~~primarily~~was attributable to ~~price~~capital ~~increases,~~expenditures ~~earnings~~providing tax benefits resulting from ~~acquisitions~~accelerated ~~closed~~depreciation ~~during,~~and ortax ~~subsequent~~benefits ~~to,~~resulting from payments for closure and post-closure activities in the period. The decrease for the year ended December 31, ~~2023,~~2024 ~~contributions~~was ~~from~~attributable ~~higher~~to ~~recyclable~~capital ~~commodity~~expenditures ~~pricing,~~providing antax ~~increase~~benefits inresulting ~~renewable~~from ~~energy~~accelerated ~~credits~~depreciation ~~associated~~and ~~with~~tax ~~the~~benefits ~~generation~~resulting offrom ~~landfill~~payments ~~gas~~for closure and anpost-closure ~~increase~~activities in ~~earnings~~the ~~at our E&P waste operations~~period.

2) ~~Accounts~~Increase ~~receivable~~in earnings — Our increase in net cash provided by operating activities was favorably impacted by $1068.04 million from ~~accounts~~an ~~receivable~~increase ~~as changes~~ in ~~accounts~~net ~~receivable~~income, ~~resulted~~excluding indepreciation, aamortization ~~decrease to operating cash flows~~ of ~~$10.6~~intangibles, ~~million~~share-based ~~for~~compensation, ~~the~~adjustments ~~year~~to ~~ended December 31~~closure, ~~2024~~post-closure, ~~compared~~and toremediation aliabilities, ~~decrease~~adjustments to ~~operating~~and ~~cash~~payments ~~flows~~ of ~~$20.6~~contingent ~~million~~consideration, ~~for~~and ~~the~~loss ~~year~~on ~~ended~~disposal ~~December~~of 31assets and impairments, ~~2023.~~due ~~The~~primarily ~~decrease~~to ~~for~~price ~~the~~increases ~~year~~for ~~ended~~our ~~December~~solid 31waste services, ~~2024~~operating ~~was~~income ~~due~~generated tofrom ~~increases~~acquisitions inclosed ~~revenue~~during, ~~which~~or ~~remained~~subsequent asto, ~~outstanding~~the ~~receivables~~year atended December 31, 2024, ~~partially~~and ~~offset~~lower byfuel ancosts, ~~improvement~~partially inoffset ~~collections.~~by ~~The~~increased ~~decrease~~other ~~for~~operating ~~the year ended December 31~~items, ~~2023~~higher ~~was~~labor ~~due~~and tobenefits ~~increases in revenue~~costs, ~~which~~higher ~~remained~~risk asmanagement ~~outstanding~~costs ~~receivables~~and atan ~~the~~increase ~~end~~in oftrucking ~~the period~~costs.

3) Accounts payable and accrued liabilities — Our increase in net cash provided by operating activities was favorably impacted by $2.6 million from accounts payable and accrued liabilities as changes in accounts payable and accrued liabilities resulted in an increase to operating cash flows of $56.7 million for the year ended December 31, 2024, compared to an increase to operating cash flows of $54.1 million for the year ended December 31, 2023. The increase for the year ended December 31, 2024 was due primarily to an increase in accrued insurance costs, an increase in accrued interest due to the timing of interest payments, partially offset by a decrease in outstanding obligations to vendors. The increase for the year ended December 31, 2023 was due primarily to an increase in accrued insurance costs, an increase in accrued compensation costs, an increase in accrued interest due to the timing of interest payments, an increase in property taxes attributable to payment timing and an increase in outstanding obligations to vendors, partially offset by a decrease from the timing of tax payments.67

4) Closure and post-closure expenditures — Our increase in net cash provided by operating activities was unfavorably impacted by $208.5 million from an increase in payments for closure and post-closure activities as changes in expenditures for these items resulted in a decrease to operating cash flows of $247.9 million for the year ended December 31, 2024, compared to a decrease in operating cash flows of $39.4 million for the year ended December 31, 2023.

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53) ~~Deferred~~Accounts ~~income~~payable ~~taxes~~and accrued liabilities — Our increase in net cash provided by operating activities was ~~unfavorably~~favorably impacted by $6354.67 million from ~~deferred~~accounts ~~income~~payable ~~taxes~~and accrued liabilities as changes in ~~deferred~~accounts ~~income~~payable ~~taxes~~and accrued liabilities resulted in aan ~~decrease~~increase to operating cash flows of $57111.34 million for the year ended December 31, ~~2024~~2025, compared to an increase to operating cash flows of $656.37 million for the year ended December 31, ~~2023~~2024. The ~~decrease~~increase for the year ended December 31, ~~2024~~2025, was ~~attributable~~due primarily to ~~capital~~an ~~expenditures~~increase ~~providing~~in ~~tax~~accrued ~~benefits~~insurance ~~resulting~~costs, ~~from~~outstanding ~~accelerated~~obligations ~~depreciation~~to vendors and ~~tax~~an ~~benefits~~increase ~~resulting~~in ~~from~~accrued ~~payments~~payroll ~~for closure~~ and ~~post-closure activities in the period~~benefits. The increase for the year ended December 31, ~~2023~~2024 was due primarily to an increase in accrued insurance costs and an increase in accrued interest due to ~~accelerated~~the ~~tax~~timing ~~depreciation~~of ~~from~~interest ~~capital~~payments, ~~expenditures~~partially offset by a decrease in outstanding obligations to vendors.

64) ~~Prepaid~~Closure ~~expenses~~and post-closure expenditures — Our increase in net cash provided by operating activities was unfavorably impacted by $2457.6 million from ~~prepaid~~an ~~expenses~~increase in payments for closure and post-closure activities as changes in ~~prepaid~~expenditures ~~expenses~~for these items resulted in a decrease to operating cash flows of $14305.35 million for the year ended December 31, ~~2024~~2025, compared to ana ~~increase~~decrease toin operating cash flows of $10247.39 million for the year ended December 31, ~~2023. The decrease for the year ended December 31,~~ 2024 ~~was due primarily to an increase in prepaid income tax payments~~. The increase for the year ended December 31, 2023 was due primarily to decreased prepaid income tax payments, partially offset by a net increase in prepaids related to insurance claims and premium payments.

At5) ~~December~~Accounts ~~31,~~receivable ~~2024,~~— weOur ~~had~~increase ain ~~working~~net ~~capital~~cash ~~deficit~~provided ofby ~~$651.9~~operating ~~million,~~activities ~~including~~was ~~cash~~unfavorably ~~and~~impacted ~~equivalents~~by of $6257.4 million~~. Our~~ ~~working~~from ~~capital~~accounts ~~deficit~~receivable ~~increased~~as ~~$105.8~~changes ~~million~~in ~~from~~accounts areceivable ~~working~~resulted ~~capital~~in ~~deficit~~a ofdecrease ~~$546.1 million~~to atoperating ~~December 31, 2023 including~~ cash ~~and~~flows ~~equivalents~~ of $7868.40 million, ~~due~~for ~~primarily to an increase in~~ the ~~short-term~~year ~~portion~~ended ofDecember ~~closure~~31, ~~and post closure accruals~~2025, ~~increases~~compared ~~in accounts payable and accrued liabilities driven by an increase in accrued insurance costs and an increase in outstanding obligations~~ to ~~vendors, an increase in deferred revenue and~~ a decrease into ~~cash~~operating ~~and~~ cash ~~equivalents,~~flows ~~partially~~of ~~offset~~$10.6 bymillion anfor ~~increase~~the inyear ~~accounts~~ended ~~receivables~~December ~~as a result of increases in revenue~~31, a2024. The decrease ~~in outstanding liabilities~~ for ~~contingent~~the ~~consideration~~year ~~and~~ended anDecember ~~increase~~31, in2025 ~~prepaid~~was ~~expenditures.~~driven Toby ~~date~~higher revenues, wewhich ~~have~~remained ~~experienced~~as nooutstanding ~~loss~~receivables orat ~~lack~~the end of ~~access~~the toperiod, ~~our cash~~ and ~~equivalents;~~a ~~however,~~reduction weof ~~can~~receivables ~~provide~~turnover norelative ~~assurances that access~~ to ~~our cash and equivalents will not be impacted by adverse conditions in~~ the ~~financial~~prior ~~markets~~period. ~~Our~~ ~~strategy~~The indecrease ~~managing~~for ~~our working capital is generally to apply~~ the ~~cash~~year ~~generated~~ended ~~from~~December ~~our operations that remains after satisfying our working capital and capital expenditure requirements~~31, ~~along~~2024 ~~with~~was ~~share~~due ~~repurchase~~to ~~and~~increases ~~dividend~~in ~~programs~~revenue, towhich ~~reduce~~remained ~~the~~as ~~unhedged~~outstanding ~~portion~~receivables ofat ~~our~~December ~~indebtedness~~31, ~~under~~2024, ~~our~~partially ~~Revolving~~offset ~~Credit~~by ~~Agreement~~an ~~and~~improvement toin ~~minimize our cash balances~~collections.

At December 31, 2025, we had a working capital deficit of $812.7 million, including cash and equivalents of $46.0 million. Our working capital deficit increased $160.8 million from a working capital deficit of $651.9 million at December 31, 2024, including cash and equivalents of $62.4 million, due primarily to an increase in accounts payable from an increase in accrued insurance costs, outstanding obligations to vendors and an increase in accrued payroll, and an increase in deferred revenue, partially offset by an increase in outstanding receivables driven by higher revenues and a reduction of receivables turnover relative to the prior period. To date, we have experienced no loss or lack of access to our cash and equivalents; however, we can provide no assurances that access to our cash and equivalents will not be impacted by adverse conditions in the financial markets. Our strategy in managing our working capital is generally to apply the cash generated from our operations that remains after satisfying our working capital and capital expenditure requirements, along with share repurchase and dividend programs, to reduce the unhedged portion of our indebtedness under our Revolving Credit Agreement and to minimize our cash balances.

Investing Activities Cash Flows

Net cash used in investing activities ~~increased~~decreased $1.~~578~~136 billion to $32.~~159~~023 billion for the year ended December 31, ~~2024~~2025, from $13.~~581~~159 billion for the year ended December 31, ~~2023~~2024. The significant components of the ~~increase~~decrease included the following:

1) AnA ~~increase~~decrease in cash paid for acquisitions of $1.~~444~~303 billion; less

2) An increase in capital expenditures at operations ~~acquired~~owned ~~during~~in the comparable periods of $6371.45 million due to ongoing projects, expenditures for trucks and equipment and landfill site costs, ~~land~~partially ~~and~~offset ~~facility~~by ~~improvements~~a ~~and~~decrease ~~trucks~~in expenditures for containers and ~~equipment;~~compactors, land and facility improvements;

3) An increase in capital expenditures at operations ~~owned~~acquired induring the comparable ~~periods~~period of $5851.68 million due to expenditures for ~~trucks and equipment, land and~~ facility improvements, ~~partially~~landfill ~~offset~~site bycosts aand ~~decrease~~trucks ~~in expenditures for containers~~ and ~~landfill site costs~~equipment; ~~less~~

4) An increase ~~in cash received~~ of $37.0 million from proceeds from the sale of investment in noncontrolling interests in the prior period.; and

An increase in capital expenditures for undeveloped landfill property of $15.1 million.

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Financing Activities Cash Flows

Net cash ~~provided~~used byin financing activities ~~increased~~was $1360.~~489~~0 ~~billion to $944.9~~ million for the year ended December 31, ~~2024~~2025, ~~from~~compared to net cash ~~used~~provided inby financing activities of $~~544~~944.49 million for the year ended December 31, ~~2023~~2024, representing a decrease of $1.305 billion. The significant components of the ~~increase~~decrease included the following:

1) AnA ~~increase~~decrease from the net change in long-term borrowings of $1773.~~553~~8 ~~billion~~million in which long-term borrowings increased $1548.~~322~~6 ~~billion~~million during the year ended December 31, ~~2024~~2025 and ~~decreased~~increased $~~230~~1.6322 ~~million~~billion during the year ended December 31, ~~2023~~2024; ~~less~~

A decrease from higher payments to repurchase our common shares of $505.5 million during the year ended December 31, 2025;

A decrease from higher cash dividends paid of $31.5 million due primarily to an increase in our average quarterly dividend rate for the year ended December 31, 2025 to $0.324 per share, from $0.293 per share for the year ended December 31, 2024; less

An increase from lower payments related to the issuance of debt of $8.5 million in which debt issuance costs increased $4.9 million during the year ended December 31, 2025 and increased $13.4 million during the year ended December 31, 2024.

On August 8, 2025, we announced the annual renewal of our normal course issuer bid, or the NCIB, to purchase up to 12,855,691 of our common shares during the period of August 12, 2025 to August 11, 2026 or until such earlier time as the NCIB is completed or terminated at our option. The timing and amounts of any repurchases pursuant to the NCIB will depend on market conditions, share price and other factors, including potential acquisition growth opportunities. All common shares purchased under the NCIB will be immediately cancelled following their repurchase. Information regarding the NCIB can be found under the section Normal Course Issuer Bid in Note 14, “Shareholders’ Equity,” of our consolidated financial statements included in Item 8 of this Annual Report on Form 10-K and is incorporated herein by reference.

The Board of Directors of the Company authorized the initiation of a quarterly cash dividend in October 2010 and has increased it on an annual basis. In October 2025, we announced that our Board of Directors increased our regular quarterly cash dividend by $0.035, from $0.315 to $0.350 per share. Cash dividends of $333.8 million and $302.3 million were paid during the years ended December 31, 2025 and 2024, respectively. We cannot assure as to the amounts or timing of future dividends.

Our business is capital intensive. Our capital requirements include acquisitions and capital expenditures, including for landfill cell construction, landfill development, landfill closure activities and intermodal facility construction in the future. We made $1.179 billion in capital expenditures for property and equipment during the year ended December 31, 2025, and we expect to make total capital expenditures for property and equipment in 2026 of approximately $1.250 billion. In addition, we made $15.1 million in capital expenditures for undeveloped landfill property during the year ended December 31, 2025 and may opportunistically make other capital expenditures for undeveloped landfill property in 2026. We intend to fund our planned 2026 capital expenditures principally through cash on hand, internally generated funds and borrowings under our Revolving Credit Agreement. In addition, we may make substantial additional capital expenditures in acquiring land and solid waste businesses. If we acquire additional landfill disposal facilities, we may also have to make significant expenditures to bring them into compliance with applicable regulatory requirements, obtain permits or expand our available disposal capacity. We cannot currently determine the amount of these expenditures because they will depend on the number, nature, condition and permitted status of any acquired landfill disposal facilities. We believe that our cash and equivalents, Revolving Credit Agreement and the funds we expect to generate from operations will provide adequate cash to fund our working capital and other cash needs for the foreseeable future. However, disruptions in the capital and credit markets could adversely affect our ability to draw on our Revolving Credit Agreement or raise other capital. Our access to funds under the Revolving Credit Agreement is dependent on the ability of the banks that are parties to the agreement to meet their funding commitments. Those banks may not be able to meet their funding commitments if they experience shortages of capital and liquidity or if they experience excessive volumes of borrowing requests within a short period of time.

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2)The Company, as borrower, Bank of America, N.A., ~~decrease~~acting ~~from~~through ~~higher~~its ~~cash~~Canada ~~dividends~~Branch, ~~paid~~as the global agent, the swing line lender and a letter of ~~$31~~credit issuer, Bank of America, N.7A., ~~million~~as ~~due~~the ~~primarily~~U.S. toagent anand ~~increase~~a inletter ~~our~~of ~~average~~credit ~~quarterly~~issuer, ~~dividend~~and ~~rate~~the ~~for~~other lenders and financial institutions from time to time party thereto (the ~~year~~“Lenders”) ~~ended~~are ~~December~~party 31to that certain Revolving Credit Agreement, dated as of February 27, 2024 (as amended, restated, supplemented or otherwise modified from time to ~~$0.293~~time, ~~per~~the ~~share~~“Revolving Credit Agreement”), ~~from~~pursuant $0to which the Lenders provide loans and other credit extensions to the Company under a revolving credit facility.~~263~~ Borrowings ~~per~~under ~~share~~the ~~for~~Revolving Credit Agreement are unsecured and there are no subsidiary guarantors under the ~~year~~Revolving ~~ended~~Credit ~~December~~Agreement. 31The Revolving Credit Agreement has a scheduled maturity date of February 27, ~~2023;~~2029, subject to certain extension mechanics therein by which the Company may request two additional one-year maturity date extensions.

3)As Aof ~~decrease~~December 31, ~~from~~2025, ~~higher~~$2.382 billion ~~payments~~under the revolving credit facility were outstanding under the Revolving Credit Agreement, exclusive of ~~contingent~~outstanding ~~consideration~~standby letters of credit of $1437.4 3 million. ~~not~~We ~~included~~also inhad ~~earnings~~$183.3 ~~that~~million ~~occurred~~of ~~during~~letters ~~the~~of ~~year~~credit ~~ended~~issued and outstanding at December 31, ~~2024;~~2025 ~~and~~under a facility other than the Revolving Credit Agreement.

4) A decrease from higher payments related to the issuance of debt of $13.4 million that occurred during the year ended December 31, 2024.

The Board of Directors of the Company authorized the initiation of a quarterly cash dividend in October 2010 and has increased it on an annual basis. In October 2024, we announced that our Board of Directors increased our regular quarterly cash dividend by $0.03, from $0.285 to $0.315 per share. Cash dividends of $302.3 million and $270.6 million were paid during the years ended December 31, 2024 and 2023, respectively. We cannot assure as to the amounts or timing of future dividends.

Our business is capital intensive. Our capital requirements include acquisitions and capital expenditures, including for landfill cell construction, landfill development, landfill closure activities and intermodal facility construction in the future. We made $1.056 billion in capital expenditures for property and equipment during the year ended December 31, 2024, and we expect to make total capital expenditures for property and equipment in 2025 of between approximately $1.200 billion and $1.225 billion, including $100 million to $150 million for renewable natural gas facilities. We intend to fund our planned 2025 capital expenditures principally through cash on hand, internally generated funds and borrowings under our Revolving Credit Agreement. In addition, we may make substantial additional capital expenditures in acquiring land and solid waste businesses. If we acquire additional landfill disposal facilities, we may also have to make significant expenditures to bring them into compliance with applicable regulatory requirements, obtain permits or expand our available disposal capacity. We cannot currently determine the amount of these expenditures because they will depend on the number, nature, condition and permitted status of any acquired landfill disposal facilities. We believe that our cash and equivalents, Revolving Credit Agreement and the funds we expect to generate from operations will provide adequate cash to fund our working capital and other cash needs for the foreseeable future. However, disruptions in the capital and credit markets could adversely affect our ability to draw on our Revolving Credit Agreement or raise other capital. Our access to funds under the Revolving Credit Agreement is dependent on the ability of the banks that are parties to the agreement to meet their funding commitments. Those banks may not be able to meet their funding commitments if they experience shortages of capital and liquidity or if they experience excessive volumes of borrowing requests within a short period of time.

The Company, as borrower, Bank of America, N.A., acting through its Canada Branch, as the global agent, the swing line lender and a letter of credit issuer, Bank of America, N.A., as the U.S. agent and a letter of credit issuer, and the other lenders and financial institutions from time to time party thereto (the “Lenders”) are party to that certain Revolving Credit Agreement, dated as of February 27, 2024 (as amended, restated, supplemented or otherwise modified from time to time, the “Revolving Credit Agreement”), pursuant to which the Lenders provide loans and other credit extensions to the Company under a revolving credit facility. Borrowings under the Revolving Credit Agreement are unsecured and there are no subsidiary guarantors under the Revolving Credit Agreement. The Revolving Credit Agreement has a scheduled maturity date of February 27, 2029 (subject to certain extension mechanics therein by which the Company may request two additional one-year maturity date extensions).

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On February 27, 2024, the Company used a portion of the proceeds from borrowings under the Revolving Credit Agreement to (i) prepay the amounts outstanding under that certain Second Amended and Restated Revolving Credit and Term Loan Agreement, dated as of July 30, 2021 (as amended, restated, supplemented or otherwise modified from time to time, the “2021 Revolving and Term Credit Agreement”), among the Company, as borrower, Bank of America, N.A., acting through its Canada Branch, as the global agent, the swing line lender and a letter of credit issuer, Bank of America, N.A., as the U.S. agent and a letter of credit issuer, and the lenders and any other financial institutions from time to time party thereto and to terminate the 2021 Revolving and Term Credit Agreement and the loan documents associated therewith and (ii) prepay the amounts outstanding under that certain Term Loan Agreement, dated as of October 31, 2022 (as amended, restated, supplemented or otherwise modified from time to time, the “2022 Term Loan Agreement”), among the Company, as borrower, Bank of America, N.A., as administrative agent, and the lenders and any other financial institutions from time to time party thereto and to terminate the 2022 Term Loan Agreement and the loan documents associated therewith.

As of December 31, 2024, $2.164 billion under the revolving credit facility were outstanding under the Revolving Credit Agreement, exclusive of outstanding standby letters of credit of $57.3 million. We also had $113.4 million of letters of credit issued and outstanding at December 31, 2024 under a facility other than the Revolving Credit Agreement.

On November 16, 2018, we completed an underwritten public offering of $500.0 million aggregate principal amount of 4.25% Senior Notes due December 1, 2028 (the “2028 Senior Notes”). The 2028 Senior Notes were issued under the Indenture, dated as of November 16, 2018 (as amended, restated, amended and restated, supplemented or otherwise modified from time to time, the “Indenture”), by and between the Company and U.S. Bank National Association, as trustee (the “Trustee”), as supplemented through the First Supplemental Indenture, dated as of November 16, 2018.

On April 16, 2019, we completed an underwritten public offering of $500.0 million aggregate principal amount of 3.50% Senior Notes due May 1, 2029 (the “2029 Senior Notes”). The 2029 Senior Notes were issued under the Indenture, as supplemented through the Second Supplemental Indenture, dated as of April 16, 2019.

On January 23, 2020, we completed an underwritten public offering of $600.0 million aggregate principal amount of 2.60% Senior Notes due February 1, 2030 (the “2030 Senior Notes”). The 2030 Senior Notes were issued under the Indenture, as supplemented through the Third Supplemental Indenture, dated as of January 23, 2020.

On March 13, 2020, we completed an underwritten public offering of $500.0 million aggregate principal amount of 3.05% Senior Notes due April 1, 2050 (the “2050 Senior Notes”). The 2050 Senior Notes were issued under the Indenture, as supplemented through the Fourth Supplemental Indenture, dated as of March 13, 2020.

On September 20, 2021, we completed an underwritten public offering (the “Offering”) of $650.0 million aggregate principal amount of 2.20% Senior Notes due January 15, 2032 (the “2032 Senior Notes”) and $850.0 million aggregate principal amount of 2.95% Senior Notes due January 15, 2052 (the “2052 Senior Notes”). The 2032 Senior Notes and the 2052 Senior Notes were issued under the Indenture, as supplemented through the Fifth Supplemental Indenture, dated as of September 20, 2021.

On March 9, 2022, we completed an underwritten public offering of $500.0 million aggregate principal amount of 3.20% Senior Notes due June 1, 2032 (the “New 2032 Senior Notes”). The New 2032 Senior Notes were issued under the Indenture, as supplemented through the Sixth Supplemental Indenture, dated as of March 9, 2022.

On August 18, 2022, we completed an underwritten public offering of $750.0 million aggregate principal amount of 4.20% Senior Notes due January 15, 2033 (the “2033 Senior Notes”). The 2033 Senior Notes were issued under the Indenture, as supplemented through the Seventh Supplemental Indenture, dated as of August 18, 2022.

On February 21, 2024, we completed an underwritten public offering of $750.0 million aggregate principal amount of 5.00% Senior Notes due March 1, 2034 (the “2034 Senior Notes”). The 2034 Senior Notes were issued under the Indenture, as supplemented through the Eighth Supplemental Indenture, dated as of February 21, 2024.

71On June 13, 2024, we completed an underwritten public offering of CAD $500.0 million aggregate principal amount of 4.50% Senior Notes due June 14, 2029 (the “New 2029 Senior Notes”). The New 2029 Senior Notes were issued under the Indenture, as supplemented by the Ninth Supplemental Indenture, dated as of June 13, 2024. The New 2029 Senior Notes were issued in Canada on a private placement basis.

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On June 134, ~~2024~~2025, we completed an underwritten public offering of ~~CAD~~ $500.0 million aggregate principal amount of 45.5025% Senior Notes due ~~June~~September 141, ~~2029~~2035 (the “~~New~~2035 ~~2029~~ Senior Notes” and, together with the 2028 Senior Notes, the 2029 Senior Notes, the New 2029 Senior Notes, the 2030 Senior Notes, the 2032 Senior Notes, the New 2032 Senior Notes, the 2033 Senior Notes, the 2034 Senior Notes, the 2050 Senior Notes and the 2052 Senior Notes, the “Senior Notes”). The ~~New~~2035 ~~2029~~ Senior Notes were issued under the Indenture, as supplemented by the ~~Ninth~~Tenth Supplemental Indenture, dated as of June 134, ~~2024~~2025.

We pay interest on the Senior Notes semi-annually in arrears. The Senior Notes are our senior unsecured obligations, ranking equally in right of payment with our other existing and future unsubordinated debt and senior to any of our future subordinated debt. The Senior Notes are not guaranteed by any of our subsidiaries.

See Note 11 to the consolidated financial statements included in Item 8 of this Annual Report on Form 10-K for further details on the debt agreements and Senior Notes.

Contractual Obligations

As of December 31, ~~2024~~2025, we had the following contractual obligations:

Payments Due by Period

(amounts in thousands of U.S. dollars)

Less Than

1 to 3

Over 5

Recorded Obligations

Total

1 Year

Years

3 to 5 Years

Years

Long-term debt

8,~~151~~888,~~713~~839

78,~~851~~667

13514,~~279~~021

3,~~521~~856,~~154~~843

4,~~609~~509,~~429~~308

Cash interest payments

2,~~734~~629,~~905~~791

~~316~~340,~~057~~055

~~649~~670,~~805~~120

~~525~~392,~~210~~398

1,~~243~~227,~~833~~218

Contingent consideration

~~102~~98,~~923~~882

5965,~~169~~029

103,~~963~~224

3,224

2927,~~567~~405

Operating leases

~~393~~392,~~351~~330

5357,~~080~~662

9799,~~177~~348

7273,~~632~~607

~~170~~161,~~462~~713

Final capping, closure and post-closure

2,~~535~~308,~~406~~339

~~197~~146,~~015~~772

~~223~~106,~~082~~275

7716,~~845~~346

2,~~037~~038,~~464~~946

Long-term debt payments include:

1) $2.~~164~~382 billion in principal payments due February 2029 related to our revolving credit facility under our Revolving Credit Agreement. Advances are available under the Revolving Credit Agreement in U.S. dollars and Canadian dollars and bear interest at fluctuating rates (See Note 11). At December 31, ~~2024~~2025, $1.~~350~~115 billion of the outstanding borrowings drawn under the revolving credit facility were in U.S. ~~Term~~term SOFR rate loans, bearing interest at a total rate ranging from 54.4659% to 54.6975% on such date. At December 31, ~~2024~~2025, $9538.0 million of the outstanding borrowings drawn under the revolving credit facility were in U.S. base rate loans, bearing interest at a total rate of 76.5075% on such date. At December 31, ~~2024~~2025, $~~677~~1.6215 ~~million~~billion of the outstanding borrowings drawn under the revolving credit facility were in Canadian-based CORRA rate loans, bearing interest at a total rate ranging from 43.5941% to 53.2444% on such date. At December 31, ~~2024~~2025, $4113.79 million of the outstanding borrowings drawn under the revolving credit facility were in Canadian-based prime rate loans, bearing interest at a total rate of 54.45% on such date.

$500.0 million in principal payments due 2028 related to our 2028 Senior Notes. The 2028 Senior Notes bear interest at a rate of 4.25%.

$500.0 million in principal payments due 2029 related to our 2029 Senior Notes. The 2029 Senior Notes bear interest at a rate of 3.50%.

4) $~~347~~364.58 million in principal payments due 2029 related to our New 2029 Senior Notes. The New 2029 Senior Notes bear interest at a rate of 4.50%.

$600.0 million in principal payments due 2030 related to our 2030 Senior Notes. The 2030 Senior Notes bear interest at a rate of 2.60%.

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$650.0 million in principal payments due 2032 related to our 2032 Senior Notes. The 2032 Senior Notes bear interest at a rate of 2.20%.

$500.0 million in principal payments due 2032 related to our New 2032 Senior Notes. The New 2032 Senior Notes bear interest at a rate of 3.20%.

$750.0 million in principal payments due 2033 related to our 2033 Senior Notes. The 2033 Senior Notes bear interest at a rate of 4.20%.

$750.0 million in principal payments due 2034 related to our 2034 Senior Notes. The 2034 Senior Notes bear interest at a rate of 5.00%.

10) $500.0 million in principal payments due ~~2050~~2035 related to our ~~2050~~2035 Senior Notes. The ~~2050~~2035 Senior Notes bear interest at a rate of 35.0525%.

11) $~~850~~500.0 million in principal payments due ~~2052~~2050 related to our ~~2052~~2050 Senior Notes. The ~~2052~~2050 Senior Notes bear interest at a rate of 23.9505%.

12) $30850.60 million in principal payments due 2052 related to our ~~notes~~2052 ~~payable~~Senior ~~to sellers and other third parties~~Notes. ~~Our~~The ~~notes~~2052 ~~payable~~Senior toNotes ~~sellers and other third parties~~ bear interest at ~~rates~~a ~~between~~rate of 2.4295% ~~and 10~~.~~35% at December 31, 2024, and have maturity dates ranging from 2028 to 2044.~~

13) $926.24 million in principal payments related to our ~~financing~~notes ~~leases~~payable to sellers and other third parties. Our ~~financing~~notes ~~leases~~payable to sellers and other third parties bear interest at rates between 12.8942% and 510.0735% at December 31, ~~2024~~2025, and have ~~expiration~~maturity dates ranging from ~~2026~~2028 to ~~2029~~2044.

14)

$16.0 million in principal payments related to our financing leases. Our financing leases bear interest at rates between 1.89% and 5.35% at December 31, 2025, and have expiration dates ranging from 2026 to 2035.

The following assumptions were made in calculating cash interest payments:

1) We calculated cash interest payments on the Revolving Credit Agreement using the ~~Term~~term SOFR rate plus the applicable ~~Term~~term SOFR margin, the base rate plus the applicable base rate margin, the term CORRA rate plus the applicable margin and the Canadian prime rate plus the applicable prime rate margin at December 31, ~~2024~~2025. We assumed the Revolving Credit Agreement is paid off when it matures in February 2029.

2) We calculated cash interest payments on our interest rate swaps using the stated interest rate in the swap agreement less the ~~Term~~term SOFR rate through the earlier expiration of the term of the swaps or the term of the credit facility.

Contingent consideration payments include $8784.27 million recorded as liabilities in our consolidated financial statements at December 31, ~~2024~~2025, and $1514.72 million of future interest accretion on the recorded obligations.

We are party to operating lease agreements and finance leases as discussed in Note 7 to the consolidated financial statements included in Item 8 of this Annual Report on Form 10-K. These lease agreements are established in the ordinary course of our business and are designed to provide us with access to facilities and equipment at competitive, market-driven prices.

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The estimated final capping, closure and post-closure expenditures presented above are in current dollars.

Amount of Commitment Expiration Per Period

(amounts in thousands of U.S. dollars)

Less Than

1 to 3

3 to 5

Over 5

Unrecorded Obligations(1)

Total

1 Year

Years

Unconditional purchase obligations

~~179~~173,~~272~~644

~~140~~136,~~123~~579

3836,~~062~~599

~~1,087~~466

—

(1) We are party to unconditional purchase obligations as discussed in Note 13 to the consolidated financial statements included in Item 8 of this Annual Report on Form 10-K. These purchase obligations are established in the ordinary course of our business and are designed to provide us with access to products at competitive, market-driven prices. At December 31, 2025, our unconditional purchase obligations consisted of multiple fixed-price fuel purchase contracts under which we have 56.2 million gallons remaining to be purchased for a total of $173.6 million. The current fuel purchase contracts expire on or before September 30, 2029. These arrangements have not materially affected our financial position, results of operations or liquidity during the year ended December 31, 2025, nor are they expected to have a material impact on our future financial position, results of operations or liquidity.

73We have obtained standby letters of credit as discussed in Note 11 to the consolidated financial statements included in Item 8 of this Annual Report on Form 10-K and financial surety bonds as discussed in Note 13 to the consolidated financial statements included in Item 8 of this Annual Report on Form 10-K. These standby letters of credit and financial surety bonds are generally obtained to support our financial assurance needs and landfill and E&P waste operations. These arrangements have not materially affected our financial position, results of operations or liquidity during the year ended December 31, 2025, nor are they expected to have a material impact on our future financial position, results of operations or liquidity.

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the ordinary course of our business and are designed to provide us with access to products at competitive, market-driven prices. At December 31, 2024, our unconditional purchase obligations consisted of multiple fixed-price fuel purchase contracts under which we have 59.7 million gallons remaining to be purchased for a total of $179.3 million. The current fuel purchase contracts expire on or before September 30, 2029. These arrangements have not materially affected our financial position, results of operations or liquidity during the year ended December 31, 2024, nor are they expected to have a material impact on our future financial position, results of operations or liquidity.

We have obtained standby letters of credit as discussed in Note 11 to the consolidated financial statements included in Item 8 of this Annual Report on Form 10-K and financial surety bonds as discussed in Note 13 to the consolidated financial statements included in Item 8 of this Annual Report on Form 10-K. These standby letters of credit and financial surety bonds are generally obtained to support our financial assurance needs and landfill and E&P waste operations. These arrangements have not materially affected our financial position, results of operations or liquidity during the year ended December 31, 2024, nor are they expected to have a material impact on our future financial position, results of operations or liquidity.

From time to time, we evaluate our existing operations and their strategic importance to us. If we determine that a given operating unit does not have future strategic importance, we may sell or otherwise dispose of those operations. Although we believe our reporting units would not be impaired by such dispositions, we could incur losses on them.

New Accounting Pronouncements

See Note 2 to the consolidated financial statements included in Item 8 of this Annual Report on Form 10-K for a description of the new accounting standards that are applicable to us.

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Non-GAAP Financial Measures

Adjusted Free Cash Flow

We present adjusted free cash flow, a non-GAAP financial measure, supplementally because it is widely used by investors as a liquidity measure in the solid waste industry. We calculate adjusted free cash flow as net cash provided by operating activities, plus or minus change in book overdraft, plus proceeds from disposal of assets, less capital expenditures for property and equipment. We further adjust this calculation to exclude the effects of items management believes impact the ability to evaluate the liquidity of our business operations. This measure is not a substitute for, and should be used in conjunction with, GAAP liquidity or financial measures. Other companies may calculate adjusted free cash flow differently. Our adjusted free cash flow for the years ended December 31, 2024, 2023 and 2022, are calculated as follows (amounts in thousands of U.S. dollars):


	Years Ended December 31,
	2024		2023		2022
Net cash provided by operating activities	$	2,228,927	$	2,126,817	$	2,022,492
Less: Change in book overdraft		(227)		(790)		(1,076)
Plus: Proceeds from disposal of assets		7,903		31,581		30,676
Less: Capital expenditures for property and equipment		(1,055,988)		(934,000)		(912,677)
Adjustments:
Payment of contingent consideration recorded in earnings (a)		35,035		—		2,982
Cash received for divestitures (b)		—		(6,194)		(5,671)
Transaction-related expenses (c)		11,408		5,519		30,825
Executive separation costs (d)		1,670		1,686		—
Pre-existing Progressive Waste share-based grants (e)		1,194		1,285		286
Tax effect (f)		(12,396)		(1,772)		(2,993)
Adjusted free cash flow	$	1,217,526	$	1,224,132	$	1,164,844

(a) Reflects the addback of acquisition-related payments for contingent consideration that were recorded as expenses in earnings and as a component of cash flows from operating activities as the amounts paid exceeded the fair value of the contingent consideration recorded at the acquisition date.

(b)Reflects the elimination of cash received in conjunction with the divestiture of certain operations.

(c)Reflects the addback of acquisition-related transaction costs and, in 2022, the settlement of an acquired tax liability.

(d)Reflects the cash component of severance expense associated with an executive departure.

(e) Reflects the cash settlement of pre-existing Progressive Waste share-based awards during the period.

(f)The aggregate tax effect of footnotes (a) through (e) is calculated based on the applied tax rates for the respective periods.

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Adjusted EBITDA

We present adjusted EBITDA, a non-GAAP financial measure, supplementally because it is widely used by investors as a performance and valuation measure in the solid waste industry. Management uses adjusted EBITDA as one of the principal measures to evaluate and monitor the ongoing financial performance of our operations. We define adjusted EBITDA as net income attributable to Waste Connections, plus or minus net income (loss) attributable to noncontrolling interests, plus income tax provision, plus interest expense, less interest income, plus depreciation and amortization expense, plus closure and post-closure accretion expense, plus or minus any loss or gain on impairments and other operating items, plus other expense, less other income. We further adjust this calculation to exclude the effects of other items management believes impact the ability to assess the operating performance of our business. This measure is not a substitute for, and should be used in conjunction with, GAAP financial measures. Other companies may calculate adjusted EBITDA differently. Our adjusted EBITDA for the years ended December 31, ~~2024~~2025, ~~2023~~2024 and ~~2022~~2023, are calculated as follows (amounts in thousands of U.S. dollars):


	Years Ended December 31,
	~~2024~~2025		~~2023~~2024		~~2022~~2023
Net income attributable to Waste Connections	$	~~617~~1,~~573~~076,557	$	~~762~~617,~~800~~573	$	~~835~~762,~~662~~800
Plus (less): Net income (loss) attributable to noncontrolling interests		~~(1,003)~~—		26(1,003)		~~339~~26
Plus: Income tax provision		~~146~~341,~~363~~359		~~220~~146,~~675~~363		~~212~~220,~~962~~675
Plus: Interest expense		~~326~~334,~~804~~551		~~274~~326,~~642~~804		~~202~~274,~~331~~642
Less: Interest income		(1112,~~607~~139)		(911,~~350~~607)		(59,~~950~~350)
Plus: Depreciation and amortization		1,~~163~~232,~~769~~106		1,~~003~~163,~~211~~769		~~918~~1,~~960~~003,211
Plus: Closure and post-closure accretion		2947,~~774~~955		1929,~~605~~774		1619,~~253~~605
Plus: Impairments and other operating items		~~613~~109,~~012~~709		~~238~~613,~~796~~012		18238,~~230~~796
Less: Other income, net		(1030,~~471~~154)		(1210,~~481~~471)		(312,~~154~~481)
Adjustments:
Plus: Transaction-related expenses (a)		2624,~~059~~178		1026,~~653~~059		2410,~~933~~653
Plus (less): Fair value changes to equity awards (b)		~~1,592~~433		(1,~~726)~~592		86(1,726)
Plus: Executive separation costs (c)		—		~~16,105~~—		—16,105
Adjusted EBITDA	$	23,~~901~~124,~~865~~555	$	2,~~522~~901,~~956~~865	$	2,~~220~~522,~~652~~956

(a)Reflects the addback of acquisition-related transaction costs.

(b)Reflects fair value accounting changes associated with certain equity awards.

(c)Reflects the cash and non-cash components of severance expense associated with an executive departure.

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Adjusted Net Income Attributable to Waste Connections and Adjusted Net Income per Diluted Share Attributable to Waste Connections

We present adjusted net income attributable to Waste Connections and adjusted net income per diluted share attributable to Waste Connections, both non-GAAP financial measures, supplementally because they are widely used by investors as valuation measures in the solid waste industry. Management uses adjusted net income attributable to Waste Connections and adjusted net income per diluted share attributable to Waste Connections as one of the principal measures to evaluate and monitor the ongoing financial performance of our operations. We provide adjusted net income attributable to Waste Connections to exclude the effects of items management believes impact the comparability of operating results between periods. Adjusted net income attributable to Waste Connections has limitations due to the fact that it excludes items that have an impact on our financial condition and results of operations. Adjusted net income attributable to Waste Connections and adjusted net income per diluted share attributable to Waste Connections are not a substitute for, and should be used in conjunction with, GAAP financial measures. Other companies may calculate these non-GAAP financial measures differently. Our adjusted net income attributable to Waste Connections and adjusted net income per diluted share attributable to Waste Connections for the years ended December 31, ~~2024~~2025, ~~2023~~2024 and ~~2022~~2023, are calculated as follows (amounts in thousands of U.S. dollars, except per share amounts):


	Years Ended December 31,
	~~2024~~2025		~~2023~~2024		~~2022~~2023
Reported net income attributable to Waste Connections	$	~~617~~1,~~573~~076,557	$	~~762~~617,~~800~~573	$	~~835~~762,~~662~~800
Adjustments:
Amortization of intangibles (a)		~~189~~201,~~768~~541		~~157~~189,~~573~~768		~~155~~157,~~675~~573
Impairments and other operating items (b)		~~613~~109,~~012~~709		~~238~~613,~~796~~012		18238,~~230~~796
Transaction-related expenses (c)		2624,~~059~~178		1026,~~653~~059		2410,~~933~~653
Fair value changes to equity awards (d)		~~1,592~~433		(1,~~726)~~592		86(1,726)
Executive separation costs (e)		—		~~16,105~~—		—16,105
Tax effect (f)		(~~208~~84,~~711~~084)		(~~102~~208,~~948~~711)		(49102,~~312~~948)
Adjusted net income attributable to Waste Connections	$	1,~~239~~328,~~293~~334	$	1,~~081~~239,~~253~~293	$	~~985~~1,~~274~~081,253

Diluted earnings per common share attributable to Waste Connections’ common shareholders:
Reported net income	$	24.3917	$	2.9539	$	32.2495
Adjusted net income	$	45.7915	$	4.1979	$	34.8219

(a)

Reflects the elimination of the non-cash amortization of acquisition-related intangible assets.

(b)

Reflects the addback of impairments and other operating items.

(c)

Reflects the addback of acquisition-related transaction costs.

(d)

Reflects fair value accounting changes associated with certain equity awards.

(e)

Reflects the cash and non-cash components of severance expense associated with an executive departure.

(f)

The aggregate tax effect of the adjustments in footnotes (a) through (e) is calculated based on the applied tax rates for the respective periods.

Leverage Ratio

The Leverage Ratio is calculated by dividing our Consolidated Total Funded Debt by Consolidated EBITDA (as defined in our Revolving Credit Agreement). The Leverage Ratio is based on EBITDA, a non-GAAP financial measure. We present this ratio because it is used for the ~~purposes~~purpose of calculating financial covenants under our Revolving Credit Agreement. Management also uses this ratio as one of the principal measures to evaluate and monitor the indebtedness of the Company relative to its ability to generate income to service such debt. The Leverage Ratio is not a substitute for, and should be used in conjunction with, GAAP financial ratios. Other companies may calculate leverage ratios differently.

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Inflation

In the current environment, we have seen inflationary pressures resulting from higher ~~fuel,~~ materials or labor costs in certain markets and higher resulting third-party costs in areas such as brokerage, repairs and construction. Additionally, significant changes in trade policies, including tariffs in the U.S. or retaliatory policies in other countries, including Canada, may increase the cost of certain equipment we purchase in the U.S. and Canada. Consistent with industry practice, many of our contracts allow us to pass through certain costs to our customers, including increases in landfill tipping fees and, in some cases, fuel costs. To the extent that there are decreases in fuel costs, in some cases, a portion of these reductions are passed through to customers in the form of lower fuel and material surcharges. ~~Therefore,~~We we believe that, over time, we should be able to increase prices to offset many cost increases that result from inflation and any potential impact from changes in trade policies or tariffs within the ordinary course of business. However, competitive pressures or delays in the timing of rate increases under certain of our contracts may require us to absorb at least part of these cost increases, especially if cost increases exceed the average rate of inflation. Management’s estimates associated with inflation have an impact on our accounting for landfill liabilities.

ITEM 7A. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK

In the normal course of business, we are exposed to market risk, including changes in interest rates, prices of certain commodities and foreign currency exchange rate risks. We use hedge agreements to manage a portion of our risks related to interest rates. While we are exposed to credit risk in the event of non-performance by counterparties to our hedge agreements, in all cases such counterparties are highly rated financial institutions and we do not anticipate non-performance under current market conditions. We do not hold or issue derivative financial instruments for trading purposes. We monitor our hedge positions by regularly evaluating the positions at market and by performing sensitivity analyses over the unhedged variable rate debt positions.

At December 31, ~~2024~~2025, our derivative instruments included ~~four~~one interest rate swap ~~agreements~~agreement that effectively ~~fix~~fixes the interest rate on the applicable notional amounts of our variable rate debt as follows (dollars in thousands of U.S. dollars):


			Fixed		Variable
	Notional		Interest		Interest Rate
Date Entered	Amount		Rate Paid (a)		Received	Effective Date (b)	Expiration Date
August 2017	$	200,000	2.1230	%	1-month Term SOFR	November 2022	October 2025
December 2018	$	200,000	2.7715	%	1-month term SOFR	November 2022	July 2027
June 2018	$	200,000	2.8480	%	1-month Term SOFR	November 2022	October 2025
June 2018	$	200,000	2.8284	%	1-month Term SOFR	November 2022	October 2025
December 2018	$	200,000	2.7715	%	1-month Term SOFR	November 2022	July 2027

(a)

Plus applicable margin.

(b) In October 2022, we amended the reference rate in ~~all of~~ our outstanding interest rate swap ~~contracts~~contract to replace One-Month LIBOR with One-Month ~~Term~~term SOFR and certain credit spread adjustments. We did not record any gains or losses upon the conversion of the reference ~~rates~~rate in ~~these~~this interest rate swap ~~contracts~~contract, and we believe ~~these~~this ~~amendments~~amendment will not have a material impact on our consolidated financial statements.

Under derivatives and hedging guidance, the interest rate swap agreements are considered cash flow hedges for a portion of our variable rate debt, and we apply hedge accounting to account for these instruments. The notional amounts and all other significant terms of the swap agreements are matched to the provisions and terms of the variable rate debt being hedged.

We have performed sensitivity analyses to determine how market rate changes will affect the fair value of our unhedged floating rate debt. Such an analysis is inherently limited in that it reflects a singular, hypothetical set of assumptions. Actual market movements may vary significantly from our assumptions. Fair value sensitivity is not necessarily indicative of the ultimate cash flow or earnings effect we would recognize from the assumed market rate movements. We are exposed to cash flow risk due to changes in interest rates with respect to the unhedged floating rate balances owed at December 31, ~~2024~~2025 and ~~2023~~2024, of $12.~~364~~182 billion and $1.~~099~~364 billion, respectively, including floating rate debt under our Revolving Credit Agreement ~~(or, as of December 31, 2023, the 2021 Revolving and Term Credit Agreement and the 2022 Term Loan Agreement)~~. A one percentage point increase in interest rates on our variable-rate debt as of December 31, ~~2024~~2025 and ~~2023~~2024, would decrease our annual pre-tax income by approximately $1321.68 million and $1113.06 million, respectively. All of our remaining debt instruments are at fixed rates, or effectively fixed under the interest rate swap agreement described above; therefore, changes in market interest rates under these instruments would not significantly impact our cash flows or results of operations, subject to counterparty default risk.

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~~rate~~The ~~swap~~market ~~agreements~~price ~~described~~of ~~above;~~diesel ~~therefore~~fuel is unpredictable and can fluctuate significantly. Because of the volume of fuel we purchase each year, ~~changes~~a significant increase in ~~market~~the ~~interest~~price ~~rates~~of ~~under~~fuel ~~these~~could ~~instruments~~adversely ~~would~~affect ~~not~~our ~~significantly~~business ~~impact~~and reduce our ~~cash~~operating ~~flows~~margins. orTo ~~results~~manage a portion of ~~operations~~this risk, ~~subject~~we periodically enter into fuel hedge agreements related to ~~counterparty~~forecasted ~~default~~diesel ~~risk~~fuel purchases, and we also enter into fixed price fuel purchase contracts. At December 31, 2025, we had no fuel hedge agreements in place; however, we have entered into fixed price diesel fuel purchase contracts for 2026 as described below.

~~The~~For ~~market~~the year ~~price~~ending December 31, 2026, we expect to purchase approximately 91.9 million gallons of diesel fuel, isof ~~unpredictable~~which ~~and~~50.1 million ~~can~~gallons ~~fluctuate~~will ~~significantly.~~be ~~Because~~purchased ofat ~~the~~market ~~volume~~prices ofand ~~fuel~~41.8 wemillion ~~purchase~~gallons ~~each year,~~will abe ~~significant~~purchased ~~increase~~under inour ~~the~~fixed price ofdiesel fuel ~~could~~purchase ~~adversely~~contracts. We have performed sensitivity analyses to determine how market rate changes will affect ~~our~~the ~~business~~fair ~~and~~value ~~reduce~~of our ~~operating~~unhedged, ~~margins~~market rate diesel fuel purchases. ToSuch ~~manage~~an analysis is inherently limited in that it reflects a ~~portion~~singular, hypothetical set of ~~this~~assumptions. ~~risk,~~Actual wemarket ~~periodically~~movements ~~enter~~may ~~into~~vary ~~fuel~~significantly ~~hedge~~from ~~agreements~~our ~~related~~assumptions. toFair ~~forecasted~~value ~~diesel~~sensitivity ~~fuel~~is ~~purchases,~~not ~~and~~necessarily indicative of the ultimate cash flow or earnings effect we ~~also~~would ~~enter~~recognize ~~into~~from ~~fixed~~the ~~price~~assumed ~~fuel~~market ~~purchase~~rate ~~contracts~~movements. AtWith ~~December~~respect to the approximately 50.1 ~~31,~~million ~~2024,~~gallons weof ~~had~~unhedged nodiesel fuel ~~hedge~~we ~~agreements~~expect to purchase in ~~place;~~2026 ~~however~~at market prices, wea ~~have~~$0.10 per ~~entered~~gallon ~~into~~increase ~~fixed~~in the price of diesel fuel ~~purchase~~over ~~contracts~~the year ~~for~~would ~~2025~~decrease asour ~~described~~pre-tax ~~below~~income during this period by approximately $5.0 million.

~~For~~We ~~the year~~market ~~ending~~a ~~December 31,~~variety ~~2025, we expect to purchase approximately 91.7 million gallons~~ of ~~diesel~~recyclable ~~fuel~~materials, ofincluding ~~which~~compost, ~~49.1 million~~cardboard, ~~gallons~~mixed ~~will~~paper, beplastic ~~purchased~~containers, atglass ~~market~~bottles ~~prices~~ and ~~42.6~~ferrous ~~million~~and ~~gallons~~aluminum ~~will~~metals. beWe ~~purchased~~own ~~under~~and ~~our~~operate ~~fixed~~recycling ~~price~~operations ~~diesel~~and ~~fuel~~market ~~purchase~~collected ~~contracts.~~recyclable Wematerials ~~have performed sensitivity analyses~~ to ~~determine~~third ~~how~~parties ~~market~~for ~~rate~~processing ~~changes~~before ~~will~~resale. ~~affect~~Where ~~the~~possible, ~~fair~~to ~~value~~reduce of our ~~unhedged,~~exposure ~~market~~to ~~rate~~commodity ~~diesel~~price ~~fuel~~risk ~~purchases.~~with ~~Such~~respect anto ~~analysis~~recycled ismaterials, ~~inherently~~we ~~limited~~have inadopted ~~that it reflects~~ a ~~singular,~~pricing ~~hypothetical~~strategy ~~set~~ of ~~assumptions.~~charging ~~Actual~~collection ~~market~~and ~~movements~~processing ~~may~~fees ~~vary~~for ~~significantly~~recycling volume collected from ~~our~~third ~~assumptions~~parties. ~~Fair~~In ~~value~~the ~~sensitivity~~event isof ~~not~~a ~~necessarily~~decline ~~indicative~~in ofrecycled ~~the~~commodity ~~ultimate~~prices, ~~cash~~a ~~flow~~10% ordecrease ~~earnings~~in ~~effect~~average werecycled ~~would~~commodity ~~recognize~~prices from the ~~assumed~~average ~~market~~prices ~~rate~~that ~~movements.~~were ~~With~~in ~~respect~~effect toduring the years ~~approximately~~ended ~~49.1~~December ~~million~~31, ~~gallons~~2025 ofand ~~unhedged~~2024, ~~diesel~~would ~~fuel~~have wehad ~~expect~~a to$23.1 ~~purchase~~million inand ~~2025 at market prices, a~~ $023.103 ~~per~~million ~~gallon~~impact ~~increase~~on inrevenues ~~the~~for ~~price of diesel fuel over~~ the ~~year~~years ~~would~~ended ~~decrease~~December 31, ~~our~~2025 ~~pre-tax~~and ~~income~~2024, ~~during this period by approximately $4~~respectively.~~9 million.~~

We ~~market~~have aoperations ~~variety~~in ofCanada ~~recyclable materials~~and, ~~including~~where ~~compost~~significant, ~~cardboard,~~we ~~mixed~~have ~~paper,~~quantified ~~plastic~~and ~~containers,~~described ~~glass~~the ~~bottles~~impact ~~and~~of ~~ferrous~~foreign ~~and~~currency ~~aluminum~~translation ~~metals.~~on Wecomponents ~~own~~of ~~and~~income, ~~operate~~including ~~recycling~~operating ~~operations~~revenue and ~~market~~operating ~~collected recyclable materials to third parties for processing before resale~~costs. ~~Where possible~~However, tothe ~~reduce~~impact ~~our exposure to commodity price risk with respect to recycled materials, we have adopted a pricing strategy~~ of ~~charging~~foreign ~~collection~~currency ~~and~~has ~~processing~~not ~~fees~~materially ~~for~~affected ~~recycling~~our ~~volume~~results ~~collected from third parties. In the event~~ of aoperations ~~decline~~ in ~~recycled~~2025 ~~commodity~~or ~~prices,~~2024. aA ~~10%~~$0.01 ~~decrease~~change in ~~average recycled commodity prices from~~ the ~~average~~Canadian ~~prices~~dollar ~~that~~to ~~were~~U.S. indollar ~~effect~~exchange ~~during~~rate ~~the years~~would ~~ended~~impact ~~December 31,~~our ~~2024~~annual revenue and ~~2023,~~EBITDA ~~would~~by ~~have~~approximately ~~had a~~ $2319.30 million and $149.~~3 million~~0 ~~impact on revenues for the years ended December 31~~million, ~~2024 and 2023,~~ respectively.

We have operations in Canada and, where significant, we have quantified and described the impact of foreign currency translation on components of income, including operating revenue and operating costs. However, the impact of foreign currency has not materially affected our results of operations in 2024 or 2023. A $0.01 change in the Canadian dollar to U.S. dollar exchange rate would impact our annual revenue and EBITDA by approximately $19.0 million and $9.0 million, respectively.

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ITEM 8. FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA

INDEX TO CONSOLIDATED FINANCIAL STATEMENTS

WASTE CONNECTIONS, INC.


	Page
Report of Independent Registered Public Accounting Firm (PCAOB ID Number 248)	8179
Consolidated Balance Sheets as of December 31, 2024 and 2023	85
Consolidated Balance Sheets as of December 31, 2025 and 2024	83
Consolidated Statements of Net Income for the years ended December 31, 2024, 2023 and 2022	86
Consolidated Statements of Net Income for the years ended December 31, 2025, 2024 and 2023	84
Consolidated Statements of Comprehensive Income for the years ended December 31, 2024, 2023 and 2022	87
Consolidated Statements of Comprehensive Income for the years ended December 31, 2025, 2024 and 2023	85
Consolidated Statements of Equity for the years ended December 31, 2024, 2023 and 2022	88
Consolidated Statements of Equity for the years ended December 31, 2025, 2024 and 2023	86
Consolidated Statements of Cash Flows for the years ended December 31, 2024, 2023 and 2022	90
Consolidated Statements of Cash Flows for the years ended December 31, 2025, 2024 and 2023	88
Notes to Consolidated Financial Statements	9290
Financial Statement Schedule	150

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Report of Independent Registered Public Accounting Firm

Board of Directors and Shareholders

Waste Connections, Inc.

Opinion on the financial statements

We have audited the accompanying consolidated balance sheets of Waste Connections, Inc. (an Ontario, Canada corporation) and subsidiaries (the “Company”) as of December 31, ~~2024~~2025 and ~~2023~~2024, the related consolidated statements of net income, comprehensive income, equity, and cash flows for each of the three years in the period ended December 31, ~~2024~~2025, and the related notes and financial statement schedule included under Item 15(a) (collectively referred to as the “consolidated financial statements”). In our opinion, the consolidated financial statements present fairly, in all material respects, the financial position of the Company as of December 31, ~~2024~~2025 and ~~2023~~2024, and the results of its operations and its cash flows for each of the three years in the period ended December 31, ~~2024~~2025, in conformity with accounting principles generally accepted in the United States of America.

We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (“PCAOB”), the Company’s internal control over financial reporting as of December 31, ~~2024~~2025, based on criteria established in the 2013 Internal Control—Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (“COSO”), and our report dated February 1312, ~~2025~~2026 expressed an unqualified opinion.

Basis for opinion

These consolidated financial statements are the responsibility of the Company’s management. Our responsibility is to express an opinion on the Company’s consolidated financial statements based on our audits. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.

We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement, whether due to error or fraud. Our audits included performing procedures to assess the risks of material misstatement of the financial statements, whether due to error or fraud, and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements. Our audits also included evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the financial statements. We believe that our audits provide a reasonable basis for our opinion.

Critical audit matters

The critical audit matters communicated below are matters arising from the current period audit of the financial statements that were communicated or required to be communicated to the audit committee and that: (1) relate to accounts or disclosures that are material to the financial statements and (2) involved our especially challenging, subjective, or complex judgments. The communication of critical audit matters does not alter in any way our opinion on the financial statements, taken as a whole, and we are not, by communicating the critical audit matters below, providing separate opinions on the critical audit matters or on the accounts or disclosures to which they relate.

Landfill Accounting

As described further in Note 3 to the consolidated financial statements, the net present value of landfill final capping, closure and post-closure liabilities are calculated by estimating the total obligation in current dollars, inflating the

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obligation based upon the expected future date of the expenditures and discounting the inflated total to its present value using a credit-adjusted risk-free rate.

The principal consideration for our determination that landfill accounting represents a critical audit matter is the judgments and estimates associated with management’s determination of the liability due to the nature of the inputs and significant assumptions used in the process including the discount rate, inflation rate, depletion rates, accretion rates, survey data, acreage information, estimated permitted airspace, estimated deemed airspace, and remaining airspace and probability of landfill expansions, all of which can have a significant impact on the calculation of the final capping, closure and post-closure liability. Auditing the net present value of the obligation ~~involved~~involves a high degree of subjectivity, auditor judgment and effort in evaluating management’s assumptions primarily due to the complexity of the models used to measure the landfill liability, as well as the sensitivity of the underlying significant assumptions. Our audit procedures related to the accounting for the final capping, closure and post closure liability included the following, among others:

●

We tested the design and operating effectiveness of key controls related to landfill accounting, including controls relating to management’s development of discount rate, inflation rate, depletion rates, accretion rates, survey data, acreage information, estimated permitted airspace, estimated deemed airspace, remaining airspace, and probability of landfill expansions;

●

We assessed the qualifications and competence of management and the third-party specialists used to provide the inputs used in developing the models;

● We tested key inputs such as discount rate, inflation rate, depletion rates, accretion rates, survey data, acreage information, estimated permitted airspace, estimated deemed airspace, remaining airspace, estimated costs for final capping, closure and post-closure obligations and probability of landfill expansions;

●

We tested mathematical accuracy of the calculations for a selection of the models;

●

We obtained and reviewed the associated permits for a selection of landfill models to further validate certain inputs used in the models;

●

We compared previously deemed expansion amounts to the subsequent actual permitted amounts;

●

We obtained and reviewed supporting documentation to support management’s criteria for deemed expansions;

● We evaluated the fair value allocation of assumed ~~liabilities~~liability for ~~landfills~~the landfill acquired in a business ~~combinations~~combination; and

● We tested ~~the~~management’s ~~accuracy~~assessment of ~~one-time~~the ~~charges~~completeness ~~taken~~and ataccuracy aof ~~landfill~~the ~~including key inputs such as:~~ estimated ~~capital~~closure and ~~operating~~post ~~expenses~~closure ~~associated~~costs ~~with~~for ~~the~~a recently closed landfill’s. ~~increased~~Our ~~leachate~~procedures ~~generation,~~included ~~the~~evaluating ~~estimated~~management’s ~~timing~~determination of ~~the~~whether ~~completion~~current ofperiod ~~such~~estimates ~~events,~~are ~~and~~appropriate ~~changes~~based inon the ~~timing~~status ~~and amount~~ of closure activities, and ~~post~~any ~~closure~~other ~~costs~~developments ~~associated~~that ~~with~~may ~~closing~~affect the ~~landfill~~remaining post closure obligations.

Valuation of intangible assets in business combinations

As described further in Note 8 to the consolidated financial statements, the Company acquired 2419 businesses during ~~2024~~2025. These transactions were accounted for as business combinations in accordance with ASC 805, Business Combinations. The principal consideration for our determination that the accounting for these acquisitions represents a critical audit matter, is the judgments and assumptions associated with management’s determination of the fair value of intangible assets acquired, including fair value determinations related to recycling and transfer station permits, residential and commercial customer lists, and long-term contracts, all of which are recorded as intangible assets. Auditing the fair value of these assets involved a high degree of subjectivity, auditor judgment and effort in evaluating management’s significant assumptions, primarily due to the complexity of the valuation models used to measure the fair value of the aforementioned intangible assets, as well as the sensitivity of the underlying significant assumptions. The Company used a discounted cash flow model to estimate the fair values of the intangible assets, which included assumptions such as discount rate, revenue growth rates, operating expenses, earnings before interest, taxes, depreciation and amortization (“EBITDA”) margins, capital expenditures, customer turnover rates, and contributory asset charges (as applicable) that

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form the basis of the forecasted results. These significant assumptions are forward-looking and could be affected by future economic and market conditions.

The audit procedures related to the accounting for the acquisitions included the following, among others:

● We tested the design and operating effectiveness of key controls related to the accounting for the ~~2024~~2025 acquisitions, including controls relating to management’s development of forecasts for discount rates, revenue growth rates, operating expenses, EBITDA margins, capital expenditures, customer turnover rates and contributory asset charges;

●

We assessed the qualifications and competence of management and evaluated the methodologies used to determine the fair value of the intangible assets;

●

We obtained and tested a selection of purchase price allocations from management;

●

We tested the assumptions used within the discounted cash-flow models to estimate the fair value of the intangible assets which included assumptions such as discount rate, revenue growth rate, operating expenses, EBITDA margin, capital expenditures, customer turnover rate and contributory asset charges;

●

We tested the Company’s ability to forecast future cash flows for acquired businesses by reviewing actual results in the first year after being acquired compared to amounts forecasted when the fair values of acquired assets and liabilities were determined;

●

We utilized an internal valuation specialist to assist the engagement team in evaluating: the methodologies used and whether they were acceptable for the underlying acquisitions and whether such methodologies were being applied correctly, the appropriateness of the discount rate used by performing a sensitivity analysis, and the qualifications of the valuation specialist engaged by the Company based on their credentials and experience; and

●

We evaluated the consistency of significant inputs utilized in all business combinations to evaluate inputs utilized among intangible asset valuation models.

/s/ GRANT THORNTON LLP

We have served as the Company’s auditor since 2017.

Houston, Texas

February 1312, ~~2025~~2026

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Report of Independent Registered Public Accounting Firm

Board of Directors and Shareholders

Waste Connections, Inc.

Opinion on internal control over financial reporting

We have audited the internal control over financial reporting of Waste Connections, Inc. (an Ontario, Canada corporation) and subsidiaries (the “Company”) as of December 31, ~~2024~~2025, based on criteria established in the 2013 Internal Control—Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (“COSO”). In our opinion, the Company maintained, in all material respects, effective internal control over financial reporting as of December 31, ~~2024~~2025, based on criteria established in the 2013 Internal Control—Integrated Framework issued by COSO.

We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (“PCAOB”), the consolidated financial statements of the Company as of and for the year ended December 31, ~~2024~~2025, and our report dated February 1312, ~~2025~~2026 expressed an unqualified opinion on those financial statements.

Basis for opinion

The Company’s management is responsible for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting, included in the accompanying Management’s Report on Internal Control over Financial Reporting. Our responsibility is to express an opinion on the Company’s internal control over financial reporting based on our audit. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.

We conducted our audit in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects. Our audit included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, testing and evaluating the design and operating effectiveness of internal control based on the assessed risk, and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion.

Definition and limitations of internal control over financial reporting

A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.

Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.

/s/ GRANT THORNTON LLP

Houston, Texas

February 1312, ~~2025~~2026

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WASTE CONNECTIONS, INC.

CONSOLIDATED BALANCE SHEETS

(IN THOUSANDS OF U.S. DOLLARS, EXCEPT SHARE AND PER SHARE AMOUNTS)


	December 31,
	~~2024~~2025		~~2023~~2024
ASSETS
Current assets:
Cash and equivalents	$	6245,~~366~~968	$	7862,~~399~~366
Accounts receivable, net of allowance for credit losses of $25,730 and $23,553 at December 31, 2024 and 2023, respectively		935,027		856,953
Accounts receivable, net of allowance for credit losses of $21,402 and $25,730 at December 31, 2025 and 2024, respectively		1,024,992		935,027
Prepaid expenses and other current assets		~~229~~240,~~519~~603		~~206~~229,~~433~~519
Total current assets		1,~~226~~311,~~912~~563		1,~~141~~226,~~785~~912

Restricted cash		~~135~~183,~~807~~612		~~105~~135,~~639~~807
Restricted investments		7880,~~126~~757		7078,~~350~~126
Property and equipment, net		8,~~035~~733,~~929~~327		78,~~228~~035,~~331~~929
Operating lease right-of-use assets		~~308~~312,~~198~~508		~~261~~308,~~782~~198
Goodwill		78,~~950~~392,~~406~~249		7,~~404~~950,~~400~~406
Intangible assets, net		12,~~991~~006,~~619~~200		1,~~603~~991,~~541~~619
Other assets, net		90109,~~812~~147		~~100~~90,~~048~~812
Total assets	$	1921,~~817~~129,~~809~~363	$	1719,~~915~~817,~~876~~809
LIABILITIES AND EQUITY
Current liabilities:
Accounts payable	$	~~637~~765,~~371~~227	$	~~642~~637,~~455~~371
Book overdraft		14,~~628~~674		14,~~855~~628
Deferred revenue		~~382~~416,~~501~~025		~~355~~382,~~203~~501
Accrued liabilities		~~736~~810,~~824~~367		~~521~~736,~~428~~824
Current portion of operating lease liabilities		4044,~~490~~272		3240,~~533~~490
Current portion of contingent consideration		5965,~~169~~029		9459,~~996~~169
Current portion of long-term debt and notes payable		78,~~851~~667		267,~~462~~851
Total current liabilities		12,~~878~~124,~~834~~261		1,~~687~~878,~~932~~834

Long-term portion of debt and notes payable		8,~~072~~811,~~928~~104		68,~~724~~072,~~771~~928
Long-term portion of operating lease liabilities		~~272~~267,~~107~~000		~~238~~272,~~440~~107
Long-term portion of contingent consideration		2719,~~993~~667		2027,~~034~~993
Deferred income taxes		~~958~~1,~~340~~085,613		1958,~~022,480~~340
Other long-term liabilities		~~747~~576,~~253~~337		~~524~~747,~~438~~253
Total liabilities		1112,~~957~~883,~~455~~982		1011,~~218~~957,~~095~~455

Commitments and contingencies (Note 13)

Equity:
Common shares: 258,067,487 shares issued and 258,019,389 shares outstanding at December 31, 2024; 257,659,921 shares issued and 257,600,479 shares outstanding at December 31, 2023		3,283,161		3,276,661
Common shares: Unlimited shares authorized; 255,661,011 shares issued and 255,614,663 shares outstanding at December 31, 2025; 258,067,487 shares issued and 258,019,389 shares outstanding at December 31, 2024		2,783,431		3,283,161
Additional paid-in capital		~~325~~373,~~928~~239		~~284~~325,~~284~~928
Accumulated other comprehensive loss		(~~205~~111,~~740~~044)		(9205,~~826~~740)
Treasury shares: 48,098 and 59,442 shares at December 31, 2024 and 2023, respectively		—		—
Treasury shares: 46,348 and 48,098 shares at December 31, 2025 and 2024, respectively		—		—
Retained earnings		45,~~457~~199,~~005~~755		4,~~141~~457,~~690~~005
Total Waste Connections’ equity		7,860,354		7,692,809
Total Waste Connections' equity		8,245,381		7,860,354
Noncontrolling interest in subsidiaries		—		~~4,972~~—
Total equity		78,~~860~~245,~~354~~381		7,~~697~~860,~~781~~354
Total liabilities and equity	$	1921,~~817~~129,~~809~~363	$	1719,~~915~~817,~~876~~809

The accompanying notes are an integral part of these consolidated financial statements.

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WASTE CONNECTIONS, INC.

CONSOLIDATED STATEMENTS OF NET INCOME

(IN THOUSANDS OF U.S. DOLLARS, EXCEPT SHARE AND PER SHARE AMOUNTS)


	Years Ended December 31,
	~~2024~~2025		~~2023~~2024		~~2022~~2023
Revenues	$	89,~~919~~466,~~591~~915	$	8,~~021~~919,~~951~~591	$	78,~~211~~021,~~859~~951
Operating expenses:
Cost of operations		5,~~191~~455,~~706~~382		45,~~744~~191,~~513~~706		4,~~336~~744,~~012~~513
Selling, general and administrative		~~883~~959,~~445~~544		~~799~~883,~~119~~445		~~696~~799,~~467~~119
Depreciation		~~974~~1,~~001~~030,565		~~845~~974,~~638~~001		~~763~~845,~~285~~638
Amortization of intangibles		~~189~~201,~~768~~541		~~157~~189,~~573~~768		~~155~~157,~~675~~573
Impairments and other operating items		~~613~~109,~~012~~709		~~238~~613,~~796~~012		18238,~~230~~796
Operating income		1,~~067~~710,~~659~~174		1,~~236~~067,~~312~~659		1,~~242~~236,~~190~~312

Interest expense		(~~326~~334,~~804~~551)		(~~274~~326,~~642~~804)		(~~202~~274,~~331~~642)
Interest income		1112,~~607~~139		911,~~350~~607		59,~~950~~350
Other income, net		1030,~~471~~154		1210,~~481~~471		312,~~154~~481
Income before income tax provision		~~762~~1,~~933~~417,916		~~983~~762,~~501~~933		1983,~~048,963~~501

Income tax provision		(~~146~~341,~~363~~359)		(~~220~~146,~~675~~363)		(~~212~~220,~~962~~675)
Net income		~~616~~1,~~570~~076,557		~~762~~616,~~826~~570		~~836~~762,~~001~~826
Plus (less): Net loss (income) attributable to noncontrolling interests		~~1,003~~—		~~(26)~~1,003		(~~339~~26)
Net income attributable to Waste Connections	$	~~617~~1,~~573~~076,557	$	~~762~~617,~~800~~573	$	~~835~~762,~~662~~800

Earnings per common share attributable to Waste Connections’ common shareholders:
Basic	$	24.3918	$	2.9639	$	32.2596
Diluted	$	24.3917	$	2.9539	$	32.2495

Shares used in the per share calculations:
Basic		257,~~965~~323,~~871~~595		257,~~551~~965,~~129~~871		257,~~383~~551,~~578~~129
Diluted		~~258~~257,~~662~~976,~~190~~741		258,~~149~~662,~~244~~190		258,~~038~~149,~~801~~244

Cash dividends per common share	$	1.~~170~~295	$	1.~~050~~170	$	01.~~945~~050

The accompanying notes are an integral part of these consolidated financial statements.

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WASTE CONNECTIONS, INC.

CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME

(IN THOUSANDS OF U.S. DOLLARS)


	~~Years~~ ~~Ended~~ ~~December 31,~~	Years Ended December 31,
	~~2024~~	2025		~~2023~~	2024		~~2022~~	2023
Net income	$	~~616,570~~$	1,076,557	$	~~762,826~~$	616,570	$	~~836,001~~$	762,826

Other comprehensive income (loss), before tax:
Interest rate swap amounts reclassified into interest expense		~~(20,467)~~	(10,792)		~~(19,607)~~	(20,467)		~~6,551~~	(19,607)
Changes in fair value of interest rate swaps		~~11,607~~	(1,418)		~~10,588~~	11,607		~~76,336~~	10,588
Foreign currency translation adjustment		~~(189,402)~~	103,670		~~53,633~~	(189,402)		~~(157,336)~~	53,633
Other comprehensive income (loss), before tax		~~(198,262)~~	91,460		~~44,614~~	(198,262)		~~(74,449)~~	44,614
Income tax expense (benefit) related to items of other comprehensive income (loss)		2,348			2,390			(21,965)
Income tax benefit related to items of other comprehensive income			3,236			2,348			2,390
Other comprehensive income (loss), net of tax		~~(195,914)~~	94,696		~~47,004~~	(195,914)		~~(96,414)~~	47,004
Comprehensive income		~~420,656~~	1,171,253		~~809,830~~	420,656		~~739,587~~	809,830
Plus (less): Comprehensive loss (income) attributable to noncontrolling interests		~~1,003~~	—		~~(26)~~	1,003		~~(339)~~	(26)
Comprehensive income attributable to Waste Connections	$	~~421,659~~$	1,171,253	$	~~809,804~~$	421,659	$	~~739,248~~$	809,804

The accompanying notes are an integral part of these consolidated financial statements.

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WASTE CONNECTIONS, INC.

CONSOLIDATED STATEMENTS OF EQUITY

YEARS ENDED DECEMBER 31, ~~2022~~2023, ~~2023~~2024 AND ~~2024~~2025

(IN THOUSANDS OF U.S. DOLLARS, EXCEPT SHARE AMOUNTS)


	WASTE CONNECTIONS' EQUITY
						ACCUMULATED
				ADDITIONAL		OTHER
	COMMON SHARES			PAID-IN		COMPREHENSIVE		TREASURY SHARES			RETAINED		NONCONTROLLING
	SHARES	AMOUNT		CAPITAL		INCOME (LOSS)		SHARES	AMOUNT		EARNINGS		INTERESTS		TOTAL
Balances at December 31, 2021	260,212,496	$	3,693,027	$	199,482	$	39,584	70,662	$	—	$	3,056,845	$	4,607	$	6,993,545
Balances at December 31, 2022	257,145,716	$	3,271,958	$	244,076	$	(56,830)	65,459	$	—	$	3,649,494	$	4,946	$	7,113,644
Sale of common shares held in trust	56,~~203~~017		~~660~~794		—		—	(56,~~203~~017)		—		—		—		~~660~~794
Vesting of restricted share units	318,851		—		—		—	—		—		—		—		—
Vesting of performance-based restricted share units	57,677		—		—		—	—		—		—		—		—
Restricted share units released from deferred compensation plan	19,509		—		—		—	—		—		—		—		—
Tax withholdings related to net share settlements of equity-based compensation	(210,700)		—		(18,358)		—	—		—		—		—		(18,358)
Equity-based compensation	—		—		62,952		—	—		—		—		—		62,952
Exercise of warrants	104,253		—		—		—	—		—		—		—		—
Issuance of shares under employee share purchase plan	26,582		3,270		—		—	—		—		—		—		3,270
Repurchase of common shares	(3,388,155)		(424,999)		—		—	—		—		—		—		(424,999)
Cash dividends on common shares	—		—		—		—	—		—		(243,013)		—		(243,013)
Amounts reclassified into earnings, net of taxes	—		—		—		4,815	—		—		—		—		4,815
Changes in fair value of cash flow hedges, net of taxes	—		—		—		56,107	—		—		—		—		56,107
Foreign currency translation adjustment	—		—		—		(157,336)	—		—		—		—		(157,336)
Net income	—		—		—		—	—		—		835,662		339		836,001
Balances at December 31, 2022	257,145,716		3,271,958		244,076		(56,830)	65,459		—		3,649,494		4,946		7,113,644
Sale of common shares held in trust	6,017		794		—		—	(6,017)		—		—		—		794
Vesting of restricted share units	378,121		—		—		—	—		—		—		—		—
Vesting of performance-based restricted share units	195,665		—		—		—	—		—		—		—		—
Restricted share units released from deferred compensation plan	32,223		—		—		—	—		—		—		—		—
Tax withholdings related to net share settlements of equity-based compensation	(353,385)		—		(31,009)		—	—		—		—		—		(31,009)
Equity-based compensation	—		—		71,217		—	—		—		—		—		71,217
Exercise of warrants	166,314		—		—		—	—		—		—		—		—
Issuance of shares under employee share purchase plan	29,808		3,909		—		—	—		—		—		—		3,909
Cash dividends on common shares	—		—		—		—	—		—		(270,604)		—		(270,604)
Amounts reclassified into earnings, net of taxes	—		—		—		(14,411)	—		—		—		—		(14,411)
Changes in fair value of cash flow hedges, net of taxes	—		—		—		7,782	—		—		—		—		7,782
Foreign currency translation adjustment	—		—		—		53,633	—		—		—		—		53,633
Net income	—		—		—		—	—		—		762,800		26		762,826
Balances at December 31, 2023	257,600,479	$	3,276,661	$	284,284	$	(9,826)	59,442	$	—	$	4,141,690	$	4,972	$	7,697,781
Sale of common shares held in trust	11,344		2,014		—		—	(11,344)		—		—		—		2,014
Vesting of restricted share units	343,530		—		—		—	—		—		—		—		—
Vesting of performance-based restricted share units	153,555		—		—		—	—		—		—		—		—
Vesting of deferred share units	4,602		—		—		—	—		—		—		—		—
Restricted share units released from deferred compensation plan	19,149		—		—		—	—		—		—		—		—
Tax withholdings related to net share settlements of equity-based compensation	(329,155)		—		(32,928)		—	—		—		—		—		(32,928)
Equity-based compensation	—		—		74,603		—	—		—		—		—		74,603
Exercise of warrants	186,629		—		—		—	—		—		—		—		—
Issuance of shares under employee share purchase plan	29,256		4,486		—		—	—		—		—		—		4,486
Cash dividends on common shares	—		—		—		—	—		—		(302,258)		—		(302,258)
Amounts reclassified into earnings, net of taxes	—		—		—		(15,043)	—		—		—		—		(15,043)
Changes in fair value of cash flow hedges, net of taxes	—		—		—		8,531	—		—		—		—		8,531
Foreign currency translation adjustment	—		—		—		(189,402)	—		—		—		—		(189,402)
Purchase of noncontrolling interests	—		—		(31)		—	—		—		—		(3,969)		(4,000)
Net income (loss)	—		—		—		—	—		—		617,573		(1,003)		616,570
Balances at December 31, 2024	258,019,389	$	3,283,161	$	325,928	$	(205,740)	48,098	$	—	$	4,457,005	$	—	$	7,860,354

The accompanying notes are an integral part of these consolidated financial statements.

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WASTE CONNECTIONS, INC.

CONSOLIDATED STATEMENTS OF EQUITY

YEARS ENDED DECEMBER 31, ~~2022~~2023, ~~2023~~2024 AND ~~2024~~2025

(IN THOUSANDS OF U.S. DOLLARS, EXCEPT SHARE AMOUNTS)


	WASTE CONNECTIONS' EQUITY
						ACCUMULATED
				ADDITIONAL		OTHER
	COMMON SHARES			PAID-IN		COMPREHENSIVE		TREASURY SHARES			RETAINED		NONCONTROLLING
	SHARES	AMOUNT		CAPITAL		INCOME (LOSS)		SHARES	AMOUNT		EARNINGS		INTERESTS		TOTAL
Balances at December 31, 2023	257,600,479	$	3,276,661	$	284,284	$	(9,826)	59,442	$	—	$	4,141,690	$	4,972	$	7,697,781
Sale of common shares held in trust	11,344		2,014		—		—	(11,344)		—		—		—		2,014
Vesting of restricted share units	343,530		—		—		—	—		—		—		—		—
Vesting of performance-based restricted share units	153,555		—		—		—	—		—		—		—		—
Vesting of deferred share units	4,602		—		—		—	—		—		—		—		—
Restricted share units released from deferred compensation plan	19,149		—		—		—	—		—		—		—		—
Tax withholdings related to net share settlements of equity-based compensation	(329,155)		—		(32,928)		—	—		—		—		—		(32,928)
Equity-based compensation	—		—		74,603		—	—		—		—		—		74,603
Exercise of warrants	186,629		—		—		—	—		—		—		—		—
Issuance of shares under employee share purchase plan	29,256		4,486		—		—	—		—		—		—		4,486
Cash dividends on common shares	—		—		—		—	—		—		(302,258)		—		(302,258)
Amounts reclassified into earnings, net of taxes	—		—		—		(15,043)	—		—		—		—		(15,043)
Changes in fair value of cash flow hedges, net of taxes	—		—		—		8,531	—		—		—		—		8,531
Foreign currency translation adjustment	—		—		—		(189,402)	—		—		—		—		(189,402)
Purchase of noncontrolling interests	—		—		(31)		—	—		—		—		(3,969)		(4,000)
Net income (loss)	—		—		—		—	—		—		617,573		(1,003)		616,570
Balances at December 31, 2024	258,019,389	$	3,283,161	$	325,928	$	(205,740)	48,098	$	—	$	4,457,005	$	—	$	7,860,354
Sale of common shares held in trust	1,750		323		—		—	(1,750)		—		—		—		323
Vesting of restricted share units	356,198		—		—		—	—		—		—		—		—
Vesting of performance-based restricted share units	87,964		—		—		—	—		—		—		—		—
Restricted share units released from deferred compensation plan	888		—		—		—	—		—		—		—		—
Tax withholdings related to net share settlements of equity-based compensation	(241,357)		—		(31,809)		—	—		—		—		—		(31,809)
Equity-based compensation	—		—		79,120		—	—		—		—		—		79,120
Exercise of warrants	116,456		—		—		—	—		—		—		—		—
Issuance of shares under employee share purchase plan	32,150		5,464		—		—	—		—		—		—		5,464
Repurchase of common shares	(2,758,775)		(505,517)		—		—	—		—		—		—		(505,517)
Cash dividends on common shares	—		—		—		—	—		—		(333,807)		—		(333,807)
Amounts reclassified into earnings, net of taxes	—		—		—		(7,932)	—		—		—		—		(7,932)
Changes in fair value of cash flow hedges, net of taxes	—		—		—		(1,042)	—		—		—		—		(1,042)
Foreign currency translation adjustment	—		—		—		103,670	—		—		—		—		103,670
Net income	—		—		—		—	—		—		1,076,557		—		1,076,557
Balances at December 31, 2025	255,614,663	$	2,783,431	$	373,239	$	(111,044)	46,348	$	—	$	5,199,755	$	—	$	8,245,381

The accompanying notes are an integral part of these consolidated financial statements.

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WASTE CONNECTIONS, INC.

CONSOLIDATED STATEMENTS OF CASH FLOWS

(IN THOUSANDS OF U.S. DOLLARS)


	~~Years Ended December 31,~~	Years Ended December 31,
	~~2024~~	2025		~~2023~~	2024		~~2022~~	2023
CASH FLOWS FROM OPERATING ACTIVITIES:
Net income	$	~~616,570~~$	1,076,557	$	~~762,826~~$	616,570	$	~~836,001~~$	762,826
Adjustments to reconcile net income to net cash provided by operating activities:
Loss from disposal of assets, impairments and other		~~122,641~~	113,555		~~38,877~~	122,641		~~9,519~~	38,877
Adjustment to closure and post-closure liabilities		~~480,786~~	—		~~159,547~~	480,786		—	159,547
Depreciation		~~974,001~~	1,030,565		~~845,638~~	974,001		~~763,285~~	845,638
Amortization of intangibles		~~189,768~~	201,541		~~157,573~~	189,768		~~155,675~~	157,573
Deferred income taxes, net of acquisitions		~~(57,285)~~	116,654		~~6,329~~	(57,285)		~~93,481~~	6,329
Current period provision for expected credit losses		~~20,243~~	14,493		~~17,430~~	20,243		~~17,353~~	17,430
Amortization of debt issuance costs		~~10,007~~	8,383		~~6,483~~	10,007		~~5,454~~	6,483
Share-based compensation		~~77,885~~	79,448		~~70,436~~	77,885		~~63,485~~	70,436
Interest accretion		~~36,001~~	51,500		~~22,720~~	36,001		~~17,668~~	22,720
Payment of contingent consideration recorded in earnings		~~(35,035)~~	(400)		—	(35,035)		~~(2,982)~~	—
Adjustments to contingent consideration		~~(3)~~	(6,215)		~~30,367~~	(3)		~~(1,030)~~	30,367
Other		~~2,656~~	(7,845)		~~(3,943)~~	2,656		~~(8,217)~~	(3,943)
Changes in operating assets and liabilities, net of effects from acquisitions:
Accounts receivable, net		~~(10,646)~~	(68,056)		~~(20,630)~~	(10,646)		~~(100,546)~~	(20,630)
Prepaid expenses and other current assets		~~(14,360)~~	(13,225)		~~10,262~~	(14,360)		~~(752)~~	10,262
Accounts payable		~~(33,323)~~	57,080		~~32,327~~	(33,323)		~~192,850~~	32,327
Deferred revenue		~~18,235~~	27,326		~~26,519~~	18,235		~~42,252~~	26,519
Accrued liabilities		~~90,035~~	54,369

Filing Compare · Waste Connections, Inc.