Hi, there. My name is Ofer Vicus. I'm the CEO and co-founder of Aduro Clean Technologies. Good afternoon. Thank you very much for having me. I'm here to show you Aduro and present a little bit of the work, the recent work that we've been doing. Aduro is basically the main thrust right now is in the chemical recycling space, but it's a platform technology. I'll explain a little bit about the technology, how it's really unique in this market, how we see the market size, and of course, we'll take it from there to towards commercialization, so try to help you to understand how we are commercializing.
There's a lot of time for questions, so if you do have, sir, any questions, I'll be happy to talk and answer about that. Of course, we are a public company. We have been started in 2011. We've been uplisted to the CSE in April 2021. And just recently, on November 7, we've been uplisted to the NASDAQ. It was a good journey so far. And part of this journey is, I believe, our execution. Part of it is the thrust that we gained from our shareholders. And I'll try to convey all of it here right now. So what is a platform chemical technology?
We basically recognize a phenomenon as early as 2011 in the heavy oil space, where the catalysts that are the metals that are involved in the heavy oil act as a catalyst. And we found out that if you, under our condition, if you have an increased percentage of catalysts of metals in the heavy oil, you basically help to upgrade the crude. You basically create a heavy crude and lighter crude. And we later found out that if we use materials such as glycerol, ethanol, cellulose, basically we're creating what is equivalent to hydrogenation.
So most of the organizations in our space that needs to deal with heavy oil or plastic recycling or renewable oil or tire rubbers, they need to do two things. The first, they need to use a lot of heat. And second, they need some form of hydrogenation. You may have heard of blue hydrogen, green hydrogen. Any hydrogen is a big no-no. How about no hydrogen? That's what we have. For that reason, the technology really has different industry sectors with a very large addressable market. We're a very rich IP company. To this day, we have about 10 patents. Seven of them are granted.
Three of them are in the process. But more importantly, the first patent I think that we recognized in this space was as early as 1930. So this is a very saturated space for us to come in over the last 10 years and develop patents, literally almost every year a patent. It's a big thing. So if you know nothing about the company, just looking at the IP scale and what we're doing there should do something. I'll just move on and speak a little bit about chemical recycling. And so chemical recycling is quite an interesting sector. I remind you that we have other sectors such as bitumen, upgrading bitumen renewable oil.
All of this, we will speak less today unless there'll be any questions. But in the chemical recycling, basically, there is several approaches to break waste plastic. The main one is called pyrolysis. And basically, it's a heat-motivated approach. That means that in order to do something with waste plastic, which contains different types of chemical components altogether, you put really a lot of heat into it, and later you deal with the consequences of that. Basically, you're breaking up the molecules.
All the companies that you see behind, underneath this, those are companies that are taking the same approach. So our approach, which is for the first time after many, many years, the one where we realized that we have a little bit of a catalyst that is already available at very low value, and then material that allows us to not use any hydrogen called the chemolysis. And beneath those companies, just to give you an idea, this is, let me see if this is working. This would be SABIC. Quantafuel used to be associated with BASF. Honeywell, I'm sure lots of you have heard before.
This would be Dow Chemical, so there's a lot of large organizations that are playing in this field. The Aduro technology that is dealing specifically with waste plastic is superior in performance to all of them. We're basically operating in a lower energy mode. We basically have a little bit more ability to take on contamination. Our yield is larger, and the product that we're producing has high quality. The reason being, and this is just to give you an idea, if organizations are dealing with waste plastic, there is a lot of sorting that needs to be done at the beginning.
And then there is hydrogenation, so a lot of capital intensity that you need to put at the end in order to come to where you want to be, and we're selling basically commodity product. Our taking more contaminated material means that we can deal with lower value feedstock. Our giving up on the hydrogen injection means that we have a little bit more margin on the upper hand to sell the product. That means we have a leeway to work, which is unique.
The other side of it is that basically the technology, because of that, let's say, independent form, could be scaled up rather than scaled down, so most of the organizations that you see here are dealing with centralized location because you have to take a lot of material. You bring it in, you sort it, you shred it, you do something with it, and normally, most of them are dealing and trying to take the best of the best of the material, so we call it about 90% of polyolefin and 10% contamination.
The Aduro process could do 90% polyolefin, but we can also do 85%, and we can work a little bit below that to the 80%. So that's a very impactful item when we're speaking about our process. But I want to be clear, we're not trying to put 20% garbage in our reactor. We just have this ability to build small-scale dedicated units that are basically cheaper and much more cost-effective to anyone that is out there in the market. And I just gave you a little bit of the size of the players that we are dealing with. And in terms of the numbers, society is basically building about 400 million tons every year of that.
So there's a lot of it out there. And all the players that I mentioned to you control 1% of the market. The rest, this is a mechanical recycling aspect. And you can see really that Aduro has very little competition from those guys. In fact, the market of Aduro is that area of 49% that actually ends up in the landfill. And so we have this opportunity not to fight with everyone else about their waste or waste stream, but to take from areas that are actually vast and available there. Because of the benefit that we have in the technology, basically, we have this ability and flexibility to think different business models.
So imagine all of the organizations that I mentioned to you basically fighting for the best of the best. And we're talking about pricing on normal anywhere between $400-$600 a ton just to get some material. Imagine us can take material that is a little bit lower than that, maybe $200 a ton. That's point number one. Point number two, because we see there is flexibility in the technology to do all kinds of different business models, we see opportunities to do direct build-own-operate on smaller scales, the materials that otherwise have no future and would end up in the landfill.
Now, if we catch it before the landfill, we have direct access to revenue, and in this case, we are primarily a licensing model organization, but we see an opportunity to do build-own-operate on those opportunities and take on those advantages. I put this slide there out for you to see a little bit about how the value of the plastic evolved, and it starts, of course, with this, let's say, chemical organization that are producing some material. It goes to the designer, retail, sells it, and we guys, all of us, are buying it and later dump it out.
The question is, of course, what do you do after you dump this thing out? And so most of the organizations that I showed you before are normally dealing with one sector, one of them. They basically build solutions for those sectors. The benefit that we have in our technology is so large that we can basically build solutions to each sector. And we are, in fact, engaging in each one of those sectors. And the configuration flexibility that we have allows us to test those things. So now you know that, first of all, the technology is unique.
Second of all, that the market is very large. But third, the most important is that Aduro has this ability to move in all kinds of directions and dictate different business models that allow the company to thrive. And I put these slides to show you. Sorry, I'll take you back to, oh, let's see if it's working. Yeah. I put these slides to show you that basically when you're talking about waste plastic, this is the main area. This is where we have about three to seven Fortune 500 organizations. They are basically large organizations that are interested in processing waste plastic.
For example, Shell, for example, announced that in 2030, they want to process a million tons of that. Yeah. And so they're all looking at what we call post-consumer waste plastic, and they're looking at the lowest value that you can. There is another segment that is more of an industrial waste, which is a very specific sector. Cross-linked polymer could be one of them. We just signed an MOU with a company called Uponor, where we do some collaboration and testing, and we are a very good solution to there.
It's really, really hard material to process. And right now, we seem to have a really good solution to process it on a very sector-narrow base. And the segments that I mentioned that really have very little opportunity, they normally end up in those waste streams, is some segments that are very dedicated. We see opportunity to build-own-operate. And this is something I want to share with the investors. We know the licensing could take some time.
And for us to come and build one or two or three or several of those units on a really specific sector means that we are de-risking the company because we are generating revenue. So we don't want to wait for any one of those big organizations with a licensing deal. We know that it will happen, but we want to run through this and create some kind of revenue-generating. And in the next few months and years, we will be focusing some resources to build a small-scale unit that will address those solutions. But now you can see why if we are doing one or two of them, it's cut and paste.
You basically can take it and sell it everywhere. And you can see how the company suddenly could move on from one or two units to sell dozens or hundreds of those units in every form, where normally you would need to invest a lot of resources to build up your own main process. So in this market, a regular size of, I'd say, processing would be around 100,000 tons a year of processing material. In the Aduro process, we look at 25,000 tons. So if you have a project of 100,000 tons, we'll give you four. 75,000 tons will give you three.
200,000 tons will give you eight, of course, and we can play with it, and you do not have to commit all of those resources immediately. You can start with one or two and then move on, so there's a lot of flexibility. All of those benefits that we see around the technology give us, we integrate it in the business model in order to allow that benefit to the market and allow us to grow. Over the years, we create a relationship, and we're building our pipeline with customers. The Shell of the world, the Total of the world, those Fortune 500, it starts with evaluation of the technology.
Basically, we got the market not ready, and then it comes to a situation where they want to do some testing, and we have several of those right now that are paying. And then later, we announce that we are trying to move some of them to a collaboration, which is basically trying to focus more on customization of your solution to their end. Remember, we're still licensing primarily, and that's what we want to do.
And you, as investors, know that if we have some organization that does evaluation and you have something that are doing collaboration, we have better chances to succeed in the basically commercialization process. And this is messages that go through the company from the beginning up to the investors. And I think that level of execution actually shows it quite well. We already have a history of record of how we perform over the last few years. Every year, we come up with sets of simple milestones that add benefit to the company. Every year, we go and conquer them.
Investors, on the other hand, read the news, see what we're doing, gain the trust in the company. That's allowed us to grow, and this is an example of Total that has been doing some collaboration with us right now, and they're actually exactly what I told you. They start with just evaluation of the technology. Later, they increase the project, and now we're in the, sorry, technology evaluation. Now we're within the collaboration. I have only two or three more slides to show you guys. This is how we're thinking about the commercialization steps, so year 2025, super important year for us.
This is the year where we're building our pilot. That year, we're building a machine that is basically built on industrial components. It's a small-scale machine. We finished the design already last year. We started buying equipment a little bit way before we even finished the design. The goal is to commission this thing between September, as we speak now, and October. So we're going to have an up-and-running pilot that looks and feels industrial already now. We don't stop there. Part of our commitment to the investors is that we will move immediately and work on the larger-scale unit.
The larger-scale unit, which is a semi-commercial, is a ton per hour. We will finish the design of that ton per hour by the end of this year. We are now going to commit to some equipment that we're going to buy. We allocated in our finance about CAD 5 million to deal with this already last year with the last raise. Basically, it's like a lego. You guys, as investors, know that there is some kind of an energy where we're moving.
We're moving very carefully with how we're managing the projects. We do take a little bit of risk. We share this thing with you investors in order to show you how we're going to move in our commercialization phase. Eventually, we're looking at if this is a ton, commercial unit will be at the edge at the size of two to four tons an hour. For you guys that expect some news in this year, this is the things that we are going to do or have done this year. We are commissioning the pilot. We prepared the site for the pilot. Okay, office expansion. We have to do it because we're growing.
We are going to finish the complete of the demo unit of the design. You guys, this is the one ton per hour. You guys can read the news. If you know nothing about the company, you don't know what to do. Just follow the story and see if we are actually executing to what we say. We're going to decide on the location for the demo plant, and we're going to build on that location. Engineering company that will follow up to build it. We're doing everything we can to build this machine and be ready by the end of 2026, early 2027. Big day for us, November 7, where we uplist to the market.
This is Aduro employees, smart team. Some of them are with us for over 10 years. Really great moment for us because it's a moment for enlightenment to see how many people you impact in your process and how many are working with us along the way. Here is Mark, the Co-founder of the technology of the company and, of course, the rest of the management team, and folks, this is the last slide I want to show you. Very simple, straightforward, no debt in the company. We raised enough money. We're cashed up. Insider ownership are with 38%. Pretty strong and tight share structure.
Thank you very much. Let me know if you have any question. I'll be happy to tell you. We spent some time to just tell you how much cash we have. We know it's an important question for everyone, so we just had a raise, and in the 2020, is it May 31st? Books, we had about $7 million. So we're pretty okay in terms of the cash and how we're burning and making sure we're progressing. Any questions? Yes, for sure. I'm sorry?
[inaudible] 12 is a lot, but we're pretty okay for [inaudible]
Anywhere between 12. So yes, it's very dynamic. So we do not go head in front of a wall. We see what's coming at us, right? And so it's very dynamic. So right now, we have anywhere between 12 to 24 months runway. Now, as we continue with the execution and we can accelerate that, of course, we will burn more. If we'll hit some walls in the pilot, that unpredictable wall, we'll just come down and slow down. But so we have this ability to navigate a little bit.
So cashed up right now and intending to stay cashed up, but we'll see how the plans will go. In terms of the execution, we already, for example, the pilot is already funded. Just to give you an idea, we spend most of the money on the pilot right now. We're just building it right now. The next big thing for us is the demo unit, so it gives us a growth. The company was very steady over the last two, three years, so we started with an R&D three years ago. We built an operation two years ago, caught up with engineering last year and this year.
C-level guys are all more or less in the same place, so in terms of HR assets, it's all kind of more or less in the place. I feel the company is not complete, but it's getting there, and so there's no big surprises that we don't see right now. The demo plant? The demo plant is a few million CAD. I don't want to say because we never said, but not a lot, and it's all spending the money. I'll say above, let's say, 10 and below 20, just to give you an idea, and it's a little bit we're moving around, and this is really machines that are fairly cheap in our space.
Bringing a 25,000 tons to do a commodity product and dealing with such a hard waste plastic is, if you do it on the 25,000 rather than on 100,000, huge benefit in terms of your financial elasticity, your ability to move around. The big organization or the big plants are committed for long-term runs and have very little headway to show some flexibilities, where with us, it's not a lot because we have embedded in the technology this flexibility to deal with more or less contamination, so if the feedstock is changing, for example, we have more ability actually to deal with it without investing ourselves in large capital costs.
The business model is quite aggressive at this point of time. I haven't even talked about the environmental benefits. So if you imagine, if we're doing things like that, let's say we're taking very dedicated material, agricultural waste, for example, and it doesn't do all the transportation and running and the sorting, huge environmental benefit. We said out loud that before the pilot will be up and running, we will not show numbers for the environmental footprint and benefit because that will be just mixing up.
We try to stay very loyal to our performance. So once the pilot will be up and running, but it's very aggressive performance, basically. Yes, please.
Can you speak in regards to the cost differential between, say, the one ton pilot to then go to the two to four ton commercialization? So in terms of the cost difference?
Not a lot. Not a lot. So this is one ton. Imagine dealing with the technology is harder than this one ton. For us to go to two twice is not really a big jump, right? It's more in terms of the cost. It's more what you will see is that we will look for the opportunities where, for example, sites are already ready rather than we would prepare the sites. If you notice, if you looked at the market recently, some of it is suffering from the changes that is happening, basically. So for us, there are opportunities to look at. And we identify several areas where we can come in and actually grab opportunities and just focus on building the unit, for example.
So we think at this point of time, it's going to be we won't be walking in the park. We will need money, but it's not as aggressive as you can imagine. Basically, every time we would need money, we will come to the market. We will say it. We tend to raise money when we do not need it in the sense that we'll see if the stars align, if we see if there's enough information around the company, if things fit to our need.
If things will not align, we'll just hold down a little bit because we have this cash to decide when we want to do things, basically. So we will act aggressively or we will not. It depends on how the market will show its face towards us.