1 An Eaglefinger Enterprises Inc. Business Plan for the Non-Waste Tech. Division The Economic Use of...

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An Eaglefinge

r Enterprise

s Inc. Business Plan for the

Non-Waste Tech.

Division

The Economic Use of the Water Hyacinth (Eichhornia Crassipes) as

Agri-Industrial Products

Photo Copied with Permission from the University of Florida

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Table of Contents

Section 1: Introduction

1.1 The Problem

Problems Created by the Water Hyacinth

Geographical Areas Under Attack

Problems of Control

1.2 From Eradication to Use -- Solutions and Goals

1.3 List of Products

Section 2: Concept and Plan

2.1 The Business Concept

2.2 Locations

2.3 Phases and Planning

2.4 Schedule

Section 3: Resumes and Financial Information

3.1 Principle Executive Staff

3.2 Primary Consultants, Management and Process

3.3 Cost and Budget Plan

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The Destructive Aquatic Weed is Know as:

• the “Beautiful Blue Devil”

• A Pariah

• A Menace to Commerce

• A Plague


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1.1 Problems -- Problems Created by the Water Hyacinth

• Grows into dense impenetrable mats in fresh water

– May extend bank to bank

– Prevents transport of even large motorized boats

– Disrupts commercial fishing

– Damages infrastructure

• water supply pump stations

– Reduces bio-diversity

– Damages facilities

• Threatens Socio-economic Structure, Food Supply and Health

– Disrupts millions of people’s lives

• Threatens provision of fresh water

• Lowers the available food sources for people

– People have starved

• Prevents access to gardens, hunting areas, fishing areas, or market places

– People have died

• Due to reduced nutrition, degraded water, increased disease, and degraded environment

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Grows into dense impenetrable mats in fresh water


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1.1 Problems -- Geographical Areas Under Attack

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1.1 Problems -- Problems of Control

• Survivability of the Plant– Propagates in three ways

• Any cutting from the plant takes root and grows• Shoots a “runner” and begins a new plant• Self-pollinates if insects do not

– Seeds may number as many as 45 million per acre– Seeds can lay dormant for 15 years – Easily adapts to terrestrial environments – Now adapting to colder and colder climates– Fully grown in 6 weeks– Doubles area of coverage every five days

• Three (3) Means to Eradicate and Control– Chemical -- Reasons that chemically treating the Water Hyacinth is

ineffective:• temporary• counter productive• does more harm than good

– Biological -- Importing Water Hyacinth eating insects is ineffective because:

• These creatures become uncontrollable• Insects may cause other problems• Other means must be used to eradicate and control the insects

– Mechanical Harvesting -- Mechanical harvesting is good and bad• Good: areas that are repeatedly cleared slow the growth of the plant

as it becomes “tame”• Bad: creates large amounts of bio-waste material

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1.2 From Eradication to Use -- Mission: Turn the Water Hyacinth problem into a blessing.


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1.2 From Eradication to Use -- Solutions and Goals

Humanitarian Goal #1

1 Create Low Cost Housing For the Needy

– The Water Hyacinth plant is a low cost (50 to 75 percent less cost) and highly available source for building material such as:

• Particle board

• Cork-type board

• Insulation

• Acoustic board


2 Provide Medical Supplies and/or Medical Facilities

– The Water Hyacinth plant is a source for a large number of raw materials for medical applications and treatments


3 Provide for the Nutritional Requirements of the Needy

– The Water Hyacinth plant is a low cost and highly available source of food for both humans and domestic animals

– The Water Hyacinth plant is a source of many vitamins and minerals:

• Thiamin, riboflavin, niacin, vitamins A, E & B, pyroxidine HCI (B6), pantothenic acid, calcium iron, phosphorous, magnesium, zinc, copper, sodium, potassium and sulfur.

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1.2 From Eradication to Use -- Solutions and Goals, Continued

Humanitarian Goal #3, Continued

3. Provide for the Nutritional Requirements of the Needy

– The Water Hyacinth is a good source of protein and amino acids

• lysine, threonine, isoleucine, leucine, phenylalanine, tyrosine, valine, and arginine

– It would be easy to improve diets of rice, wheat and corn by adding the plant’s protein extracts, thus raising the protein level to over 30%, making bread a balanced diet

– Eliminate diseases caused by lack of proper nutrition

• In India, “kwashiorkor” is caused primarily by protein malnutrition

• Also in India, “marasmic-kwashiorkor” is caused by the lack of Vitamins A & B, iron, and proteins

• The Water Hyacinth contains the essentials for healthy growth, eyes and skin.


4. Help Provide Education

– The industries surrounding the Water Hyacinth plant will help fund educational programs

– Much low and high tech training will be required for individuals to be employed by the supporting industries

– The business goals include creating a learning organization for the work force

• To build technically competent workers

• To build leaders and managers from the pool of employees

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Educational VisionUltimate Earth/Non-Waste Tech. seeks to use technology to solve one of the world’s problems that hinder economic growth. In so doing, the people in poorer areas will have the opportunity to lift themselves from abject poverty and to participate in a rewarding way in the global economy. The Project will be designed to spawn an industry that will continue to grow with the development of new products and processes.

In order for the Project to have the desired positive impact, management and employees of the processing plants and cottage industries developed must act in accordance with the highest standards of equitable and ethical practice, the best business practices and exhibit an ongoing concern for the highest human rights applications.

Sample of Management CoursesThe Enterprise Management Model: Guide to Establishing, Managing and Improving the OrganizationEmployees as Assets: Selection, encouraging and development of employees The Team Based Approach to ManagementMarketing Unique ProductsSuppliers, Customers and Employees as Team MembersProduction Planning and SchedulingPurchasing and Warehouse ManagementApplied Chemical ProcessesComputer CommunicationsProject Management Sample of Technician/Engineering CoursesApplied Chemical Processes, Theory and PracticeStatistical Quality ControlWork Methods and MeasurementFacilities LayoutComputer Programming, Software and Maintenance

Employee/Technician CoursesWater Hyacinth Project and ProcessesThe Company Operating Principles and PracticesCommunicating in the CompanyEmployees on the Team, in the Company

Humanitarian Goal #4 -- Help Provide Education

Example of Employee Development Program

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1.2 From Eradication to Use -- Solutions and Goals,

ContinuedHumanitarian Goal #5

5. Creation of New Employment

– The employment opportunities are huge. The Water Hyacinth plant is a low cost and highly available source for many products, including food, medicine, housing products, clothing products, environmental restoration methods, and others.

– Employment of hundreds of native peoples initially

– Hundreds if not thousands of employees will be added as more processes are implemented

– Each product requires a workforce to perform many jobs:

• Harvesting wild plants

• Cultivating and harvesting medical and food grade domestic plants

• Preparing the plants for processing

• Processing of the plant into many different products

• Transporting many different products and raw materials

• Supporting related industry jobs

– Solution to waterway problems alone creates jobs

• Harvesting wild plants serves two purposes

– Raw material for the industries created

– Removal of a problem plant that cost millions of dollars each year in attempting eradication

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1.2 From Eradication to Use -- Solutions and Goals,

Continued

• Additional Health Related Environmental Goals

– Elimination of the natural impacts due to the plant itself

– Elimination of environmental impacts due to efforts of control

– Use of plant to treat waste water

• Other Business Goals

– To use the Water Hyacinth plant to create A strong business opportunity for the local people

• Create a force to empower humanitarian efforts

• To create good news

• To develop a family of companies that will be independent yet supportive of each other

• To create an employee-owned “organic” (not mechanistic) business that will perpetually support the people who work for the company as well as the community that surrounds it

• To develop a set of industries that will use the Water Hyacinth plant in a number of ways

• To generate income that will change the lives of people and can be used as seed money to expand the scope of the business to include other worthy business ventures

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1.3 List of Products

42 Different Initial ProductsNatural protein, vitamin, and mineral productsHuman foodsDomestic animal foodsCurrency grade paper pulpTextile fiber (second only to cotton at 1/2 the cost)Four different kinds of anti-bacterial solutionNon-toxic insecticides Non-toxic food preservatives (at 1/2 the cost)Medicinal alcoholWineBases for cosmeticsParticle, acoustic and cork boardsFeminine padsMany others

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PRODUCT DESCRIPTION

Currently raw materials for paper, protein and beta carotene (Vitamin A), as well as other products that can be created from the Water Hyacinth liquid, are expensive and hard to come by. In the case of paper these materials are at risk of depletion. The Water Hyacinth can easily and inexpensively be used to produce these materials.

To fully grasp the Hyacinth’s potential for economic utilization, we must first understand the plant itself. The Water Hyacinth is fully matured, ready to procreate in 28 days, its leaves and stems are tender and rich in protein and vitamins. As the plant ages, the more sinewy and fibrous it becomes. The older the plant, the more fiber it contains. It is not that the plant has one property or the other, but rather, the proportions of its properties tilt as the plant ages. For example, a young plant may contain 50% protein while an older plant may only contain 35%. The same goes for fiber -- a young plant contains digestible fiber and an older plant’s fiber is too tough to be digestible and therefore can be used for durable goods.

It takes at least 6 to 10 years before the average tree has grown sufficiently to be logged for the manufacture of paper pulp. In contrast, it takes a Water Hyacinth only 6 months to reach that same stage of development before it can be made into the Monsod Fiber. That fiber can then be used for a multitude of paper products, all requiring a minimum amount of processing and chemicals to arrive at a quality paper pulp at ¼ the cost of wood pulp. That is a 75% cost savings without even considering the environmental and ecological advantages.

The Monsod Fiber is particularly known for its long fiber quality, strength and absorbency. Its use for “specialty paper” has been validated by the National Aeronautics and Space Administration (NASA), USA, Printing Industries Research Association (PIRA), England and more recently by Hokuetsu Paper Manufacturing, Japan. It has already been tested and accepted for such products as bank note and currency-grade paper, admission tickets (requiring the same high degree of flexibility as currency), bond papers, an additive to recycled papers, filters, feminine napkins3, and disposable baby diapers.

The Water Hyacinth Monsod Fiber does not stop here. It can also be spun into threads with the same basic qualities as cotton, with the exception that it requires inexpensive and biodegradable chemicals for bleaching and dying. Its long fibers are also desirable for blending with other low-grade fibers for added durability and dyeability, giving new life to such fibers as the very beautiful and delicate piña fiber.

The site or location of the Hyacinth also determines the amount and quality of the properties that may be obtained from the plant depending upon the supply of nutrients. For instance, Hyacinth that is growing near a chemical waste site could be used for particleboard or paper, but would not be appropriate as an animal feed additive. Likewise, Hyacinth that is processed for human consumption can be grown in culturing ponds where they can be closely monitored.

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As Dr. Monsod contends, “There is enough Water Hyacinth in Calcutta to feed all of India, and enough Hyacinth in India to feed all of Asia.” He is able to make this claim because of his patented and proven processes for extrapolating proteins (and its amino acids) and vitamins from the Hyacinth. The Water Hyacinth protein extract (45% average) and its amino acid composition compare with that of soybean and cottonseed. A diet consisting mainly of wheat or protein deficient rice or white corn in developing countries could be enriched by eight essential amino acids - lysine, threonine, isoleucine, leucine, phenylalanine, tyrosine, valine, and arginine - by the simple addition of Water Hyacinth protein. The protein flour made from Hyacinth was also assayed for carotene content and found to contain 74.0 micrograms of carotene per gram; equivalent to 123 I.U. of Vitamin A per gram.

Lack of Vitamin A is the leading cause of blindness in children under age 6. Not to be excluded are the recent findings of cancer fighting agents in beta-carotene. The world demand for organic sources of vitamins and minerals such as thiamine, riboflavin, niacin, Vitamin E, pathothenic acid, pyroxidine HCL (Vitamin B-6), Vitamin B and minerals such as calcium, iron, phosphorous, magnesium, zinc, copper, sodium, potassium, and sulfur is staggering.

These vitamins and minerals are all present in the Hyacinth and in many cases the Food and Agriculture Organization (FAO) found them to meet or exceed the FAO’s recommended daily allowance. This fact has also been validated in studies done by NASA.

PRODUCT DISCRIPTION, Continued

Further, Dr. Monsod found the healing properties of the Water Hyacinth to be that of the widely used Aloe Vera plant. It is feasible that the extraction of these vitamins, minerals and proteins could alleviate the suffering of undernourished people in Asia, Africa, and Latin America and finally bring an end to chronic persistent hunger.

The list of products does not stop here. The Hyacinth can be used to produce building materials such as particle board, cork board and insulation; non-toxic insecticides such as contact mosquito repellent and coils; animal feeds and additives for pets, livestock, fish and poultry; low-cost antibiotics, salves and creams; preservatives for food; a non-toxic formaldehyde replacement; and even wines and alcohol. The most recent break-through has been the synthesis of an organic, biodegradable, paper product, displaying Styrofoam-like properties and distilled water from the water extract.

The products mentioned are not just theory or conjecture. Dr. Monsod has actually produced commercial samples of each one and more. The most wonderful aspect of Dr. Monsod’s non-waste approach to the Hyacinth is that these products are not exclusive and separate from each other, requiring separate locations with separate facilities, but rather are an integrated process using the waste of one product to create another.

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C.K. Prahalad and Gary Hamel, The Core Competenceof the Corporation, Harvard Business Review, May-June 1990

Core Competencies

Harvesting

End Products

Textiles

Drying /Aging

Separation

Leaves Stem Roots

Fiber

Pulp and P

aper

Decant

Decant

Anim

al Feed

Alcoh

ol

Non-Fiberous

Bu

ildin

g B

oards

Fiber

Pro

tein

s

Med

ical

Pr

oduc

ts

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2.1 The Concept

• To create a set of industries around the Water Hyacinth plant

• Build industries that can be used by the people of different countries to build a lasting income

• Clean and Lean Manufacturing -Create a continuous interwoven process that can use 100% of the plant so manufacturing will be environmentally clean and without waste product

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2.2 Locations of Facilities

• 14 Countries as cottage industry

– Africa

– Pacific Rim

– Central America

• 4 major processing facilities - possible locations:

– India

– Vietnam

– Philippines

– Brazil

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2.3 Phases and Planning

Order in which the Humanitarian Goals will be accomplished:

Step 1 = Humanitarian Goal 5

- Creation of New Employment


- Provide for the Nutritional Requirements


- Provide Medical Supplies


- Create Low Cost Housing For the Needy


- Help Provide Education

There are Two Major Types of Projects

Cottage Industry Projects -- Consist of small businesses out of the home or farm.

Industrial Plant Projects -- Consist of large industrial plants designed to use appropriate technology to produce the many products.

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Cottage Industry Plan, Phase I, Year 1

• Locate suitable sites

• Conduct feasibility and environmental impact studies

• Apply for appropriate local operational permits

• Assemble research and management teams for local international operation

• Proceduralize Dr. Monsod’s research

• Design and fabricate prototype machinery and equipment

• Design and print literature regarding economic utilization

• Design a training program for understudies based on a cottage industry concept

• Design and fabricate a simplified laboratory for training

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Cottage Industry Plan, Phase II, Year 1-2

• Develop land

• Construct factory building, offices, and laboratory

• Acquire machinery, equipment and laboratory supplies

• Expand upon and adapt Monsod processes to current technology

• Develop new products such as distilled water, facial cream; and control solutions against rancidity in peanut, coconut, corn and other oils

• Produce commercial samples for test marketing (long fiber pulp, beta carotene, and protein)

• Conduct an international Water Hyacinth conference (group of 7 member nation for possible transfer of technology) and fund graduate students to study our methods

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Cottage Industry Plan, Phase III, Year 3-5

• Start mass production of fiber for pulp and paper, Beta Carotene and protein

• Prepare experimentation and processing of the 95% water extract for various products

• Continued R&D (Blend with other aquatic weeds and waste products of other currently used crops like corn, sugar cane and pineapple)

• Purchase of other additional equipment and supplies

• Establish learning center for higher education in Water Hyacinth technology

• Continue feasibility and environmental impact studies on other potential third world locations for processing facilities (Group of 7 Member Nations)

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Cottage Industry, Facilities

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First Draft of Conceptual Project Plan for 1st Major Industrial Facility

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First Draft of Conceptual Project Plan for 1st Major Industrial Facility,

Continued

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Section 3: Resumes and Financial Information

3.1 Principal Executive Staff• Michael Elley, President and Chief Executive

Officer

• Craig A. Stevens, Executive Vice President, Chief of Operations and General Manager

• Jeff Smith, Executive Vice President and Chief Business Officer

• Tholow Chan, Chief Financial Officer

3.2 Primary Consultants, Management

and Process• Godofredo G. Monsod, Jr., Ph.D.

• Jerry Westbrook, Ph.D, PE


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3.1 PRINCIPAL EXECUTIVE STAFF

MICHAEL ELLEY -- PRESIDENT / CEO -- Mr. Elley is a international business man, inventor, entrepreneur and humanitarian. As Executive Vice President/Partner of Solara Electronics, Inc., he established international financing, banking and sales relationships. He established manufacturing, marketing and sales for national and international distribution; was company spokesperson; and international negotiator. Mr. Elley developed Nashville International Studios, Inc., a major feature film, television and recording production facility; recruited top management team; contracted joint-venture national and international feature film productions; developed marketing and distribution strategies for entertainment properties; established Millennium International Records, Inc., to develop and promote new recording artists in various musical genres; and to create a research and development division for the entertainment and communications industries within post production. Mr. Elley has a comprehensive background in both executive and performance realms of the entertainment industry, and has amassed relationships with premiere facilities management personnel, sub-contracting studio-integral companies, key music industry entities, as well as national and international production companies.

JEFFREY A. SMITH - Executive Vice President and Chief Business Officer - Former General Manager for Mid-South Caretakers of Tennessee, Inc. (a multi-million dollar government contracting company) and Vice President of Waste Reduction Corporation of America, Mr. Smith is principal broker of Nashville Real Estate Exchange. A licensed real estate agent since 1978, he purchased NREE in 1992. The Nashville Business Journal lists NREE as one of the top producing commercial real estate companies in the area.Clients include: Lojac Enterprises (6th largest road/bridge builder in U. S.); Cook Inlet Region, Inc. (Alaska’s $60-Billion real estate development corp.); Kimbro Oil; and the Tennessean (the largest Mid-South newspaper), to name a few.

THOLOW CHAN -- Chief Financial Officer -- In banking for over 20 years with 12 years in senior management, Mr. Chan’s background and experience covers all aspects of the management of large and small institutions: Asset/liability management, finance and investments, strategic planning, computer service bureau liaison, human resources (personnel), and property management. As Senior Vice President, Director of Operations of East West Bank (Los Angeles), Mr. Chan coordinated operations within the bank, directed the Liabilities Division (14 Branches, Administrative Services, Facilities, Security, Marketing, Savings Administration, Retirement Programs, VISA credit Card Division, Training, NOW Processing Center, Check Processing, ACH Coordinator, Systems Support, Policy and Procedures, Reg. C and Asset/Liabilities Committee), was Liaison to Service Bureau, Strategic Planning, Budgetary Control, and Senior Management Committee Interface with Federal Regulatory agencies. Responsible for 5 De Novo and 2 Acquisition/Conversion Branches. East West Bank tripled its assets and more than doubled its branch network under Mr. Chan’s management. Mr. Chan is currently a consultant to the banking and construction industries.

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CRAIG A. STEVENS -- Executive Vice President, Chief of Operations and General Manager. Mr. Stevens is a world class management consultant and has developed several business models to explain how organizations function. 1. Chaotic Change and Thrive-ability2. The Westbrook Stevens Model, a systems approach to understanding the drivers of change.3. Three Phases of Change Management and Minimizing the Cocoon Stage 4. The Westbrook Stevens Mobile of Good Management

• Growing Leaders• Building a Winning Culture• Improving Customer Satisfaction• Building Teams• Developing Problem Solving Skills• Measuring Performance• Improving Continuously

5. Empowerment Keys to Results 6. The Organizational Structure for the 21st Century

Executive Vice President, Chief Operations Officer and

General Manager

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Executive Vice President, Chief Operations Officer

and General Manager

CRAIG A. STEVENS -- Education Related:

Vanderbilt University, Nashville -- Adjunct Instructor. School of Electrical Engineering and Computer Science, Management of Technology Department, Nashville, Tennessee, September 1998 to Present. Teaching "Basic Project Management,” “Principles and Management of Technological Innovation," and graduate classes: "Technical Project Management," "Management of Change," and "Introduction to Manufacturing Management,” Also developing “Management of Technology” related Seminars.

The University of Alabama, Huntsville -- Ph.D. Candidate, Engineering Management/Industrial and Systems Engineering: Dissertation on The Relationships of Organizational Elements; Systems Engineering and Statistics Minor, Expected 2000.

The University of Tennessee, Knoxville -- M.S., Engineering Management/Industrial Engineering: Capstone Project on Project Management in Real-Estate Development, Human Factors and Information Systems Minor, 1985. B.S., Industrial Engineering: Manufacturing Focus, 1983.

Tennessee Technological University, Cookeville -- General Engineering, Lettered in Track (Javelin), Power Lifter, 1978-79.

Mr. STEVENS has over eighteen years experience supporting over 100 different organizations in 23 of the 50 states as a Management Systems and Industrial and Systems Engineering Scientist/Consultant, and has a wide range of experiences and a “can do” attitude.

Worked in highly competitive environments, both for commercial and government clients. Worked with every level of management and labor in a variety of industries including: health care, manufacturing, transportation, research, waste management and environmental restoration, construction, governmental organizations, the restaurant/hotel/motel industry, and international business and product design.

Organized and started several business ventures, projects and programs. Led people and managed resources consistently under budget and ahead of schedule. Performed strategic planning and scheduling on a national level. Was personally responsible for bringing in several million dollars of sales and funding.

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Executive Vice President, Chief Operations Officer

and General Manager

CRAIG A. STEVENS -- Employment History

INNOVATIVE RESOURCES AND SYSTEMS (IRaS), Oak Ridge/Nashville, Tennessee, May 1988 to Present, Founder and President. Provides training, business improvement, industrial, and systems engineering services.

WESTBROOK STEVENS, Nashville, Tennessee, Start-up, Co-Founder and Partner, Founded to support several start-up organizations (Nashville International Studios, Ag-Knowledge Magazine, SET Oak Ridge Tennessee, (and others) with consulting, staffing, and services. Also serves governmental (NASA) and educational (Vanderbilt) and clients through IRaS.

AG-KNOWLEDGE MAGAZINE, Nashville Tennessee, Start-up, Executive Magazine to Agra-business Leaders. Member of Board of Directors; Columnist of Technical and Business Column “Westbrook Stevens, The Principals of Results;” and National Conference Speaker, and Group Facilitator.

VANDERBILT UNIVERSITY, Nashville Tennessee, Adjunct Instructor.

AMERICAN MANAGEMENT ASSOCIATION INTERNATIONAL (AMAI), Kansas City and New York City Offices, September 1998 to Present. Faculty/Speaker, Provides training/consulting support to companies and organizations in the areas of Basic and Advanced Project Management (PM), Information Systems PM, Team Building, Communications and Interpersonal Skills for Technical Professionals, Adult Training and Train the Trainer, Customer Service and Reading Blueprints.

NASA, NATIONAL AERONAUTICS AND SPACE ADMINISTRATION, Customer And Employee Relations Directorate At Marshal Space Flight Center, through AI Signal Research, Inc., Huntsville, Alabama, January 2000 to present, Organizational Development Coordinator. Supports NASA in continuously improving organizational effectiveness and efficiencies.

PRAGMATICS, INC., Oak Ridge, Tennessee, December 1996 to May 1997, Chief Engineer and Quality Manager.

SCIENCE APPLICATIONS INTERNATIONAL CORPORATION (SAIC), Oak Ridge, Tennessee, January 1986 to August 1998, Program/Project Manager, Management Systems and Industrial Engineering.

U.S. DEPARTMENT OF ENERGY, Oak Ridge, Tennessee, January 1984 to January 1986, Mechanical/General Engineer.

Partial Listing of Customers:• American Accessories, Inc.• Carrier Corporation –Allied Products• Clubcar Golfcarts, Inc.• DuPont• Heil, Inc.• Holiday Inn• LAW Engineering, Inc.• Lawrence Livermore National Laboratory• Lockheed Martin, Inc. (multiple sites and organizations) -- Martin Marietta, Inc. (multiple sites and organizations)• Los Alamos National Laboratory, Plutonium Facility• MARCA (Japanese Parent Company of Panasonic)• MobileComm Telecommunications•Nashville State Tech• National Women’s Health Information Center, Washington D.C.• Oak Ridge Methodist Medical Center• Oak Ridge National Laboratory (many organizations)• Paducah (Kentucky) Gaseous Diffusion Plant• Pellissippi State Technical Community College, Knoxville, Tennessee• Pacific Western Technologies, Ltd.• Rockwell International, Inc., Denver, Colorado• Savannah River Laboratory, South Carolina• Sears Services Group, Chicago, Illinois• St. Mary’s Medical Center, Knoxville, Tennessee• Tennessee Valley Authority (TVA)• University of Tennessee, Knoxville• U.S. Airforce Civil Engineering, Air Mobility Command• U.S. Department of Energy (DOE) - Headquarters, Washington D.C.• US DOE – Chicago Operations Office• US DOE – Fernald Ohio Operations• US DOE – Office of Scientific and Technical Information (OSTI)• US DOE – Oak Ridge Operations (all sites, Tennessee, Ohio, and Kentucky)• US DOE – Rocky Flats Colorado• US Navy• Vanderbilt University Medical Center•Westinghouse, Inc.

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3.2 Primary Consultants,

Management and Process

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Inventor, Innovator, Researcher, Garbologist, Environmentalist, and Author

SCIENTIFIC VENTURES:

Pioneered in basic and applied research and development of Non-Waste Technology (Recycling) in the Philippines, namely;

1. Recycled waste rubber (reclaimed for Automotive, Shipping and Building Industries);2. Processed Water Hyacinths and its by-products as low-cost raw materials for industrial, commercial, cosmetics, pharmaceutical, and medicinal applications; and3. First to introduce in the United States and other countries the scientific concept of Water Hyacinth Engineering.

FOUNDER-CHAIRMAN:

World Hyacinth Institute For Strategic Studies (WHISS) (U.S.A.)

FOUNDER-PRESIDENT:

Non-Waste Tech, Inc., Los Angeles, CA, U.S.A

FOUNDER-ADVISER:

Annual Awards For Ten Outstanding Law Enforcement Officers (LEO) In Los Angeles County, sponsored by Damayan Lions Club

MEMBER BOARD OF DIRECTORS AND HEAD, RESEARCH & DEVELOPMENT:

Millennium Organics Inc., Tennessee, U.S.A.

MAJOR PATENTED INVENTIONS:

1. Animal Feed Composition From The Water Hyacinth Plant2. Process Of Extracting Valuable Nutrients From the Water Hyacinth3. Economical Process Of Producing Anti-Bacterial Solution From the Water Hyacinth Plant

GODOFREDO G. MONSOD, JR., Ph.D.

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4. Process Of Producing Food Preservative Solution From The Water Hyacinth Plant5. Process Of Producing Wine and Alcohol From The Water Hyacinth Plant6. Mechanical Process Of Producing Cellulosic Fibers From The Stem Of the Water Hyacinth Plant7. Process Of Producing Paper Pulp From The Water Hyacinth Stem8. Process Of Producing Textile Fibers From The Water Hyacinth Stem9. Process Of Producing Particle Board10. Method For Lining Cars, Trucks, Ship Bodies, Steel Tubes, Plates And Other Metallic Bodies To Protect Same From Corrosion, Abrasion And Heat.

CAREER HISTORY: PHILIPPINE GOVERNMENT

1. World War II Veteran2. Technical Assistant -- Philippine Senate3. Committee Secretary, Committee on Commerce & Industry and Technical Consultant, Committee on Immigration and Naturalization, House of Representatives, Philippines.4. Chief Investigator, Committee on Anti-Filipino Activities, House of Representatives, Philippines.

FORMER PRIVATE SECTOR INVOLVEMENT AND SOCIETY MEMBERSHIPS- PHILIPPINES:

1. President — Hyacinth Research and Development Corporation2. President and General Manager — Filipino Rubber Products, Inc.3. President — Imbensyon Filipino, Inc.4. President — Filipino Inventors Society5. Executive Vice-President — Chamber of Inventors and Technologists6. President — University of the Philippines Alumni Association (UPISSI)7. Director/Secretary — Filipino Association of Rubber Manufacturers8. Director — Philippines Inventions Marketing Corporation9. Honorary Life Member — United Disabled Veterans Organization of the Philippines10. Director — Chamber of Cottage Industries11. Member — National Cottage Industry and Development Authority12. Member — Technical Board, Committee on Trade Assistance for Filipino Inventors, Department of Trade


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FIELDS OF SPECIALIZATION AND INTEREST:

1. Patenting, Invention Development, Research and Consultancy2. Non-Waste Technology (Recycling)3. Solid and Liquid Waste Management4. Subdivision Development (Real Estate)5. Management and Marketing of Inventions6. Rubber Technology and its Varied Applications7. Agronomy8. Aquatic Plant Technology

MAJOR AWARDS AND COMMENDATIONS:

1. Philippine Presidential Panday Pira Awards for 3 consecutive years2. Rolex Awards For Enterprise, Geneva, Switzerland3. California Senate Rules Committee4. National Aeronautics And Space Administration (NASA)5. Governor Edwin Edwards (State of Louisiana)6. Energy Fair Inc., Los Angeles, CA7. United Inventors and Scientists of America, Panorama City, CA8. Distinguished Alumnus in Industry, University of the Philippines9. Diploma Of Merit and Medal Of Merit, Philippine Inventors Commission

MEMBERSHIP IN SCIENTIFIC SOCIETIES:

1. American Society of Pharmacognosy2. Society For Economic Botany3. Aquatic Plant Management Society4. United Inventors and Scientists of America


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COUNTRIES EXTENDED TECHNOLOGICAL & SCIENTIFIC DATA ON Water Hyacinth ECONOMIC UTILIZATION:

United States ColombiaEngland HondurasGermany PanamaPuerto Rico TurkeySwitzerland IraqItaly IndonesiaIsrael Sri-LankaMexico MalaysiaAustralia SingaporeIndia ThailandCanada China

CIVIC CLUB AFFLIATION — U.S.A.

Lions Club International


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THE MONSOD STORY

Dr. Monsod, was actively involved in manufacturing a product of his own creation

when the ever-present Water Hyacinth physically intruded upon his life. He was on a weekend golfing excursion on a local “island” country club when the trip had to be cancelled because the boat could not get to the dock through the mats of Water Hyacinth. A fellow businessman offhandedly suggested that he should figure out something to do with this nuisance weed since he was an inventor and there were so many of them. That did it. From that day forth, he was haunted by and committed to finding a use for the Water Hyacinth.

As a legislative writer for cottage industries, Dr. Monsod was always on the lookout for business ventures that fell into that category. He was also very aware of the social, economic and political plight that his people were enduring with runaway inflation and a darkening political climate. If there was something that could be done with the Hyacinth, it could be the saving grace for his country since there was a free and abundant supply of this resource.

Possessed with a brilliant mind, gut instinct, blind faith and the tools of scientific research and methodology, he took it one step at a time. First, he studied the anatomy of the plant and discovered that it had six very separate and distinct parts, all with different properties and chemical makeup: the stem, stolon, root, leaves, flower, and the liquid content. He determined what those properties and chemicals ~Were for each part of the plant and then went to work developing them into the products or raw materials that required or contained the same substances.

Once his first product was chosen, it was time to extract from the Hyacinth the substances that were required to make it. Then he realized he had “leftovers.” Not wanting to waste or pollute, he decided that if his process had worked once, it could work again with the waste products. So he started the process all over, assessing the properties and chemical makeup of his leftovers, once again developing products that required or contained those same substances; ergo, his integrated Water Hyacinth non-waste processing (the “Monsod Process”) - making products out of byproducts, by-products out of by-products and so on.

Dr. Monsod’s greatest advantage in discovering this new technology was that he did not know anything about the Water Hyacinth going in. He had to start with the basics and let the Hyacinth teach him. June has often said that if he had known how to make paper before his attempts with the Hyacinth or if he had read any of the failed attempts by other researchers and scientists, who had done extensive work in this field and repeatedly failed, he would have never have continued his paper-making efforts that have yielded one of the highest grade fibers for paper in the world.

40

EDUCATION

VIRGINIA POLYTECHNIC INSTITUTE Blacksburg, VA Doctor of Philosophy, 1973 Major: Industrial Engineering and Operations Research Minor: Management

THE UNIVERSITY OF TENNESSEE Knoxville, TN Master of Science, 1963 Major: Industrial Engineering Minor: Labor Economics

VANDERBILT UNIVERSITY Nashville, TN Bachelor of Electrical Engineering, 1958

EMPLOYMENT SUMMARY

THE UNIVERSITY OF ALABAMA IN HUNTSVILLE, 1992- Chair, Department of Industrial and Systems Engineering April 94 –August, 2000Director of Distance Learning 92-Director of Engineering Management Programs 94-Professor of Industrial and Systems Engineering 92-

THE UNIVERSITY OF TENNESSE, KNOXVILLETHE UNIVERSITY OF TENNESSEE SPACE INSTITUTE, TULLAHOMA Associate Dean of Engineering for Off-Campus Programs, UTK, 1988-92.

Worked with Civil, Chemical, Electrical and Computer, Industrial and Mechanical Engineering Departments to develop, schedule and promote off campus graduate programs.

Professor of Industrial Engineering 1979-92, Chairman of Engineering Management 1986-92.

Developed the EM program and coursework. Developed the delivery system and organized 30 receiving sites in 15 states. Administered program and facilitated growth to 350+ students in 1992.

Dr. JERRY D. WESTBROOK -- Resume

41

EMPLOYMENT SUMMARY,Continued

THE UNIVERSITY OF TENNESSEE AT NASHVILLE

Dean, Division of Engineering, 1973-79Director, 1963-72

UTN was a non-traditional University formed to serve the educational needs of the working adult population of the middle Tennessee area. He worked with the university and industry representatives to develop a Bachelor of Science in Engineering program. This BSE had a three year core and one year of specialized coursework. This degree program became the first evening engineering degree program not associated with a day school to be accredited by ABET.

UNION CARBIDE CORPORATION, Nuclear Division, Oak Ridge, TN, Y-12 Plant, 1962-63

Position: Maintenance Specialist. Member of team which designed and installed a work order based planning and estimating system; preventive maintenance system, and a computer based job and manpower reporting system. Systems involved fifteen hundred craftsmen and over two hundred structures and facilities.

AMERICAN AIR FILTER COMPANY, Louisville, KY, 1961-1962

Position: Staff Industrial Engineer. Introduced formal work sampling, performed equipment justification, and material handling studies.

TUCKER STEEL COMPANY, Knoxville, TN, 1960

Position: Staff Industrial Engineer. Developed management control systems utilizing data developed for this company, used in wage incentives, equipment justification, production control systems, and project estimating systems.

US ARMY CORPS OF ENGINEERS, Nashville, TN, 1958-1959

Position: Electrical Engineer (GS 7). Designed control for navigation lock hydraulic systems. Designed navigation lock lighting systems.


42

ACADEMIC ACCOMPLISHMENTS AT UAH 1992 -

With assistance of faculty and staff: Established a video tape based Distance Learning Program with approximately 30 industrial partners in a dozen states.

Recruited 200+ new masters students and 100 new doctoral students.Taught 40+ students each term with excellent evaluations (above 90).Advise and serve on graduate committees of over 100 masters and doctoral students. Developed and taught 6 new courses:•EM 660 Engineering Management Theory•EM 661 Strategic Engineering Management•EM 662 Foundations of Total Quality Management•EM 760 Organization Structure and Motivation•EM 761 Evolving Theory of Engineering Management•EM 762 Productivity and Quality Engineering

PUBLICATIONS

Knight, Pamela J. and Westbrook, Jerry D., Comparing Employees in Traditional Job Structures vs. Telecommuting Jobs Using Herzberg’s Hygienes and Motivators; Engineering Management Journal, Vol. 11, No. 1; March 1999

Hicks, Philip C., Utley, Dawn R. and Westbrook, Jerry D.; What Are We Teaching Our Engineering Managers?, Engineering Management Journal, Vol. 11, No. 1; March 1999

Co-author with Dawn R. Utley (principal); The Relationship between Herzberg’s Two Factor Theory and Quality Improvement Implementation. Engineering Management Journal, Volume 9, number 3, September 1997

Co-author with Rodney G. Grubb (principal); Using Teams to Implement Regulations. Environmental Regulation and Permitting; volume 6, number 1, Autumn 1996. John Wiley Publishing Company; New York City, NY.

Co-author with Dawn R. Utley; TQM - The Effect of Culture on Implementation. Engineering Management Journal. Volume 7, Number 2; June 1995.

Co-author with Donald Tippett (principal); State of the Art Manufacturing Management or Deja Vu?; Engineering Management Journal. Volume 7, Number 1; March 1995.

Co-author with H. Marshall Brewer; The Introduction of Automation to an Aerospace Contractor; The Engineering Management Journal. Volume 6, Number 3; September 1994.

Author: Organization Culture and Its Relationship to TQM; Industrial Management; Volume 35, number 1; January/February 1993.


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PUBLICATIONS, ContinuedAuthor: "A Multivariate Approach to TQM"; Industrial Management; Volume 35, number 2; March/April 1993.

Co-author with Dawn R. Utley: " Academic Issues in Distance Learning;" Proceedings of the Southeastern Section of the American Society of Engineering Education; April 5-7, 1993.

Author: "The Evolution of Engineering Management Thought;" 1990 Proceedings of Conference of the American Society of Engineering Education, June 25-27, 1990.

Co-author: "A Survey of Management Concepts in Technical Organizations;" Proceedings of the Ninth Annual Conference of the American Society for Engineering Management, pp. 343-351; October 2-4, 1988.

Author: "Engineering Management Theory as Taught, Known and Used;" Proceedings, 1986 Annual Conference of the American Society for Engineering Management, pp. 860-865; June 23-30, 1986.

Author: "A Survey of Management Practices Being Used by Technical Managers;" ASEE World Conference on Continuing Engineering Education, pp. 277-288; May 7-9, 1986.

Author: "An Integrated Theory of Motivation", Engineering Management International, 1 (1982) 193-200. Elsevier Publishing Company, Amsterdam.

Co-author: "Reorganizing a Public Utility," Proceedings: The American Water Works Association - Water Pollution Control Association, November, 1981.

Co-author and Principal Investigator: "Stimulating Technology Applications and Utilization in Smaller Units of Local Government," published under a grant from the National Science Foundation, July, 1976.

RESEARCH

1996 - Principal Investigator on the project 19X-SW757X "Assessment of Leadership Culture at the Oak Ridge National Laboratory Plant and Equipment Division". The project has been funded for $59,642. It began October 2, 1996 and will conclude by March 31, 1997.

1996 - Served as external evaluator under the NSF grant "Assessment of the University of North Dakota's Distance Learning Delivery of Baccalaureate Programs in Engineering." University of North Dakota, June 1996.

1994 - Served as Co-Principal Investigator of the MICOM sponsored project: DAAH01-92-D-R006 D.O. 27, "Technological System Assessment". The project was funded for $15,000. It assessed MICOM initial efforts at implementing Total Quality Management.


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RESEARCH

1980 Administered an $80,000 grant from the Tennessee Department of Labor. Educational and informational programs were developed on regulatory requirements of "The Tennessee Occupational Health Act Standards". Programs were delivered to industrial groups across the state.

1976 Principal Investigator and Chairman of the Steering Committee of NSF funded "University of Tennessee Technology Applications Project. An NSF grant of $468,000 funded the establishment of effort to use industry based engineers to serve as technology transfer agents to small municipal and county government units.

HONORS AND AWARDS

The University of Tennessee National Alumni Public Service Award, June, 1975 Alpha Pi Mu Industrial Engineering Honorary Fraternity

MANAGEMENT CONSULTING - Selected Clients

Murray State University, Murray Kentucky, 1998-9Advised on the development of an engineering management program that would meet needs of organizations in the region.

BellSouth Business Systems, Nashville TN. 1997-8Presented one day workshop on statistical data analysis to operating teams. 1997-8

Clarksville (TN) Department of Electricity, subcontractor for R.W. Beck and Associates 1993Conducted management retreat and assisted the organization in formulating and implementing its own Total Quality Management effort.

Metropolitan Nashville Water Services Department 1991-3Formulated and implemented Total Quality Management plan for the total organization. Worked with all levels in developing training programs, improvement projects, and revised organization structures.

Baird Ward Printing Company, Nashville TN, 1991Under contract with Hart, Freeland and Roberts to assess the potential for expanding facilities at the existing site. Evaluated the productivity potential cost reductions available through consolidation of facilities. Schneider Services International, Inc., Tullahoma, Tennessee 1988-1990Assisting in the Total Quality Management implementation. Evaluated organizational structure and culture. Advisor to management reorganization. Developed and taught management development programs.


45

MANAGEMENT CONSULTING - Selected Clients, Continued

Sverdrup Technology, Inc., Tullahoma, Tennessee 1984Evaluated organizational practices and recommended changes. Evaluated methods, procedures, facilities, etc., to improve operating economy and efficiency.

Smithfield Industries, Inc., Clarksville, Tennessee 1980-1984Developed and installed a quality assurance program, installed a team management decision making system, and developed and installed a job evaluation and wage administration system.

First National Bank of Clarksville, Clarksville, Tennessee 1982- 1983Conducted an organizational study leading to the reorganization of all reporting relationships of all major departments and officers. Conducted job evaluation study in preparation for revision of wage and salary program.

Ingram Barge Company, Nashville, Tennessee 1982-1983Evaluated management structure and functions. Developed and taught team management seminars to middle and top management.

Gresham, Smith and Partners, Nashville, Tennessee 1979-1980Evaluated organizational needs and taught a series of management development seminars.

Metropolitan Nashville, Department of PersonnelGuided city-wide reclassification study, 1979-1980; Developed Wage and Salary Plan, 1980.

Metro Nashville Department of Water and Sewer Services 1979Reorganized organizational structure, developed Wage and Salary Plan.

Precision Tubular Heater Corporation, Franklin, Tennessee 1978Initiated a management development program. Initiated a work measurement program. Developed and installed a production control system.


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Total for 5 Years = $550,000,000

47

Comparison of Cost Estimates By Expense

Pools

Headquarters Total HQWestbrook Stevens, Management Systems WSArthur Andersen, Business Systems AALoeb and Loeb, International Law LLArch/Engineering Firm AESteep Rock Associates, LLC, Manufacturing and Process Design SRDr. Monsod, Licensing and Payment for Patents MLDr. Monsod, Consulting Services MCGrant to Vanderbilt University Management of Technology - Fund for Distance Learning VUGrant to The University of Tennessee, University of Alabama, and/or Chattanooga Technological College, Engineering and Technical Education UGGrant to Fund the World Hyacinth Institute of Strategic Studies (WHISS) WHAdvertising and Promotion APCottage Industries Facilities CIIndustrial Facilities, Equipement, Personel and Supplies MF

Major Industrial Plants

Cottage Industry Facilities

48

Budget Totals

Year 1 Year 2 Year 3 Year 4 Year 5

Headquarters Total HQ $10,560,000.00 $4,185,000.00 $3,235,000.00 $3,235,000.00 $3,235,000.00Westbrook Stevens, Management

Systems WS $1,000,000.00 $2,000,000.00 $3,000,000.00 $4,000,000.00 $5,000,000.00Arthur Andersen, Business Systems AA $500,000.00 $500,000.00 $500,000.00 $500,000.00 $500,000.00

Loeb and Loeb, International Law LL $500,000.00 $500,000.00 $500,000.00 $500,000.00 $500,000.00Arch/Engineering Firm AE $10,000,000.00 $2,000,000.00 $2,000,000.00 $1,000,000.00 $500,000.00

Steep Rock Associates, LLC, Manufacturing and Process Design SR $2,000,000.00 $1,000,000.00 $500,000.00 $500,000.00 $250,000.00

Dr. Monsod, Licensing and Payment for Patents ML $2,000,000.00 $0.00 $0.00 $0.00 $0.00

Dr. Monsod, Consulting Services MC $500,000.00 $500,000.00 $500,000.00 $500,000.00 $500,000.00Grant to Vanderbilt University

Management of Technology - Fund for Distance Learning VU $1,500,000.00 $100,000.00 $100,000.00 $100,000.00 $100,000.00

Grant to The University of Tennessee, University of Alabama, and/or

Chattanooga Technological College, Engineering and Technical Education UG $1,500,000.00 $100,000.00 $100,000.00 $100,000.00 $100,000.00

Grant to Fund the World Hyacinth Institute of Strategic Studies (WHISS) WH $10,000,000.00 $0.00 $0.00 $0.00 $0.00

Advertising and Promotion AP $1,000,000.00 $2,000,000.00 $3,000,000.00 $4,000,000.00 $5,000,000.00Cottage Industries Facilities CI $2,000,000.00 $8,000,000.00 $17,500,000.00 $23,000,000.00 $28,000,000.00

Industrial Facilities, Equipement, Personel and Supplies MF $50,000,000.00 $120,000,000.00 $100,000,000.00 $80,000,000.00 $24,000,000.00

49

Draft Budget For Headquarters in Nashville, Tennessee

Expense Titles

Activity

Budget Amounts

Variable Multiplier 2001 2002 2003 2004 2005

Chief Operations Officer and

General Manager, Partner $125.00 2.00 $500,000.00 $250,000.00 $250,000.00 $250,000.00 $250,000.00

Craig A. Stevens, Services Todate $50,000.00 0.00 $50,000.00 $0.00 $0.00 $0.00 $0.00

Assistant to COO $37.50 2.00 $150,000.00 $150,000.00 $150,000.00 $150,000.00 $150,000.00Facility Manager $37.50 2.00 $150,000.00 $150,000.00 $150,000.00 $150,000.00 $150,000.00

Director of Sales $37.50 2.00 $150,000.00 $150,000.00 $150,000.00 $150,000.00 $150,000.00Chief Executive

Officer, Partner $200.00 2.00 $400,000.00 $400,000.00 $200,000.00 $200,000.00 $200,000.00Michael Elley,

Back Expenses and Services $2,000,000.00 0.00 $2,000,000.00 $0.00 $0.00 $0.00 $0.00

Chief Business Officer,Partner $125.00 2.00 $125,000.00 $125,000.00 $125,000.00 $125,000.00 $125,000.00

1 or 2 Internet and Graphic Arts $30.00 2.00 $120,000.00 $120,000.00 $120,000.00 $120,000.00 $120,000.00

2 to 3 Book Keepers $25.00 2.00 $200,000.00 $200,000.00 $200,000.00 $200,000.00 $200,000.00

2 Project Engineers $25.00 2.00 $200,000.00 $200,000.00 $200,000.00 $200,000.00 $200,000.00

8 to 14 Translators $25.00 2.00 $200,000.00 $200,000.00 $200,000.00 $200,000.00 $200,000.00

3 to 6 Office Assistants $20.00 2.00 $240,000.00 $240,000.00 $240,000.00 $240,000.00 $240,000.00

Total HQ Labor not counting

Backpay $1,217,500.00 $1,092,500.00 $992,500.00 $992,500.00 $992,500.00Basic Benefits

Total $608,750.00 $546,250.00 $496,250.00 $496,250.00 $496,250.00Overhead,

Training, Materia ls, and

Supplies $608,750.00 $546,250.00 $496,250.00 $496,250.00 $496,250.00Total Back Pay

and Expenses $2,050,000.00 $0.00 $0.00 $0.00 $0.00Sub-total

Labor/Overhead $4,485,000.00 $2,185,000.00 $1,985,000.00 $1,985,000.00 $1,985,000.00Building HQ

Facilities $4,825,000.00 $750,000.00 $0.00 $0.00 $0.00Equipment $100,000.00 $100,000.00 $100,000.00 $100,000.00 $100,000.00

Security and Operating Cost $150,000.00 $150,000.00 $150,000.00 $150,000.00 $150,000.00

Sub-total Facilities and

Equipment $5,075,000.00 $1,000,000.00 $250,000.00 $250,000.00 $250,000.00Travel $1,000,000.00 $1,000,000.00 $1,000,000.00 $1,000,000.00 $1,000,000.00

Headquarters Total $10,560,000.00 $4,185,000.00 $3,235,000.00 $3,235,000.00 $3,235,000.00

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Detailed Explanation of Consulting Roles

Expense Titles 2001 2002 2003 2004 2005 Comments

Westbrook

Stevens, Management

Systems $1,000,000.00 $2,000,000.00 $3,000,000.00 $4,000,000.00 $5,000,000.00

Westbrook Stevens LLC will be the primary subcontractor. The amount of

services will increase as the facilities are developed and processes are stabilized.

The increased services will be due to gradually replacing the other

subcontractors' responsibilities.

Arthur Andersen,

Business Systems $500,000.00 $500,000.00 $500,000.00 $500,000.00 $500,000.00

Arthur Andersen will be an on going

business subcontractor. The first role will be that of design and development of

business systems. Later services will change to more audit and accounting

services.

Loeb and Loeb, International Law $500,000.00 $500,000.00 $500,000.00 $500,000.00 $500,000.00

Loeb and Loeb will lead us through the

legal aspects. At times this may mean acting as liaisons pushing work through

other firms. The dollar amount here may be low depending on international barriers.

Additional funds will come from the building fund.

Arch/Engineering

Firm $10,000,000.00 $2,000,000.00 $2,000,000.00 $1,000,000.00 $500,000.00

The Architectural/Engineering design and development team will design the facilities

based on a franchise concept. The individual facility plans will be duplicated in

the other facilities.Steep Rock

Associates, LLC, Manufacturing

and Process Design $2,000,000.00 $1,000,000.00 $500,000.00 $500,000.00 $250,000.00

Step Rock will lead the manufacturing

design process using a franchise concept that will be duplicated in all the facilities.

Dr. Monsod,

Licensing and Payment for

Patents $2,000,000.00 $0.00 $0.00 $0.00 $0.00

Dr. Monsod holds the patents for all the products that come from the Water

Hyacinth. Therefore, to license the patents we will pay a lump sum for past

work and a percentage of any future profit for each product/process develop by Dr.

Monsod. Dr. Monsod,

Consulting Services $500,000.00 $500,000.00 $500,000.00 $500,000.00 $500,000.00

This is an amount set aside to document

processes and methods related to the Water Hyacinth.

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Educational and Advertising Budget

Expense Titles 2001 2002 2003 2004 2005

EducationGrant to Vanderbilt

University Management of Technology - Fund for

Distance Learning $1,500,000.00 $100,000.00 $100,000.00 $100,000.00 $100,000.00Grant to The University of

Tennessee, University of Alabama, and/or

Chattanooga Technological College,

Engineering and Technical Education $1,500,000.00 $100,000.00 $100,000.00 $100,000.00 $100,000.00

Grant to Fund the World

Hyacinth Institute of Strategic Studies (WHISS)

Biological Research $10,000,000.00 0 0 0 0Advertising and

Promotion $1,000,000.00 $2,000,000.00 $3,000,000.00 $4,000,000.00 $5,000,000.00

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Draft Budget for Cottage Industries

Cottage Cost Per YearFacility -------------------------------------------------------------------------------

2001 2002 2003 2004 2005

1 $1,000,000 $1,500,000 $3,000,000 $2,750,000 $3,000,0002 $1,000,000 $1,500,000 $3,000,000 $2,750,000 $3,000,0003 $1,000,000 $1,750,000 $2,750,000 $3,000,0004 $1,000,000 $1,750,000 $2,750,000 $3,000,0005 $1,000,000 $1,750,000 $2,500,000 $3,000,0006 $1,000,000 $1,750,000 $2,500,000 $3,000,0007 $1,000,000 $1,500,000 $2,500,000 $2,500,0008 $1,000,000 $1,500,000 $2,500,0009 $1,000,000 $1,500,000 $2,500,00010 $1,000,000 $1,500,000 $2,500,000

$2,000,000 $8,000,000 $17,500,000 $23,000,000 $28,000,000

The four additional cottage industries will be included in the cost of the four industrial facilities.

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Draft Industrial Facility Budget

Industrial Cost Per YearFacility -------------------------------------------------------------------------------

Year 1 Year 2 Year 3 Year 4 Year 5

1 $35,000,000 $50,000,000 $6,000,000 $6,000,000 $3,000,0002 $15,000,000 $50,000,000 $25,000,000 $6,000,000 $3,000,0003 $20,000,000 $50,000,000 $15,000,000 $3,000,0004 $19,000,000 $53,000,000 $15,000,000

Total $50,000,000 $120,000,000 $100,000,000 $80,000,000 $24,000,000

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