ccf background document for public distribution

The Green Energy Company

Carbon Credited Farming PLC, 23 Austin Friars, London, EC2N 2QP Company Number : 06860548

These pages and all associated content are ©2010 CCF PLC. All rights reserved.

Background Document for Select Distribution

Index

1. Company Information – company history, green oil plantation

development tree and lease sales, corporate strategy, investment

products, direct sales, fund management

Page 1 - 5

2. Management Information – CCF PLC ownership, operational structure,

CCF funds, CCF advisory board, service providers

Page 6

3. Financial Information – background data, balance sheet, investment

performance and potential

Page 7 - 8

4. Investment Strategy and Risk – objectives, plant genetics, holistic

farming and permaculture best practices, charitable operations, green

oil alternatives, research, market development, valuation, liquidity,

market development

Page 9 - 11

5. Investor Relations – sales management, regular publications,

interactive websites

Page 12

6. Administration – contact details

Page 13

Appendix 1a – CCF group organisational charts

Page 14

Appendix 1b – CCF PLC Global Green Oil Resource Generation

Company Management and Ownership

Page 15

Appendix 2 – biographies of senior group management

Page 16 - 25

www.carboncreditedfarming.com

Company HistoryCarbon Credited Farming PLC (CCF PLC) evolved from a previous private company

in 2005 and targeted the development of agroforestry assets, leading with a nursery

programme to cultivate a sufficient stock of green oil trees to supply large plantations.

In March 2009 CCF PLC was established due to the broadening of opportunities for

investment in green oils and other sources of renewable energy. CCF PLC is building

on its established global relationships in the renewable energy sector to develop

an integrated bio-energy company based primarily on green oil plantations. The

conservation of vulnerable and important ecosystems is another objective of CCF,

both for environmental and financial reasons – as the world becomes more attuned

to the need for “offset credits” such as carbon credits the market for agrobusiness

resources is developing.

CCF PLC operates entirely in ‘Green’, environmentally responsible markets,

developing renewable energy sources. The main focus to date has been on Green

Oil from Jatropha due to its promising capacity to provide a non-food oil capable

of use as a source of renewable energy. CCF is also actively developing other high-

yielding green energy sources, such as pongamia, sorghum, and palm. Based on

recognition of the long-term financial and economic benefits of renewable resources,

CCF has taken considerable care to target crops that do not compete with food

producers or which through integration and technology transfer enhance food and

cash crop production but ultimately focusing on financially lucrative green oils that

generate sufficient energy to justify large scale production.

The renewable energy sector is poised for growth and CCF will participate through its

active involvement in the production of essential biofuels. Established relationships

in regions with optimal conditions for developing alternative biofuels present the

opportunity to play a meaningful role in profitably developing the biofuels market

and simultaneously conserving other biological assets. It is an elemental principle of CCF that investment in sustainable and

renewable resources, and the associated recognition of fair market value and value-added processes, is wholly consistent with

attractive financial returns. Private sector involvement in the development of renewable resources is the only basis on which

significant advances toward economic sustainability can be achieved. Accordingly, CCF PLC is operating along the full length

of the renewable energy value chain.

Importantly, CCF has adopted a corporate social responsibility ethic that involves bringing environment-based carbon credits

(and other “offset” credits) to market in such a way that benefits a charitable foundation whose purpose is to help rural

communities worldwide through fair and sustainable commerce alongside the development of critical infrastructure facilitating

their integration into the global economy. The adoption of an inclusive model for value creation contributes directly to CCF’s

ability to operate effectively in countries that will play a major role in supplying the world’s green oil requirements. The firm’s

management and operational expertise is based primarily in the equatorial and sub-equatorial countries that will be critical

to expanded production of biofuel feedstocks.

Section1 Company Information


CCF’s extensive commercial relationships throughout the world focused on the production and distribution of renewable

energy, especially biofuels, mean that the company’s operational activities embrace several key agribusiness disciplines,

such as plant genetics, organic fertilisers and pesticides, low impact irrigation, and farming best practices. Additional areas

of expertise include transportation logistics, marketing, distribution, financial management, and community relations. As

an integrated global green energy business CCF’s global management team, local networks, asset base, expertise, and

investment philosophy present it with the opportunity to participate and to profit from expanding global biofuel production,

an acknowledged economic imperative.

Green Oil Plantation DevelopmentCCF’s core business is the development of green oil plantations using established technologies. The initial investment phase

targeting development of nursery trees resulted in the propagation of 500,000 nursery trees now positioned to produce up to 500

million oil trees per year. The nursery programme was designed to supply controlled quality, genetically known and proven seedlings

to CCF oil plantations. Based on the success of the nursery programme and the subsequent placement of oil trees through direct

sales, CCF embarked on a land acquisition programme resulting in the appointment of internationally respected trustees to hold CCF

land assets, thereby enhancing the security of CCF investments. As a result, CCF is now in the position to offer Green Oil leases to

new direct investors and, through fund offerings, to offer larger-scale investment opportunities.

CCF’s development of green oil plantations enables it to provide financial investors the opportunity to invest in large scale

biofuel production. Fund offerings are therefore core to rolling out the remainder of the company’s investment programme.

Green Oil leases sold direct by CCF for Jatropha plantations are based on 2,000 trees

per hectare, with the land either owned or leased by CCF, or held by trustees, and

verifiable through a sophisticated satellite monitoring system courtesy of Intelesense

(www.intelesense.net). Green Oil Leases are a core product of the direct sales teams

and a targeted investment of the regulated funds and will play a critical role in the low

risk grow-out of immature trees into productive and high-yielding plantations.

While CCF has a capacity of 500 million trees we have scheduled the planting of 300

million during 2010 through our operations with the remaining 200 million trees kept

for future development and outreach programmes. Some official calculations based on

global demand for biodiesel indicate that as much as 15 million hectares of Jatropha trees

should be under cultivation worldwide. Nevertheless, Jatropha is believed to have been

planted on only 900,000 hectares of which fewer than 150,000 are productive. CCF intends to narrow this gap and believes that

the financial reward in doing so will be significant.

Direct salesThe company has established sales teams in the UK, and they provide sales coverage throughout Europe. New investment

from direct sales is currently running at close to US$1 million per month. Direct sales will be instituted in North America to

qualified investors. The Australasian investor base will also be developed over the coming year, with superannuation funds an

important focus. Direct ownership oil plantation development capital is forecasted at approximately US$80 million over the

next year. In addition to direct sales of Green Oil Leases two other structures are also being put in place - a Limited Partnership

for direct sales to IFA groups and an off-shore fund structure.


Background data, balance sheet, investment performance and potentialCCF is forming in Q2 2010 in Guernsey: (1) its own fund Carbon Credited Farming (CCF) Funds PPC Limited, (“CCF

Funds”), structured as a Guernsey Protected Cell company, and (2) CCF Fund Management (Guernsey) Limited, a

management company to be under the head management of Dr David Boren, a well regarded and experienced fund

manager who has been investing in global markets for nearly twenty years. CCF Funds may comprise two entities,

comprising an open ended investment fund and a bespoke closed end fund. A US qualified investor structure may also

be put in place to compliment the above.

The targeted launch of the CCF Green Oil Fund is also Q2 2010, enabling

regulated sales of green oil assets to begin in earnest. CCF anticipates that fund

sales will exceed US$3 million per month in the first 6 month after launch. As

a Protected Cell company, CCF Funds will be able to form sub-funds quickly

and efficiently. Over the course of 2010 CCF hopes to launch CCF Clean Tech

Fund, CCF Conservation Fund and an umbrella Green Fund which will be able to

allocate, at the discretion of the manager, to all of the first three core funds, for

diversity purposes but with no double charging. Other funds under consideration

include opportunities in Africa, Australia and Hong Kong/China. Additional

funds may also be launched.

The timetable and structure of CCF’s planned fund launches are outlined below.

KeyOEIC

UK LP

USA

Planned Fund Offerings For 2010

Funds to be released

20

10

JUN

DEC

(Umbrella Fund)


Conservation

CCF understood there was a requirement to implement a mechanism of simplicity and logic to value conservation assets and

ultimately to monetize them and as such, developed the Global Conservation Standard. This should ideally slow down or

reverse conservation area degradation and destruction - deforestation, water course pollution and ecological plundering or

abuse. The mechanism should raise their commercial value, so as to make them able to derive revenues from the credit markets

globally but also through the commercial application of some of this capital into highly sustainable and commercial investment,

agribusiness, sustainable forestry or applications of clean energy technology.

The GCS is a framework for commercial conservation area enhancement with baseline monitoring coupled with satellite and

fly-over imagery. This creates an audit basis from which not only the conservation asset can be monitored but other credits

can be generated through pro-active enhancements which are normally in the best interests of the conservation area and

surrounding communities and businesses. Better use of fertilisers for instance can reduce nitrate and phosphate levels in soils

which creates nutrient credits. This in turn increases yields and revenue while reducing fertiliser run off (leaching) into the

watershed (water credits) which again reduces the impact within the conservation areas.

Through the Global Conservation Standard, standing carbon stocks are not only valuable but create revenue, so land owners,

(governments, indigenous people, private landowners) are less likely to sell many years of future revenue for current prices,

net result the forests are more expensive. This now focuses the incoming farming operation more to better farming practices

and land remediation than the expensive forest purchase and clearing option.

Based on standing carbon reserve. Examples include rainforests, forests wetlands, (everglades) peat bogs,

mangrove forests, permafrost and marshland

THE CONSERVATION AREA

Phases of Global Conservation Standard

ENERGY CROPS SUST

AINABL

E FORE

STRY

MANAGEM

ENT

FORE

STRY

AND C

HAIN O

F CUST

ODY CER

TIFICATIO

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LIVE STOCK FARMING SUST

AINABL

E TIM

BER S

UPPLIE

SBIOMASS TO ENERGY CROPS

FOOD CROPS CARBON SE

CURITY

GLO

BAL C

ONSERVATION STANDARD

ENERGY PRESSURE REVERSED COMMODITY PRESSURE REVERSED

PHASE 2Enhanced ValueImplementation of planned and forecasted timber, energy and food crops relevant to regional socio-economic needs and in coordination with the national Options and Choices Foundation. Critically reduces pressure on the conservation area and creates commercial interest into the rural communities

PHASE 3Logical ProgressionThrough the enhanced and value added process, profits are retained locally to for enhanced access and revenues to markets

Conservation Area

Commercial LandLand external to the conservation area which predominantly is found in the buffer zone. This area is developed in phase 2 and 3 using proven sustainable agriculture, forestry and land management techniques.

The core areas defined as the project area which consists of the ecosystem service provider for the development of Conservation Credit Units (CCUs). Examples include forests, wetlands, national parks, and other areas providing ecosystem services.

Diagram Land Key

INCREASING THE FINANCIAL VALUE OF ECOSYSTEMS AND THE SERVICES THEY PROVIDE

AGRO FORESTRY AREAAGRO FORESTRY AREA

PHASE 1Conservation StageImplementing scientifically sound conservation principles monitoring methods though GCS methodologies to ensure the conservation and security of ecosystem services within the conservation area

Ecosystem Service Potential There are many types of Conservation Credits that may develop from ecosystem services which may be developed from the following ecosystem functions:

• Carbon (above-ground and below-ground)• Water • Biodiversity• Energy• Nutrient -Phosphate -Nitrate -Sulphur

THE GLOBAL CONSERVATION STANDARDProcess Diagram


Commercial conservation

Conservation and particularly the demise of the rainforest have become much more mainstream and prevalent in everyone’s

thinking as concerns about the environment, energy and people come under more pressure. As we have demonstrated with

the solution for deforestation, in reality participation in volume conservation investment is likely to occur only when commercial

drivers exist. Conservation credits are a potential revenue stream for global industry, they are the basis from which a family

of credits are generated. Monitoring, auditing and conservation activities further provide commercial opportunities including

structured investment corporate and social responsibility (CSR) and marketing products. The Global Conservation standard is a

framework for conservation projects around the world which will allow these projects to be monetised and therefore realised..

GLO

BAL C

ONSERVATION STANDARD

THE CONSERVATION AREA CONSERVATION CREDITS GENERATED

THROUGH STANDING CARBON VOLUME VALUATION

(Creates baseline monitoring)

of gross revenues returned to stake holders (Governments, Landowners)

Credits GeneratedSocial and

Economic benefits

THE GLOBAL CONSERVATION STANDARDCash Flow Diagram

ENERGY CROPSCASH CROPS

LIVE STOCK FARMINGBIOMASS TO ENERGY CROPS

FOOD CROPS

Agro-ForestrySUSTAINABLE TIMBER SUPPLIES

FORESTRY AND CHAIN OFCUSTODY CERTIFICATION

CARBON SECURITY

SUSTAINABLE FORESTRY MANAGEMENT

Agro-Forestry Global Credit Markets

of gross revenues is applied to the conservation area with CCF as the administrator in conjunction with governments indigenous peoples, and conservation specialist.

50%

20%

30% of gross revenues are applied to surrounding commercial land and communities around the conservation area to reduce commodity pressure and stimulate commercial sustainable activities.

OPTIONS AND CHOICES FOUNDATIONIn country foundation responsible

for administering local community initiatives

PHASE 3Exponential commercial growth creating long term sustainability of the conservation projects adjacent commercial activities resulting in considerable cash and credit farming.

PHASE 2The commencement of Conservation area enhancement plus added-value and value process with indigenous people.

INC

RE

AS

ING

CA

SH

& C

RE

DIT

GE

NE

RA

TIO

N

TH

RO

UG

H C

OM

ME

RC

IAL

AC

TIV

ITY PHASE 1

Project implementation and audit and generation of conservation credits.

Monetary flow within The Global Conservation Standard

Ecosystem Service Potential There are may types of Conservation Credits that may develop from ecosystem services which may be developed from the following ecosystem functions:

• Carbon (above-ground and below-ground)• Water • Biodiversity• Energy• Nutrient, Phosphate, Nitrate, Sulphur


Shareholders Mr G. Fryett Dr. H. Gerdes

CCF – RT (HK) Ltd Mr S. Ourm

Mr B. Boyes Mr G. West

Mr R. Valentine Mr J. Reeves

Mr C. Stalker

Directors Mr G. Fryett

Mr G. West

CCF PLC Management Team CEO Mr G. Fryett

CFO Mr C. Stalker

Group Operations Mr R. Valentine

Fund Operations Mr G. West

CEO for Green Oil and Agroforestry Mr B. Sullivan

CEO Conservation Mr A. Sari

Head of Brazilian Operations Mr J. Castro

CCF Fund Management (Guernsey):[TBC]Investment Manager Mr D. Boren

Director Mr G. Fryett

Director Mr J. Tracey

Director Mr J. Whittle

CCF Advisory Board Dr H. Gerdes Technology and Biophysics

Dr C. Richardson Social and Economic

Mr J. Birchmore Commercial Forestry

Mr M. Galante Commercial Forestry

Mr K. Montgomery Satellite Monitoring

Dr M. Dutschke Global Conservation Standard

Corporate Legal and Structure CCF PLCAuditor: Price Waterhouse Coopers

Legal Advisor: Kingsley Napley

Banker: Barclays

Secretary: Brighton Company Formations Company Secretarial Services

CCF Fund Management (Guernsey):TBCAdvisor: Close Fund Services Limited

Auditor: Price Waterhouse Coopers

Custodian: Deutsche Bank

Valuation Agent: Citadel

Administrator[TBC]: Close Fund Services Limited

Legal (Guernsey): Carey Olsen

See Appendix One for Group Organisation and Operational Structure charts.

Section2 Management Information


Financial DataCCF launched its first direct sales investment programme in mid 2008. This provided investors with an opportunity to invest

in the development of Jatropha Curcas nurseries principally based in Thailand, Cambodia, Philippines, Mali and Florida.

The plant genetics programme and nurseries were developed and managed by CCF using best practices to improve, through

natural selection, the genetics of the plants. This genetic development is in its eighth generation and we now have market

leading genetics for Jatropha Curcas as well as Palm Oil, Sweet Sorghum and Pongamia. This Intellectual Property as well

as the plants themselves are owned and controlled by CCF and represent a significant asset for the company, both in terms of

plant stock values but also the commercial potential they offer CCF.

Today we have more than a dozen nurseries in Thailand and Cambodia with approximately 500,000 nursery trees capable of

producing 500 million seedlings p.a. These genetically strong seedlings will be used exclusively to supply CCF oil plantations

under the Green Oil Lease Programme.

The success of our Nursery and Green Oil Lease programmes to date have generated sufficient cash to fund all operating

costs, as well as the costs associated with developing new opportunities, such as Conservation and Clean Technology. CCF

has been, and continues to be, cash positive. CCF does not have any debt and has a positive cash balance. CCF has a

strong balance sheet with a number of strategic and global investments. The forecast balance sheet as at 31 March 2010 is

summarised below;

Fixed assets include managements’ reasonable estimate of the

fair market and commercial value of key assets and projects. This

includes the Intellectual Property for genetics, nurseries, owned

plantations and Cambodian land held in Trust for the Green Oil

Lease Programme. Trust structures are also being implemented in

Australia, the USA, Philippines, and shortly Indonesia.

CCF is well placed to maximise the value of these investments which

provides a significant opportunity for new and existing investors.

In the context of this document, two of the more significant assets

are the nurseries, with 500,000 plants, and the Cambodian

land bank placed in trust with Citadel Trustees. Utilising investor funds CCF will use the genetically proven nursery plants

to create Jatropha oil plantations on the land in Cambodia. The 500,000 nursery plants each produce in excess of 1,000

seedling p.a. which is 500m seedlings p.a. With a planting rate of 2,000 seedlings per Hectare this could be used to create

250,000 Hectares of oil plantations each year which provides large scale production and economies.

In the plantations we conservatively estimate each plant will consistently yield 1.25 litres of oil p.a. when mature. Extrapolating

these figures, i.e. 250,000 hectares planted with 500m seedlings is capable of producing 625m litres of oil p.a. Based on

a conservative oil price of $0.50 per litre this equates to $312m in annual oil revenues to be shared between CCF and the

fund investors. We can express this more specifically from the investor perspective, using the example of $1m invested. For

every $1m invested we can plant 250 Hectares with 500,000 seedlings. The seedlings grow relatively quickly and are fully

mature after three years.

Section3 Financial Information

CCF PLC Forecast Balance Sheet as at 31 March 2010

£m

Fixed assets 30.3

Cash at Bank 0.2

Accruals (tax) (0.3)

Net assets £30.2

Shareholder funds £30.2


In the first and second years they do produce oil, at approximately 60% and 80% of their full potential. When mature, the

500,000 plants in this example will be producing 625,000 litres of oil which, at $0.50 per litre, generates $312,500 in oil

revenues. CCF retains half of the oil revenues in return for being the plantation Operator with responsibility for all local costs

(seedlings, planting, maintenance, harvesting and oil extraction etc.). The remaining 50% is remitted to the fund, providing

an annual return of $156,250 in this example which is 15.6% on the original $1m invested.

This is illustrated in the graph below.

We believe these estimates are realistic whilst providing scope for over achievement. For example, the estimated returns above

assume a constant price for this oil (CJO). In reality, increasing regulatory demand and increasing commercial applications

for CJO, e.g. Polyols, will tend to drive up the ‘real’ price of CJO. We have modelled the effect of this on investor returns,

assuming annual increases of 2%, 4% and 6%.

These increases in the value of CJO have the effect of increasing potential investor returns to as high as 25% p.a., as shown

in the graph below.

We are also confident that oil yields will be higher than 1.25 litres per plant. Our experience suggests that 1.5 litres is

achievable. This reflects our superior genetics but is also further supported by Biomass technology which has the potential to

increase yields even further.

To conclude, our strategy to date has allowed us to develop significant quantities of genetically superior plants which consistently

generate high yields of CJO. Coupled with the significant amount of land placed in Trust with Citadel Trustees, for the benefit of

our investors, we now also have scale. Together these will allow us to develop large scale plantations generating many millions

in oil revenues each year which represent a significant investment opportunity.

30%

25%

20%

15%

10%

5%

0%

Year

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Investor returns with increasing price of CJO

Ann

ual R

etur

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6% incr

4% incr

2% incr

0% incr

Estimated Investment Returnstandard yields and constant CJO pricing

20%

15%

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ObjectivesCCF possesses several industry-specific strengths that give

the company a competitive advantage in the production

of large volumes of established biofuels. In addition to a

robust commercial framework for the controlled roll out of

nurseries and plantations, CCF implements an approach

that improves plant longevity and yield. Corporate Social

Responsibility plays a major role in reducing operational

risks and achieving the company’s objectives.

Plant GeneticsCCF has developed eight generations of Jatropha Curcas

Linn genetics. With each generation taking less than 1 year,

and through a simple process of removing poor performing

trees from our nursery seed pool, as well as crossbreeding

and careful monitoring, we have developed a core seed base

which is hardy and consistently high-yielding.

We are confident that our plantations will continue to

perform well and be more resistant to viruses and droughts,

thus lowering the planting risk and expense. In addition to

Jatropha, CCF has also developed the genetics of Sweet

Sorghum and Pongamia, and continues to research certain

strains of algae being cultivated for their strength and yield.

Holistic Farming and PermacultureCCF utilises holistic farming techniques, including self-

generation of fertiliser, organic pesticides and traditional

crop rotation. By targeting the development of permacultures

– farming communities where land can be cultivated for

multiple generations – CCF seeks to maximise yields and

minimise environmental damage and optimise use of a

critically global resource: water.

Irrigation techniques specific to the needs of particular

crops are another important factor, particularly for crops

grown on marginal land. Technical assistance is provided to

farmers by CCF scientists and advisors and fostering strong

community relations is important to the long-term success

of CCF’s investment programme. Where appropriate, crop

biodiversity is also promoted to provide steady cash flow,

especially during the early stages of oil tree maturation.

Best PracticesThrough close monitoring, soil audits, a local licensee

network and many other simple yet innovative programmes,

CCF focuses on improving farming in the regions where it

operates. From composting to direct application fertiliser,

from land preparation to the centralised use of capital

equipment, we apply the soil quality standards and

techniques common on Western farms but rarely seen in

developing regions.

Aside from the relationship building and production scale,

this enables high yields, making the operations more

attractive to investors, farmers, local governments, and

enhances CCF’s financial performance. Whilst the Palm

Oil industry has benefited from years of development,

Jatropha Oil has emerged relatively recently as a preferred

source of biodiesel, not least because it does not compete

with food crops.

Oil Tree AlternativesAlgae are also on the CCF agenda. By utilising profits

generated, CCF are a 10% stake holder in a company

conducting trials in Florida to prove a technology,

originally patented in the 1970s, which is currently

used to kill pathogens. This same technology, through a

different application, is expected to stimulate naturally

occurring algae to secrete Lipid oils which are then simply

collected. The results of these trials should be available in

early 2010. CCF intends to commercialise this technology

and provide investors with the opportunity for financial

exposure to green oil extracted from algae, another highly

promising source of biofuel.

Section4 Investment strategy & risk


ResearchRemaining abreast of developments with the potential to affect biofuel

and renewable energy markets requires that CCF conduct disciplined

research and to maintain excellent communications. CCF’s extensive

network of relationships within the renewable energy sector globally

facilitates the monitoring of relevant developments and the identification of

new trends or emerging technologies. External contacts with private and

public sector entities combined with regular discussions between the firm’s

management principals and the CCF advisory team serves to promote

effective decision-making and a quick response time to unfolding events.

Biofuel Market DevelopmentThe market for biofuels is in a relatively early stage of formation, though it is growing rapidly. Its development will be

influenced by a range of variables including technological change, adjustments to regulatory regimes, and evolving distribution

mechanics. CCF’s approach of focusing on the most promising biofuels that do not compete with food production, technical

assistance to farming communities, and charitable activities is the model we believe is most capable of sustainably capturing

and adding value in this dynamic emerging market.

The world’s continued dependence on petrochemical-based fuels for transportation and other energy requirements has

obviously resulted in a high priority being placed on the development and distribution of liquid biofuels. One of the most

promising sources of liquid biofuels is green oils that can be blended with petroleum-based diesel fuel to create a blended

fuel that reduces carbon emissions. Such green oils are obtainable through established farming techniques and are the core

focus of CCF.

Most diesel engines can operate on a mix of 80% petroleum-based diesel and 20% bio-diesel (B20) without any modification;

however, at present there are inadequate biomass feedstocks to meet the burgeoning demand for biodiesel. Most biodiesel

currently being produced is based on rapeseed, soy or palm oil while ethanol production is based on sugar-rich crops such

as sugar cane and beet root – yet the production of such biofuels on a sufficient scale to meet world demand could negatively

affect food security in certain parts of the world. Competition for arable land and rising food prices calls into question the

long-term merits of certain biofuel sources and sustainable production and continuity of demand are major considerations in

the establishment of CCF priorities.

Calls for increased reliance on biofuels are no longer the exclusive preserve of environmental advocates – there is now

significant regulatory-driven demand for biofuel use. The United States Energy Policy Act of 2005 and the European Union

renewable fuel use obligation are driving rapid growth in demand for biodiesel blends for use as liquid transportation fuel.

The EU is targeting 20% reliance on biofuels by 2020 for its transportation fuels requirement.

CCF is in a unique position to play a major role in expanding the world’s supply of biodiesel, based on: (i) its green oil

plant nursery programme; (ii) ownership of and access to vast hectarage in equatorial regions suitable for biofuel feedstock

production; (iii) scientific expertise in appropriate farming techniques, irrigation requirements, processing technologies; and

(iv) commercial understanding of the distribution networks necessary to achieve economies of scale in the production of

biodiesel. As a result, CCF occupies a leading position in the development of the market for green oils selected for their long-

term viability.


SecurityCitadel Trustees secure the beneficial ownership of the property and

of the Agroforestry activities on behalf of the investor. To mitigate

the risk of inadequate market information, local and international

markets are closely monitored and critical elements of establishing

fair market value – such as the cost of transporting agricultural

produce to market – are calculated on a plantation-by-plantation

basis. Citadel Trustees, like CCF, has a strong global presence,

including in the equatorial and sub-equatorial regions most

promising for biofuel feedstock production.

LiquidityCCF’s intention to provide investors with liquidity places a high

priority on maintaining an appropriate balance between assets

and liabilities, primarily in CCF’s fund management business. In

the case of open-ended funds a meaningful cash position will be

maintained as a liquidity buffer and “gates” will be applied that

restrict investor redemptions to a specific percentage of NAV during

any one redemption period. If necessary, there may be occasions

when CCF agrees to purchase assets from a fund, based on a third

party valuation of their fair market value, to help meet investor

redemptions. At the plantation level, techniques such as “crop-

intermixing” are used to provide consistent cash flow and early

income during the period when the green oil trees are growing out

to maturity. Taken together, these measures enable CCF to offer

open-ended fund products, though most will be closed.


Investor RelationsCCF is developing its’ existing sales management and investor relations functions.

We already produce an in house magazine for investors, Renew, devoted to

renewable energy. Most recently we have developed an on-line log-in facility

for investors allowing them to view their CCF plantations by a combination of

satellite and remote sensing devices provided to CCF by Intelesense.

Regular monthly publications will be made available by CCF Fund Management

to investors in specific CCF investment funds relating directly to the fund’s

performance and issues that affect the fund’s portfolio. A bi-annual manager

report will also be published for each individual fund.

CCF has appointed Vantage, a major PR & Media firm, in the USA and all

contact related to Press and Media should be directed to Rachel Williamson,

head of CCF PR & Media ([email protected])

Section5 Investor Relations


Section6 Administration and Contact Detail

Proposed Fund Service Providers

Close Fund Services Limited

(Guernsey)

Head OfficeUK Corporate

Carbon Credited Farming PLC

23 Austin Friars

London

EC2N 2QP

United Kingdom

Tel: +44 203 008 7170

Fax: +44 203 137 0637

Email: [email protected]

USA and Americas Sales1201 N Orange Strett

Suite 772, Wilmington, Delaware

USA 19801-1186

Tel: +1 302 573 2320

Fax: +1 302 573 2507

Email: [email protected]

Australia and Asia SalesLevel 24 & 30, AMP Place

10 Eagle Street, Brisbane QLD

Tel: +61 7 3303 0140

Fax +61 7 3303 8445

Email [email protected]

LawyersKingsley Napley LLP

Knights Quarter, 14 St Johns Lane, London

EC1M 4AJ

AccountantsPriceWaterhouseCoopers

1, Embankment Place, London

WC2N 6RH

BankersBarclays Bank Plc

(Southampton)


CCF SectorGenetics.Oil producing (Green Oil)Legal protection, via trustees, for investorsCCF Fund (Guernsey)Global Conservation StandardClean TechnologyCCC Desk, Carbon credit trading, and commodity desks

Business Structure - Carbon Credited Farming PLC

Key

Appendix 1a


Indonesia JV with PT. Rimba Megah Lesari (RML),

a company that controls approximately 250,000ha

with further concessions available, and will undertake

green oil and timber plantation operations.

Thailand based JV with Iamsri Group Ltd, a

Thai-domiciled but CCF-controlled corporate

entity to hold land assets and undertake Oil

Plantation operations.

International Green Energy Ltd (Cambodian

Company for operations) with 5,000 hectares

directly owned and 840,000 ha into trust for

development plus outreach land.

Philippines JV with CCF-owned local Operation

Company – Nursery Operations Initiated with

local tribe: initial 10,000 hectares under MOU

with scale to 183,000 hectares.

Senegal, Mali, Guinea are being jointly

developed between Crest Global and CCF.

Senegal has an initial 300,000 hectares, Mali

200,000 and Guinea is progressing to MOU

now. Nurseries are being implemented

now in Mali.

Other African Operations in process but not

committed to until budget available include:

Zambia and Tanzania – JV with

Zimbabwean Farmers

Ghana, Uganda and Kenya with a Not for Profit

looking to commercialise.

Global Nursery operations

which is building the high

yielding, high quality

genetic seed pool for volume

Jatropha oil plantation

implementation

Under CCF Control and

budgetary profiles

Volume Green Oil

plus intercropping,

biodiversity, permacultures

and long term employment.

CCF PLCGreen Oil – local Management and Ownership

Appendix 1b


Gregg FryettExecutive Chairman and Founder

Gregg initiated the company several years ago as a result of visits to

SE Asia for capital raising for other companies at the time and was

clear that there was both opportunity and scale in agribusiness based

oil production.

Gregg has travelled extensively and is very aware of different cultural

and business nuances when doing business in foreign countries. Gregg

has undertaken business in many countries around the world also

including a time as the CEO of a US Small Cap Public Company on the

OTC BB (Over the Counter Bulletin Board) exchange. This company had

interests in oil exploration which is the basis upon which CCF and the

Green Oil Leases are predicated. The process of developing oil leases,

their valuation, financing and implementation in the highly regulated

environment of a USA Public company are all critical to understanding

the green oil industry and the synergies between the two industries

The structuring of the financial assets, the systems and interface with the

farmers and their communities have all come through the time and effort

that Gregg has spent in the fields as well as through the team being built in

Carbon Credited Farming to make this one of the most progressive and yet

environmentally conscious companies of the 21st century.

The finance industry and public company expertise coupled with a

natural aptitude for equity and commercial structuring has brought CCF

to the forefront of the Green Oil Market Place. The Fund Management

Company, a core component of the growth forecasts for the company

from the beginning, is now set to propel the company further down the

path of success initiated by the company’s own creative yet simple and

equitable financing activities.

The development of the Global Conservation Standard, a conservation

standard designed to help developing nations with their own energy and

conservation needs was concepted and then realised by Gregg Fryett

and Michael Dutchske which was a coming together of the academic

and the commercial sector into a wonderfully simple and yet marketable

conservation credit which serves to value and monetise conservation

assets globally.

Gregg is a keen sailor having been a professional skipper for over a

decade before developing businesses in the UK and overseas. He has

two children and is divorced.

Appendix 2


Chris StalkerGroup CFO

Chris is a qualified Chartered Accountant with significant

commercial experience gained as Finance Director for several

companies. Chris was part of a successful MBO team and has

experience in raising funds and refinancing companies as

well as extensive modelling skills used for financial planning

and forecasting.

Chris trained and qualified with Arthur Andersen & Co in their

London office. Shortly after qualifying Chris moved into the fleet

industry when he joined AVIS Europe. During his time at AVIS

Chris had several roles including six months as country controller

in Norway and Assistant Controller for the UK Rent A Car

operation. His last role was European Planning Manager with

responsibility for annual budgeting and quarterly reviews for all

countries in the EMEA region, including the UK. After six years

Chris joined Hertz UK as Finance Director for their UK Leasing

division. Working closely with the CEO and senior management

team Chris helped grow what was a loss making business into a

significant and profitable vehicle leasing operation.

After this Chris pursued an opportunity with a relatively small

vehicle leasing company that was then a subsidiary of a merchant

bank based in the City of London. Within a year of joining Chris

was part of the management team that successfully completed

an MBO of the company. As Finance Director, Chris was

responsible for day to day financial control but also budgeting,

cash management, covenant compliance, due diligence, bank and

investor relations.

The MBO team successfully refinanced the company four years

later, effectively replacing the first VC investors with secondary

VC investors, which realised a substantial profit for the initial

investors. Some four years later the MBO team successfully sold

the company to a competitor. Chris’s most recent role was Finance

Director for an internet property portal company based in London.

The company was growing successfully, even in the recession, but

when the recession became global the Australian parent company

made a strategic decision to withdraw from the UK. This led to the

managed closure of the company in the summer of 2009.


Gary WestExecutive Director

Gary is a senior board executive with more than twenty years

experience and entrepreneurial flair in managing corporate

strategy; sales and business development strategies; marketing

operations, finances and personnel at a national and international

corporate level, with a strong exposure within the investment and

fund industry.

Gary is an innovative and resourceful results-orientated

professional, with extensive negotiation skills, a global

network and a proven ability to capitalise on business

opportunities; forging and consolidating openings in

competitive global markets.

Gary was a Corporate Executive for a major financial services

group in the UK prior to moving offshore. He trained and

qualified in the UK and was awarded the LIA (pre-FSA) Gold

Medal in 1986 for industry examination excellence. Gary is

currently completing a Theology & Religion Degree at Oxford

and his interests focus predominantly on his family.


Brian Sullivan Group CEO for Green Oil and Agroforestry.

Brian graduated in Metallurgy and Materials Science from

Imperial College, London. He was recruited into BP’s Refining and

Marketing international graduate programme in 1986.

Over the course of 23 years, his career included assignments in

London, Copenhagen, Budapest, Athens and Johannesburg and

business experience in over 40 countries across, Europe, Africa

and Asia.

During his time with BP he built a track record of delivery

across the value chain including; product development; sales;

finance; supply chain management; business development;

business leadership; commodity trading; marketing; programme

management; strategy development and implementation; pricing

and revenue management; mergers and acquisitions.

Brian left BP in 2009 following assignment as CEO of an FMCG

energy start up business in South Africa and a leadership role

in a global renewable energy business developing safer cleaner

energy solutions for low income consumers in emerging markets

in India, China and Vietnam.

Brian is results orientated and possesses the skills to break

complex problems and issues down into workable opportunities

which can be developed and communicated effectively. His broad

experience across many business models and cultures enables him

to engage with stakeholders at all levels and build and motivate

teams to achieve high levels of performance.

Brian is a keen if wayward golfer, enjoys skiing, travel and

Formula 1. Brian lives in Hertfordshire with his wife and son.


Diogo CastroHead of Brazilian Operations

Diogo, also known as Joe, specializes in advising local and

international companies in regulatory, contractual and corporate

matters. Extensive experience has been gained at head-office

level for the Export- Import Bank of the USA Recovery Department

in Brazil, major mergers and acquisitions, project financing and

joint ventures involving natural resources companies.

Joe has worked at Veirano Attorneys at Law since 2005, one of the

largest law firms in Brazil and Latin America, of which his father

is one of the co-founding partners. They have correspondent

firms in over 90 countries and have staff of around 600 in offices

in Rio de Janeiro, São Paulo, Porto Alegre, Brasilia, Fortaleza

and Ribeirão Preto.

The law firm provides legal advisory services across the whole

spectrum of Law linked to business activities, with suitably

specialized teams, able to handle the simplest of matters through

to complex cases requiring the involvement of professionals from

various areas. For more than 25 years, Veirano Attorneys at

Law was the Brazilian office of the well-known Chicago-based

international law firm Baker & McKenzie.

Joe attended Candido Mendes University of Rio de Janeiro (LLB,

2005), Pre Law Extension, UCSB (2005), Corporate and Tax

Law Course, Getúlio Vargas Foundation (2006), Stock Market

Legislation Course (2007), Environmental Law, UCAM (2009)

and is currently undergoing for the application of a LLM/MBA.


Agus SariConservation CEO

Agus Sari was Country Director, Indonesia, and Strategic Policy Director, Southeast

Asia, of Ecosecurities, one of the world’s largest carbon asset management company’s.

He is also a Non-Executive Director of PEACE, a prominent Indonesian environmental

advisory. Under his supervision, Ecosecurities Indonesia was named by Frost and

Sullivan the fastest-growing renewable energy company in Southeast Asia, in 1999.

Prior, he was Executive Director of Pelangi, a prominent environmental think tank in

Indonesia.

He was also a member of the Nobel Peace Prize winning Intergovernmental Panel

on Climate Change, founding advisors of the Gold Standard (a high-quality carbon

standard for the renewable energy sector) and the Climate, Community, and

Biodiversity Standard (CCB, a high-quality carbon standard for land-use sector).

He advises the Indonesian government on climate change financing strategies, and

the Indonesian Delegation to the international negotiations on strategic negotiation

issues. He obtained an advanced degree in Energy and Resources from the University

of California, Berkeley.


David BorenInvestment Manager

David joined the European Bank for Reconstruction and

Development shortly after it was formed to analyse country

risks in East Europe and the former Soviet Union. He

subsequently joined Salomon Brothers International in London

to focus on the emerging debt markets in the same region and

gradually expanded his focus to include parts of Africa and

the Middle East.

As Executive Director of Daiwa Europe in London he assumed

responsibility for global emerging markets, supported by

a research team and focused most of his time on Asian

markets. Beginning in 1999 he began to travel extensively

throughout Asia purchasing distressed assets in the wake of

the Asian financial crisis. As a fund manager with Montpelier

Asset Management he participated in numerous debt

restructuring negotiations representing secondary market

creditors on steering committees restructuring companies

across a range of sectors, including finance, heavy

equipment, property, and manufacturing.

The Montpelier Asian Debt Fund was identified by Standard

& Poor’s Micropal as the top performing fund of its type.

After several years in China Dr Boren relocated to Jakarta,

Indonesia, in 2008 in order to focus on natural resources and

infrastructure. He holds a PhD from the University of London

and is registered with the UK Investment Management

Regulatory Organization.

Ronald ValentineOperations

Ronald is a Commercial Agronomist with more than 20

year’s practical, hands-on experience in developing and

delivering superior plant genetics that improve quality,

yields and productivity. Currently engaged as a consultant

in Plant and Soil technologies as well as specific projects

in Jatropha, oil palm, Sweet Sorghum and cassava

genetics, he brings outstanding technical capabilities to

CCF, particularly with his experience of South East Asian

and Australian soils and crops. As an additional facet, he

has worked in the waste-to-energy arena specifically with

eucalyptus waste conversion to biofuels.

He has also studied organic farming, permaculture,

biodynamic farming techniques, holistic farm and plantation

management. He has developed his own soil audit system

and foliar fertiliser technique as well as practising fertiliser

design and formulation. He is an expert in dry land farming,

a skill which is particularly appropriate.

Ron has a unique balance of science and commercialism

which makes him ideally suited to his role with CCF.


Dr. Michael DutschkeMichael is a socio-economist with an additional diploma in political sciences, and he

will finish his PhD in April 2010. He has profound working experience in all issues

related to climate change e.g. climate change policies, mitigation methodologies,

and financing mechanisms, in particular in the land use sector. In this context, he

was exposed to all aspects related to CDM implementation, emission trading under

the Kyoto Protocol and advised, among others, the KfW, GTZ, UNDP, UNEP, FAO,

CATIE, CIFOR, diverse non-governmental organizations, and the private sector on

particular climate issues.

During his leave of absence to the Institute of Advanced Studies of the University

of Sao Paulo as a visiting researcher from 1999 to 2002, he was member of

the FLORAM working group on Forestry and Environment. He was Lead Author

on forestry in the 4th IPCC Assessment Report published in 2007. He was invited

by the UNFCCC Secretariat as founding member of the CDM Executive Board’s

Afforestation & Reforestation Working Group. He was involved in the development

of the Climate Community and Biodiversity Standard, and is currently leading the

development of a Green Standard for Forest Carbon Conservation.

Since the emergence of the debate in 2002, he has specialized in Reducing Emissions

from Deforestation and forest Degradation (REDD), developing policy instruments

and concrete mitigation methodologies. On behalf of GTZ and Danida, he was

involved in different phases of the development of the Forest Carbon Partnership

Fund. In 2007, he founded his own company, biocarbon consult, based in Offenburg

/ Germany. He has been leading capacity and institution building activities all over

Latin America, in several countries of South-East Africa, and in Africa. He is an

experienced team leader and is fluent in five languages, German (mother tongue),

English, Spanish, Portuguese, and French.

An extensive list of Published Articles can be found at:

www.biocarbon.net and clicking the Publications tab

Michael GalanteMichael’s areas of expertise include Sustainable Forest Management (SFM),

Forest Management Planning and Implementation, Reduced Impact Logging (RIL)

Implementation and Monitoring, Growth and Yield Analysis, Forestry Certification

Support and Monitoring, Land Use, Land-Use Change and Forestry (LULUCF),

Carbon Forestry Identification, Due Diligence, Implementation and Monitoring

(Voluntary & Compliant). He is a consultant and advisory board member of a number

of companies in the Carbon Forestry sector with extensive experience in South East

Asia as well as North America. He has published and presented numerous papers

and is an acknowledged expert in Carbon Forestry.


Harold Gerdes, Ph.D. – Technology and Biophysics After graduating cum laude in Chemistry, Harold went on to attain his doctorate in

1979 – also in Chemistry. He spent the next 6 years as a research chemist before

making the transition to laser systems where, in the Centrak Lasers Corporation

of Cleveland, Ohio, he progressed to the rank of President and CEO. Since

then, Harold has applied his outstanding skills in a number of alternative energy

businesses, initially in wind power and more recently in water management and

desalination schemes. As CCF’s Technology and Biophysics adviser, he performs

a vital role in the company’s development.

He has published several papers in The Journal of the American Chemical Society,

Chemical Communications, Physical Review Letters, Tetrahedron Letters and holds

four US patents, and sixteen foreign patents in the field of polymer chemistry, all

assigned to The Lubrizol Corporation. He also holds one US patent - Method and

Apparatus for Therapeutic Laser Treatment assigned to Medelaser, Inc. – U.S. Patent

Number 6,267,779. He is also a member of the American Chemical Society.

John BirchmoreJohn took an undergraduate degree in Ecology at the University of Edinburgh

before taking post graduate degrees, first in Forest Economics at the University of

British Columbia and then Development Economics at the University of East Anglia.

He was also a Member of the Institute of Wood Science and the Chartered Institute

of Foresters.

John has more than 35 years’ experience. initially he worked for Bowater

Corporation PLC as an economist, involved in raw material supplies, price

forecasting and development strategy, and then in line management in

manufacturing before going into consultancy. During his time with Bowater he

travelled widely. John was Managing Director of LTS International Ltd, a UK

based forestry and forest industries consultancy and undertook consultancy

assignments for World bank, Asian Development Bank, UN, EU as well as

private clients. For the past 12 years he has run SHREWS Ltd, a company

involved in development of renewable energy based on biomass and waste

as well as continuing to provide ad hoc consultancy to institutional and private

clients as well as a Director of a number of private companies.


Dr Clive Richardson Education: Currently reading: Advanced alternative fuels and energy technology,

engineering, architecture. Designing business/development model for complete

agriculture to industry program to produce advanced bio fuels at strategic

subtropical locations.

PHD DEVELOPMENT POLICY ANALYSIS AND MANAGEMENT

POST GRADUATE ORGANAISTIONAL PHSYCHOLOGY

JHon INTERNATIONAL TOURISM AND HOSPITALITY STUDIES + LLB LAW.

Membership of professional bodies: UK Trade Partnerships. WTO-WTTC--

FHCIMA. UK PARLIAMENT RTFO/Alternative Energy, Climate change related to

Agriculture-Energy-Tourism.

Skills: International Business Development. Project Management, Research,

Analysis and Policy formation.. Change management applied & consultant.

National Policy committee formation. Maximisation of human resources

development. Strategic planning, corporate office.ICT Skills, Network

management, Microsoft O/s Office, excel, word, PPt, database management.

Integrated destination/conference management systems, web based project and

site management strategic planning systems. Audit practice management tools.

SAP/ Oracle experience. Audit management systems, forecasting and market

survey/project operational systems.Sigma 6/CAD/Logistics Management

Other skills: Aviation – Tourism GHG emissions reduction strategies. Sub tropical

Oils seeds & Jatropha Curcas Linn Agriculture to Industry - Bio fuels process,

feedstock procurement, contract supply, handling and manufacturing Technologies.

Categories of expertise: Bio Fuels-Carbon Credits-Clean Development Mechanism

and UN protocols-Technology – Sub Tropical Agriculture to Industry Business

Model Development. Government/Corporate Development Policy Analysis and

Management. Organisational Psychology, Director of Studies: Project assimilation,

management of resources, finance management and project phase management.

Present position: Independent Consultant Alternative Energy Strategies, Climate

Change Policy Analysis-Agriculture - Aviation -Tourism:

Current Activity: Senior Consultant/Advisor Government/Commercial organisations.

Chief Executive Officer: Kilimanjaro Bio Fuels (T) Ltd. Submission of Business

planning model for investment promotion/protection. Development of partnerships,

licensing agreements, investor interest and fund raising. Member of UK-EU all

party committee renewable transport fuels obligations (Aviation -Tourism). NEPAD

Tourism Development. International Member COMPETE bioenergy program.

Published Articles include:

www.worldagroforestrycentre.org

hwww.jatropha.de


Australia and Asia SalesLevel 24 & 30, AMP Place10 Eagle StreetBrisbane QLDAustraliaTel: +61 7 3303 0140Fax: +61 7 3303 8445Email: [email protected] Relations

New Century Media (UK)Watergate House13/15 York BuildingLondonWC2N 6JUUnited Kingdom

Contact: Charlie MethvenEmail: [email protected]: +44 20 7930 8033Fax: +44 20 7930 3671Web: www.newcenturymedia.co.uk

Vantage Communications (USA)Contact : Brianna SchweitzerEmail: [email protected]: +1 843 576 4139Mobile: +1 407 924 4497Web: www.pr-vantage.com

DisclaimerCarbon Credited Farming PLC (CCF) is a company offering various investment options. These options are offered on a ‘best efforts’ basis and the information supplied within this proposal reflects management’s fair judgment of the returns, the mechanics and the commercial markets of the project at the time of writing. As with all purchases, there are risks and these risks are at the sole risk of the purchaser. The Management will undertake wherever possible, best business practices to ensure that any purchaser shall hold harmless the directors and management of CCF except in the case of gross negligence.

These pages and all associated content are ©2010 CCF PLC. All rights reserved.

The Green Energy Company

Contacting CCF

UK CorporateCarbon Credited Farming PLC23 Austin FriarsLondonEC2N 2QPUnited KingdomTel: +44 203 008 7170Fax: +44 203 137 0637Email: [email protected]

Global SalesUK and Europe SalesTel: +44 203 008 7170Email: [email protected]

USA and Americas Sales1201 N Orange StreetSuite 772Wilmington, Delaware19801-1186USATel: +1 302 573 2320Fax: +1 302 573 2507Email: [email protected]

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