Project: Garden Fleet

Garden Fleet PBC, Inc Legal Status: Public Benefit Corporation (Social Enterprise) Jurisdiction of Incorporation: Delaware, United States Operational Subsidiary (Philippines): Garden Fleet Palawan Center, Inc. Subsidiary Legal Status: Non-stock, non-profit environmental organization (Philippines) Registration Numbers: Garden Fleet PBC, Inc. (US): SEC registration number – available upon request Garden Fleet Palawan Center, Inc. (PH): SEC registration number – available upon request

Garden Fleet PBC, Inc - GF GLOBAL Registered in U.S Garden Fleet Palawan Center, Inc - GF PALAWAN Registered in Philippines

Primary Operational Location (Current / Pilot): Palawan Province, Philippines Specifically centered around Narra, Palawan, and San Vicente, Palawan which serves as the first operational hub for Garden Fleet’s coastal cleanup, mangrove restoration, recycling, and community ESG programs. This location was selected due to its high ecological value, vulnerability to plastic pollution and beach erosion, and strong community readiness.

Garden Fleet confronts ocean plastic pollution and coastal erosion by delivering verified marine cleanup and mangrove restoration while equipping Indigenous Peoples and coastal communities with sustainable economic pathways and the capacity to resist future plastic pollution.

Operating multiple cleanup and reforestation missions per month Employing a stable local and IP-led workforce with consistent income and training Removing measurable tonnage of ocean plastic and restoring multiple hectares of mangroves Delivering regular ESG-aligned Impact Reports used by partners for ESG and sustainability disclosures Securing recurring revenue through government, hospitality, or corporate ESG service contracts Demonstrating community-level resilience benefits, including reduced pollution hotspots and improved coastal protection Positioning Palawan as a replicable blueprint for expansion to other coastal regions

Primary constraint: Funding (capital for deployment). Garden Fleet’s largest constraint at this stage is access to sufficient upfront funding to fully deploy equipment, vessels, and local teams at operational scale. While community partnerships, technical know-how, and operational planning are in place, predictable funding is required to accelerate mission deployment, workforce onboarding (including Indigenous Peoples), equipment procurement, and verified impact reporting.

Attracting ESG‑aligned funders — this is the biggest and most urgent challenge right now, as securing mission‑aligned capital is essential for scaling Garden Fleet’s impact. Secondary priorities are: Establishing a strong media campaign to attract funders and capacity building within GF Palawan

We currently work with: - Local Government Units (LGUs) in our operating areas - Mia Village NGO, which supports our community‑based environmental initiatives

Current Systems: - PHC - Google tools - Hostinger tools - AI tools (Copilot, Gamma AI, Runway, ChatGPT, Perplexity, MidJourney)

NA - No written waiver has been used. Waivers not necessary for small scale marketing

1. Environmental Social Governance (ESG) compliance services Description: Transparent tracking of plastic removed, trees planted, jobs created, and carbon sequestered through PHC dashboards and blockchain-verified Impact NFTs. Benefit to beneficiaries: Trust and accountability in how funds are used Increased funding continuity through credible ESG reporting Protection against greenwashing that undermines community trust 2. Coastal Plastic Cleanup Services Description: Systematic removal of plastic waste and marine debris from beaches, mangroves, and near-shore waters using locally crewed fleet teams. Benefit to beneficiaries: Cleaner coastlines and fishing grounds Improved public health and tourism income Immediate job creation for local and Indigenous workers

We currently conduct small scale beach cleanups in partnership with LGUs and volunteer members

Systematic plastic recycling and educational programs cannot be conducted yet because of lack of scale and resources

1. Ecological health 2. IP Communities workforce development and job opportunities 3. Hospitality firms 4. Educational institutions 5. Spiritual development

Members may join GF Palawan as volunteers to assist with beach cleaning activities

NA

Regular beach cleaning missions, monthly of weekly depending or resources and need

Initial ESG Alignment – Partner defines environmental and ESG objectives. Community & Legal Authorization – Local and Indigenous consultations completed. Contracting & Funding – Scope approved and funds released. Field Operations – Coastal cleanup and/or reforestation executed. Verification & Reporting – Impact verified, recorded on-chain, and reported. Align → Authorize → Execute → Verify → Close.

UNK - no stigma, pro-social cleaning activities are generally supported by community stakeholders

Impact Reports will indicate the pro-social benefits of each mission and provide metrics on how much trash has been collected, stakeholders helped and carbon sequestered from the environment

NA - Communication is done Via FB and WhatsApp as well as email.

We currently operate using a basic remote-work setup across the core team. Typical equipment includes: (1) Smartphones (Android/iPhone) for daily communications (2) Laptops/PCs (Windows/Mac) for project coordination, documents and reporting (3) Headsets / earbuds for online meetings (4) Basic field photography/video capability via phone cameras (5) Portable power banks (for travel / field work) (6) (Limited) external monitor access depending on the person No dedicated “project-owned” equipment has been purchased yet. Most devices are personally owned and used for project purposes.

Primary contact channel: Email: esg@garden-fleet.com Secondary channels: WhatsApp / Messenger / Telegram (depending on team member) Main contact (operational): Operations Manager (Palawan pilot) Main contact (executive): Executive Officer / Project Director (Abubakr) Management team size (active): ~4–7 people (core leadership + operations + project support) Estimated number of people the project will address (first 6–12 months): Direct green jobs / crew: 10–30 Local community participation / beneficiaries: 100–500+ (These figures scale upward with funding and operational rollout.)

We are currently operating as a hybrid / distributed team, working mainly from: (1) Home office setups for the strategy, grants, finance and reporting work (2) The pilot operational base in Palawan, with fieldwork based in and around Narra, Palawan We do not currently rely on internet cafés except as emergency backup.

Reliable: (1) Phones and laptops are generally reliable for remote work (2) Cloud-based tools and PHC Port access are reliable for tracking work progress Missing / limited / shared: (1) Dedicated project laptop(s) for field ops (2) Printer/scanner for local documentation (3) Stable office router + backup internet option (4) Lockable storage for sensitive documents and devices (5) Dedicated transport (currently hired or borrowed as needed)

Electricity and internet are usable but not guaranteed in all locations. Electricity: generally available, but occasional outages/brownouts can occur (especially during storms / maintenance periods). Internet: mix of mobile data and local broadband options; reliability varies by exact location and provider. For continuity, the team uses phone hotspots and flexible work schedules when outages occur.

Project data is primarily stored digitally, using: (1) Cloud storage (e.g., Google Drive / shared folders) (2) PHC Portal records for structured reporting, time tracking and governance evidence (3) Local copies on laptops where needed for offline work Backup approach: (1) Cloud storage provides baseline backup (2) Key documents are duplicated across at least two trusted admins (3) Where possible, periodic offline backup (USB/external drive) will be introduced for the pilot base

At present, sensitive information is managed mostly through digital controls: (1) restricted access to folders (2) password protection (3) limited admin privileges For local operations, we intend to maintain a lockable physical cabinet at the operational base for any paper files, contracts, IDs, and receipts (once operations begin).

Transport is currently arranged via a mix of: (1) walking (short distance) (2) local public transport (3) hired / borrowed vehicle (when required) (4) motorbike/tricycle options depending on location Biggest travel barriers: (1) fuel/transport cost (2) weather conditions affecting travel and field activities (3) availability of reliable transport for moving collected waste and equipment

Currently: (1) Limited printing (pay-per-use printing shops where available) (2) Scanning via mobile phone scanning apps (sufficient for most records in early stage) We expect to add a small printer/scanner once the pilot base is stabilised.

A small starter kit (phone + laptop + printer) would be held under the responsibility of: (1) the Operations Manager (Palawan pilot) as the day-to-day custodian (2) with inventory oversight by the Project Manager / Executive team We would also implement a simple sign-in/out log, plus location tracking for project-owned devices.

To become fully functional as an operations base, we would require: (1) desk(s) + chairs (2) reliable charging points + extension leads (3) lockable storage cabinet (4) stable Wi-Fi router (plus backup internet option) (5) basic stationery and filing supplies (6) printer/scanner (7) whiteboard or notice board Optional but helpful: UPS / small backup power, and basic tool storage depending on local operations.

Within six months, the ideal operating base would be: A small rented shared office/workspace close to the Palawan operational zone (Narra / nearby hub), combining: (1) a secure admin area (2) space for small team meetings (3) storage for equipment (4) reliable power/internet This could start as shared space and evolve into a dedicated office once volume increases.

Key security risks may include: (1) theft of devices or equipment (especially in shared/community settings) (2) privacy exposure (open/shared spaces for admin work) (3) loss of sensitive documents if stored loosely (4) harassment or unwanted attention depending on local context and visibility of project activities Mitigations will include: (1) lockable storage (2) controlled access to project devices (3) minimal paper handling (digital-first) (4) clean admin procedures for documents, receipts, and IDs (5) clear team rules on confidentiality and data handling

The project is currently structured with a small core leadership team and supporting contributors: (1) Abubakr Harakat - Director / Project Lead (strategy, partnerships, delivery oversight) (2) David Winter - Governance & PHC Systems Lead (project controls, reporting, planning structure, funder readiness) (3) Operations Lead (Palawan) - Field Operations Coordinator (local coordination, activity planning, site logistics) (4) Finance/Admin Support - Admin & Finance Coordinator (records, basic bookkeeping, receipts, payments readiness) (5) Outreach & Partnerships - Stakeholder Engagement Lead (local relationships, community liaison, visibility) (6) Volunteer Coordinator - Community Mobilisation Lead (recruitment, scheduling, volunteer discipline) (Some roles are currently held by the same person due to startup capacity constraints.)

At this stage, the active weekly team is typically 3–6 people, depending on workload and timing. This includes the leadership group and at least one local operational person supporting planning and preparation. Volunteer participation is expected to increase once field activities are regular and clearer shifts/tasks are defined.

Across the team, current strengths include: (1) Project leadership & coordination (2) Governance / reporting discipline (PHC method) (3) Stakeholder engagement and outreach (4) Basic admin and documentation management (5) Community-level mobilisation and organising (6) Environmental / social impact orientation (7) Digital coordination (messaging tools, shared docs, remote working) As operations scale, practical field skills will expand through local recruitment and training.

The most urgent gaps are: (1) Local operational administration (consistent record-keeping at the pilot base) (2) Fundraising / grant-writing capacity (high volume outreach & follow-up) (3) Safeguarding & beneficiary handling competence (as soon as direct vulnerable-person support begins) (4) Financial controls / procurement discipline (to handle funding safely) (5) Monitoring & evaluation (M&E) structure (lightweight evidence capture for funders) (6) Volunteer management systems (agreements, shifts, conduct, accountability)

Priority training areas: (1) Safeguarding basics (including boundaries, escalation pathways, duty of care) (2) Data protection / data handling (especially for names, contacts, vulnerable groups) (3) Case handling & referral discipline (how to record needs and refer safely) (4) Volunteer management (screening, basic agreements, supervision routines) (5) Fundraising readiness (how to present evidence, outcomes, and reporting to donors) (6) Basic reporting / evidence capture (photos, logs, activity summaries, receipts, KPIs) Training can be lightweight and staged - enough to operate safely without slowing startup momentum.

Current approach (early-stage) is informal and relationship-based, but the target operating approach is: (1) Recruitment via local community networks and trusted contacts (2) Simple screening (basic identity check + short interview + role expectation briefing) (3) Volunteer agreement (code of conduct, attendance expectations, safeguarding behaviour) (4) Clear shift/task allocation (who does what, and when) (5) Supervision by a named coordinator with feedback and escalation routes (6) Activity logging (basic sign-in/out or participation record for transparency) As the pilot matures, this will evolve into a repeatable volunteer intake process.

Safeguarding is recognised as essential. At present, formal safeguarding documentation is in development, and a named Safeguarding Lead will be assigned before any higher-risk engagement begins (especially if vulnerable people are involved). Proposed safeguarding lead (initial): Operations Lead / Volunteer Coordinator Oversight: Project Director + Governance Lead (PHC) A basic safeguarding framework will include: (1) conduct rules (2) escalation pathways (3) incident recording (4) “do / don’t” guidance for volunteers and staff

Current rhythm is: (1) WhatsApp / group messaging for fast daily coordination (2) Ad-hoc calls for urgent operational decisions (3) Weekly online catch-up meeting (progress review + next actions) (4) Use of shared documents for tracking key questions, plan sections, and deliverables This will formalise into a consistent weekly rhythm with clear agenda and action follow-up as the team grows.

As a startup-stage project, the main people risks are: (1) Burnout (too many responsibilities carried by a few people) (2) Role overlap / unclear ownership (admin vs outreach vs operations) (3) Volunteer inconsistency (drop-off when tasks become demanding) (4) Decision delays (if accountability is unclear) (5) Disagreements over priorities (operations urgency vs fundraising vs documentation) The mitigation is to keep roles clear, introduce simple procedures early, and pay for continuity roles as soon as funding allows.

If funding arrived, the first paid roles would be: (1) Operations Coordinator (Local / Palawan) Reason: ensures daily execution, continuity, and reliable field delivery. (2) Admin & Finance Support Reason: prevents leakage, chaos, and documentation failure; strengthens funder confidence. (3) Outreach / Partnerships / Fundraising Support Reason: increases project reach and accelerates funding pipeline and stakeholder engagement. These three roles stabilise delivery and create the foundation for growth without collapsing under admin burden.

At present, Garden Fleet is operating in early-stage pilot mode, with no stable recurring income yet. Current support is mainly through ad-hoc personal contributions and small informal support (if/when available). Estimated monthly average (current): low / irregular (placeholder: £0–£200 equivalent) This will be updated once formal funding and trading activity begins.

Fixed costs are currently kept intentionally low, but typically include: (1) Mobile airtime / data (2) Internet costs (home or hotspot usage) (3) Transport costs for meetings and field coordination (4) Basic printing / stationery (as needed) (5) Small project software/admin costs (where applicable) Approximate monthly fixed costs (placeholder): £150–£500 equivalent (Varies depending on how active the pilot is that month.)

Emergency/unplanned costs may include: (1) Medical or welfare-related urgent cases (if the project supports people directly) (2) Safety or security incidents (replacement phones, travel diversion, emergency lodging) (3) Equipment failure (laptop/phone repair or replacement) (4) Unexpected transport escalation (storm disruption, urgent travel requirement) (5) Legal/admin emergencies (documentation, compliance, urgent permits) These costs are difficult to predict but can disrupt a low-budget operation quickly.

Top typical spending items (early-stage): (1) Local transport (fuel/public transport/hire) (2) Mobile data / airtime (3) Printing / photocopying (4) Food and basic welfare during fieldwork days (5) Small equipment (gloves, bags, tools) (6) Communications / meeting costs (7) Repairs / device maintenance (8) Project documentation materials (files, labels, stationery) (9) Minor site setup items (storage boxes, basic furniture) (10) Contribution toward volunteer costs (refreshments, travel support) As operations scale, line items expand into structured procurement and paid staffing.

Yes — we intend to keep clean, auditable records as a core part of credibility. Current recordkeeping includes: (1) digital records of project activity (2) receipts captured by photo where possible (3) basic expense logs (cash and transfers) Custodian (placeholder): Admin/Finance Coordinator Oversight: Project Director + Governance Lead (PHC) This will be formalised into a simple monthly financial pack.

Yes, the intention is to operate through an organisation-held account (bank and/or mobile money) as soon as practical and compliant in the operating country. Until then, early-stage transactions may use: (1) a trusted project custodian account (temporary measure) (2) with tracking and receipts required for every spend (3) The objective is to minimise cash handling and create donor confidence through traceable channels.

A small amount can make a meaningful impact immediately by stabilising field operations and admin. Minimum “difference-maker” funding (placeholder): £300–£1,000 equivalent This would cover essentials such as: (1) transport + communications (2) local printing/documentation (3) basic equipment (4) small volunteer support costs (5) uninterrupted coordination for the month

The 12-month budget depends on scale and whether the project is running as a light pilot or a staffed program. Placeholder ideal budget range: £15,000 – £60,000 equivalent (12 months) This could cover: (1) 1–3 part-time paid coordination roles (2) transport, communications, printing (3) equipment starter kit for the operational base (4) basic operational materials (5) monitoring/reporting and evidence capture (6) contingency for emergencies and repairs A more ambitious scale-up budget can be developed once the operational model is validated.

We are currently in funding readiness / early engagement stage. Funding approaches attempted or planned include: (1) informal approaches via personal networks (2) outreach to CSR / ESG contacts (3) identifying aligned grant programs and donors (4) development of a formal plan, cost model and reporting structure (PHC governance evidence) Results to date: no major secured funding yet, but strong progress is being made in readiness and outreach.

We define governance proof as evidence that funds are controlled, traceable, and delivering outcomes. Core proof pack includes: (1) monthly activity reports (what happened, where, who was involved) (2) receipts and spend logs tied to activities (3) photos/video evidence of work completed (4) beneficiary / community confirmations (short statements or signatures where safe) (5) inventory list for any purchased equipment (6) simple KPIs (jobs supported, collections completed, events run, outputs delivered) (7) independent governance oversight via PHC reporting discipline The goal is that a donor can see where funds went, what they produced, and what controls prevented misuse.

Our outreach is designed for multiple stakeholder groups, each with a slightly different message: (1) Donors / ESG funders (individuals, CSR, foundations) (2) Corporate partners + investors seeking verified ESG impact and measurable outcomes (3) Local communities in and around the pilot area (Palawan) (4) Local government units (LGU) involved in waste management and environmental operations (5) Schools / youth groups (education + awareness) (6) Environmental NGOs and community networks (7) Potential future volunteers (once onboarding opens)

Current and planned channels include: (1) Website presence as the main credibility hub (mission, services, contact) (2) Direct email outreach (primary public contact: esg@garden-fleet.com) (3) WhatsApp / Messenger for internal coordination and stakeholder comms (4) LinkedIn (planned/active) for donor and ESG-facing outreach (5) Community-level meetings for local mobilisation (as activities begin) (6) Education workshops as an outreach channel in themselves (Channels like radio/church announcements can be added later if local strategy benefits.)

Yes, we already have foundational outreach assets: (1) Logo + branded website (2) Strong mission statements and donor-facing narrative (3) Photos / imagery currently used across the site pages (4) Core team profile page (credibility asset) (5) Pilot concept + transparency infrastructure references (PHC Portal, finance visibility links) Planned near-term assets: (1) short “1-minute explainer” video (2) 2–3 pilot case stories (before/after) (3) testimonials from local stakeholders once field ops begin

“Garden Fleet delivers real, verified coastal restoration, cleanups and mangrove planting, with radical transparency so every donation is traceable from funding to measurable impact.”

“We create local green jobs and community-led cleanup programs that restore coastlines, reduce pollution, and protect health and livelihoods for the long term.”

Common questions (and the current standard answers): “What is Garden Fleet Palawan?” A locally established non-profit pilot branch delivering the Garden Fleet mission in Palawan. “How can I get involved?” We are in seed funding phase; volunteer onboarding will open once operations are fully initiated. “Where are you located?” Global initiative with pilot operations in Palawan (Narra / Puerto Princesa region). “What activities do you run?” Beach clean-ups, educational workshops, and community outreach. “How do I donate or support?” Contact the team via esg@garden-fleet.com for individual or institutional support.

Yes, contacts are currently held across leadership team networks and outreach efforts. Current contact base (placeholder): (1) Direct outreach / warm contacts: 50–150 (2) Wider lead list (cold / research): 300–1,000 This is being expanded systematically through ESG / CSR prospecting and partnership mapping.

he fastest accelerators would be: (1) Local Government Unit (LGU) partnership (waste flow access + legitimacy + logistics) (2) Schools / education partners (awareness + repeatable programming) (3) Recycling / processing partners to ensure collected waste is truly removed from the environment (4) Corporate ESG sponsors (funding + scaling + verification demand) (5) Local accommodation/tourism partners (future volunteer hosting and operational support)

Quarterly event options that build visibility and evidence: (1) Community coastal cleanup day (with photo + tonnage evidence) (2) Mangrove planting and shoreline restoration day (3) School workshop / youth eco-session (repeatable module) (4) Stakeholder coordination meeting (LGU + community leaders + partners) (5) Public progress briefing (“what we achieved this quarter + what’s next”)

The easiest monthly proof pack (simple, repeatable, credible): (1) # of cleanup events completed (2) estimated weight/volume of plastic removed (3) # of mangroves planted / maintained (4) before/after photos from the same locations (5) short 150–300 word story (“what changed this month”) (6) receipt summary (top expenses + totals) (7) finance transparency link-outs (PHC Portal / income-expense records where appropriate) This creates strong donor confidence without adding heavy admin burden.