Time for the Planet Investment Plan

CONTENTS

I. Time for the Planet - Our reason for being 5
1st action: Create companies that bring together inventors, entrepreneurs and

investors. 5
2nd action: Make all innovations open source 6
3rd action: Money is power 6
4th action: Reinvesting all profits and creating a new indicator - the PRR (Planet Rate

of Return) 6
II. Concept and Roadmap 8
Creation of a partnership limited by shares 8
Communication to the general public 8
Beta-testing and public offering 8
“Industrial” launch of companies created 8
Global impact 8
Management and exits 8
Exits and reinvestment 8
Spin-offs and Time for the Planet’s possible dissolution 9
2.1. The Time for the Planet Concept 9
Financial aspect 9
Inventions/inventors 9
Entrepreneurs 10
2.2. Road Map 11
Step 1: Proof 12
Step 2: 1st semester 2020: Creation of a partnership limited by shares 12
Step 4: 2021: Beta-testing and public offering 13
Step 5: 2022: 14
Step 6: 2023-2025: Global impact 14
Step 7: 2025-2031: Management and exits 14
Step 8: 2031: Exits and reinvestment 15
Step9: Spin-offs and Time for the Planet’s possible dissolution 15
III. Key Monitoring Indicators 16
3.1. Impact monitoring using the Net Zero Initiative framework 16
3.2 PRR performance monitoring: Planet Rate of Return 18
3.2.1 The CO2 equivalent ton 18
3.2.2 Investment 18
3.2.3 Term 18
Investment Brief for the Planet / Draft - Time for the Planet 1

3.2.4 Planet rate of return 18
Calculate your impact as a Time for the Planet shareholder 19
3.3 Financial performance - Internal Rate of Return (IRR) 20
3.3.1 Dividend distribution policy 20
3.3.2 Reselling shares 20
3.2.3 Internal rate of return (IRR) 20
3.3.3 Risk of loss of invested capital 20
IV. Time for the Planet’s investment vision 21
4.1. Criteria 21
4.2. Scope of action 21
4.3. Deal flow 22
4.4. Objectives 23
Reduction or capture of GHGs 23
Profitability 23
V. Time for the Planet supports its subsidiaries 24
5.1. Time for the Planet: Startup Studio? An investment fund? An incubator? 24
5.2. Open source: the secret weapon for saving the planet 24
5.2.1. Sharing technology to accelerate solving problems globally 24
5.2.2. Open source and free licenses: rights and responsibilities 25
5.2.3 Open-source economic models 25
5.3. Advantages of Time for the Planet as majority shareholder 26
Faster and less costly results 26
Paradigm shift 26
Raising funds: we take care of everything 26
Networking 27
Visibility and credibility 27
5.4. Methodology 28
Choosing the scientific problem 28
Finding the scientific solution’s competitive advantage 28
Recruiting the subsidiary’s initial team 28
Testing the market opportunity 28
Creating the subsidiary’s Supervisory Board 28
Creation of the company, MVP design, and seed funding 28
Open-source strategy and progressive investments for the company’s

development 28
Exit from subsidiaries 28


VI. Legal structure and governance 38
A mission-led company: one of the first in France. 38
6.1 Our initial legal form: 38
6.2 Our current legal form: Partnership Limited by Shares 38
6.2.1. General Partner(s): 38
6.2.2 Limited partners or shareholders: 39
6.2.3 Management 39
6.2.4 Supervisory Board 39
6.2.5 Corporate governance framework 40
6.2.6 Share capital and valuation 41
6.2.7 Sale and purchase of shares 41
6.3 Public offering of financial securities/French Financial Markets Authority (AMF) 41
6.4 Our legal counsel 42
6.5 Investments in subsidiaries 42
6.5.1 The selection and validation process 42
Preselection through collective intelligence 42
Scientific Committee Validation 42
Potential market validation 43
Final and ethical validation 44
6.5.2 Requests for re-investment 44
6.6 Companies in difficulty and ceasing to trade 45
VII. Our Charter 46
7.1 Our assessment: the absolute urgency of the environmental crisis 46
7.2 The Power of Entrepreneurship 46
7.3 Not for Profit 46
7.4 Creating and financing ambitious companies 46
7.5 Open Source 47
7.6 Collective Intelligence 47
7.7 Mindfulness 47
7.8 Transparency 47
7.9 Ethics 47
VIII. The Team 48
8.1 The Current Team 48
8.1.1 The founders C 48
8.1. 2 Time for the Planet’s teams 57
8.2 The teams in 5 years 58
Conclusion 59


I. Time for the Planet - Our reason for being

Life on Earth is in danger. .

Our lifestyle and global economy will not survive the impending disasters caused

by climate change. A rise of 3°C in the world’s temperature is not bearable. It

would be disastrous: billions of climate refugees, the destruction of major coastal

cities, wars for water, unpredictable epidemics, diminishing arable land for a

growing population and economic crises due to insufficient energy resources

(given oil is increasingly difficult to produce and there is no real alternative to

carbon-based energy).

We are the last generation that can act against climate change. Later will be

too late.

To survive, humanity will need to focus its efforts and resources on the issue of

climate change.

Time for the Planet has a plan:

1st action: Create companies that bring together

inventors, entrepreneurs and investors.

We believe in human ingenuity. We know that, around the world, scientists and

inventors are developing solutions that can stop climate change.

Those inventions must be developed for business use and global markets as

quickly as possible.

Inventors need to be linked with seasoned entrepreneurs and they need

investment.

That’s where Time for Planet comes in.

But there’s more.


2nd action: Make all innovations open source

Creating companies to develop inventions is not enough. The risks are too high

and growth will be too slow. What’s more, if findings are kept secret, worldwide

impact will take too long.

All of Time for the Planet’s discoveries will be open source.

The aim is to use human ingenuity to copy, improve and distribute inventions

that are crucial for the survival of humanity as quickly as possible.

We are entering an era of global cooperation.

“Research is now community driven -

Galileo worked alone.”

Jean Jouzel, climatologist and Nobel Peace

prize-winner with the IPCC in 2007,

Time for the Planet Member

3rd action: Money is power

Time’s up! We have to act very, very quickly. That’s why substantial amounts must

be invested - and fast. On average, a round of funding takes nine months, during

which the company slows R&D and sales efforts.

We want rapid funding for successful companies. We do not want the founders to

spend months making sales pitches to dozens of investment funds.

4th action: Reinvesting all profits and creating a new

indicator - the PRR (Planet Rate of Return)


Companies created by Time for the Planet will need to address both an

environmental issue and be proﬁtable. Companies that generate proﬁt will pay a

portion to Time for the Planet.

We reinvest 100% of the surplus and create new companies so Time for the

Planet can multiply its impact.

Consequently, steering Time for the Planet cannot be based on a traditional

internal rate of return. We have created a new indicator: The PRR (the Planet Rate

of Return).


II. Concept and Roadmap

Building Time for the Planet will be a succession of iterations.

The vision of what we hope to accomplish is presented below. The steps will change

over time.

In section 2.1, we will present our concept and demonstrate Time for the Planet’s

potential. Then in section 2.2, we’ll present our roadmap.

Proof of Concept

Creation of a partnership limited by shares

Communication to the general public

Beta-testing and public offering

“Industrial” launch of companies created

Global impact

Management and exits

Exits and reinvestment

Spin-offs and Time for the Planet’s possible

dissolution


2.1. The Time for the Planet Concept

Time for the Planet has three building blocks:
1. an inventor who has uncovered a solution to a major environmental problem;
2. a team of confirmed entrepreneurs to roll out this invention globally; and
3. money to finance the company’s rapid development.

We will implement our concept in the following manner to demonstrate goal

achievement:

a) Financial aspect

Demonstrate that citizens, entrepreneurs, investors and others who can buy shares are

ready to invest in Time for the Planet in order to save the planet. For starters, we must

raise at least €3 to €5 million to prove that:
● People from all walks of life want to fight global warming on a large scale.
● Some of these individuals are prepared to use their own money for more than

just financial gain.
● Time for the Planet can become huge.
● The community of citizens who invest can unite with financial backers who are

also concerned by the systemic risk of climate change.

b) Inventions/inventors

Once the first sums have been raised, we will be able to invest and create the first one

to three companies. Time for the Planet already has priorities for action: cement-free

construction, carbon capture, and DNA digital data storage. These priorities will evolve

as new opportunities arise. Many inventors have already contacted us with very

interesting projects.

Each company will receive start-up funds ranging from €500k to €1.5 million for a

prototype, a first sale or a contract negotiation.


Inventors trust us because:
● We invest financially in their invention.
● With Time for the Planet, their invention is global. They help radically change the

world and save the planet.
● We guarantee that private interests will not take ownership of their idea. With

open source, their invention will endure rather than being buried for specifically

financial reasons.
● We find the best entrepreneurs to develop their invention’s full potential.
● We pay them from the outset so they can devote themselves to their passion.
● They can take over the company when Time for the Planet exits through capital

reduction.

c) Entrepreneurs

The Time for the Planet model for business creation is different than traditional

business practice:

● Time for the Planet is the majority shareholder.

● In return, entrepreneurs:
○ Receive remuneration from the start:
○ Receive hassle-free start-up funding;
○ Become the company owners when Time for the Planet exits.

We will build our teams of entrepreneurs using a ratio of one to two entrepreneurs per

inventor.


2.2. Road Map

Step 1:

Proof

Objective 1. Convince early adopters to join Time for the Planet
2. Test two of our primary communication methods: conferences and

social media. Raise funds using these two channels.
3. Build the Development Committee (Board)
4. Convince experienced entrepreneurs to join us and fund Time for the

Planet.

Results at February 1, 2020:

Board: Jean Jouzel, the prominent French climatologist, Nobel Peace Prize joint winner (with

IPCC and Thanh Nghiem), and former McKinsey partner, joins and brings his national and

international network. She is working with us to continue building the Development

Committee.

Conference: Over a three-week period, 300 registrations for the first session of December 5,

2019.

Investment: 300 shareholders in 45 days raising €150k.
Step 2: 1st semester 2020: Creation of a partnership limited by shares
A partnership limited by shares, a French Société en Commandite par Actions (SCA), was

created so the greatest number of individuals could join. A summary information

document (DIS or Document d’Information Synthétique) is filed with AMF, the French

financial regulatory agency, which makes it possible to collect up to €8 million over a

12-month period. At a later date, we will file for approval of the prospectus with AMF.

This step focused on the company’s legal structure and the definition of governance.

Objectives:

1. Creation of the partnership limited by shares (SCA)
2. Continue to raise funds by first offering investors the opportunity to sign an

investment pledge before making direct investments in the partnership when

created. Goal: €800k
3. Test messages and conversion paths to prepare the construction of a vast online

community.

4. Develop awareness and recognition for Time for the Planet with conferences

throughout France and on the web.
5. Establish a national and international development committee (investors,

entrepreneurs, scientists, and celebrities among others)
The general public is regularly made aware of the danger of global warming. However,

they are never presented with any far-reaching actions.

Objectives:

1. Time for the Planet must become a grassroots movement which is made

public with intelligent communication using three channels:
➢ Physical events throughout France.
➢ Social communities. Goal: a community of 100,000 members.
➢ The press.

2. Exceed one million euros in funds raised and have over 5,000 investors.

Step 4: 2021: Beta-testing and public offering
Objectives:

1. Create the first Time for the Planet subsidiary. Put together the first team for the

first technology (See The concept). Then create up to two more subsidiaries.

2. Time for the Planet will become an investment product which appeals to banks

and pension funds. They are regularly criticized for their high-carbon assets and

want green investments. We will undertake advertising with their customers.

3. Global reach: Time for the Planet will open offices in the USA, China, Brazil, India

and other countries abroad. Each branch office will be managed by local

nationals who have a pre-existing network.

4. Exceed €10 million in funds raised and 20,000 investors


Step 5: 2022:
1. Begin to create the first companies according to Time for the Planet’s

methodology (See: Methodology)
- Maximum 10 companies
- First funds released: up to 50% of the amount raised so far.
- Recruitment of a full-time person to assist and act as go-between with the

Time for the Planet network.

2. Exceed €50 million in funds raised and 100,000 investors
- Meet and convince the world's most influential millionaires and

billionaires to invest.
- Use social media (Twitter/Facebook) to reach successful entrepreneurs, in

areas like Silicon Valley, and convince them to invest substantial amounts.

-

Step 6: 2023-2025: Global impact
1. Create 30 new companies.
Learn from the experience of the first five creations to ensure smoother

processes in the future.

2. Communicate widely about open-source technologies developed, creating a

virtuous market for each one so they are deployed quickly and globally.

3. Exceed €250 million in funds raised and 500,000 investors.
Step 7: 2025-2031: Management and exits
1. Monitor and grow the companies created: regular investments according to

needs, management of the teams of operational founders, communication on

technologies, networking.


2. Measure the subsidiaries’ impact on greenhouse gas emissions and the

ecosystem created by the open-source use of each technology.

3. First exits by capital reduction (see Subsidiary Exit diagram). Each exit will return

between 2 and 5 times the original amounts invested. Payment of dividends in

companies where it is possible.

4. Create 40 new companies.

5. Reach €1 billion in funds raised and 10 million investors.
Step 8: 2031: Exits and reinvestment
Time for the Planet shareholders can request to recover their original investment, if the

situation permits (see: The Purchase and Sale of Shares).

Firstly, Time for the Planet organizes the exit of shareholders who wish to, and then, if

possible, makes new investments.
Step9: Spin-offs and Time for the Planet’s possible dissolution
Time for the Planet encourages the creation of new organizations based on the same

model. Further funds will be raised and profits generated by subsidiaries will be used to

finance new creations.

Time for the Planet’s objective is to contribute to the reduction of global warming to 0°C

- defined as the rise in the average temperature of the planet over the last 30 years

compared to the average temperature of the pre-industrial era: 1850-1900. If this

objective is reached, according to the methodology and data provided by the

Intergovernmental Panel on Climate Change (IPCC), Time for the Planet will be

dissolved. The assets will be shared as follows: Firstly, to refund initial shareholders.

Remaining funds will be donated to the UN.


III. Key Monitoring Indicators

3.1. Impact monitoring using the Net Zero Initiative

framework

To measure its impact on greenhouse gas (GHG) emissions and capture, Time for the

Planet uses the Net Zero Initiative Framework developed by Carbone 4:

http://www.netzero-initiative.com/en.

The framework describes and organizes climate actions to maximize contribution to global
carbon neutrality.

GLOBAL ACTION WITH COMPANY PERSPECTIVE


The framework is based on the idea that an organization must act in three complementary
ways to contribute to global neutrality.

To contribute to the overall decline in emissions, organizations must:
1. Reduce their own direct and indirect emissions (A)
2. Reduce the emissions of others by (B):
– commercializing low carbon solutions under certain conditions;
– financing low-carbon projects outside its own value chain.

To help increase global sequestration, they must:
3. Improve carbon sinks by (C):
– developing carbon sequestration in their own operations and in their value chains;
– financing carbon sequestration projects outside their own value chain.

NET ZERO INITIATIVE DASHBOARD

These three actions are calculated in tons of CO2 equivalent.

The framework is used to measure and analyze Time for the Planet's global GHG impact,

taking into account all investments made to reduce or capture GHGs.


3.2 PRR performance monitoring: Planet Rate of

Return

The Planet Rate of Return (PRR) is one of Time for the Planet’s main indicators.
It monitors the impact of a financial investment on global greenhouse gas (GHG)

emissions and, as a result, on the reduction of global warming.
The indicator shows the relationship between the decrease and/or capture of

greenhouse gases and the amount invested.
3.2.1 The CO2 equivalent ton
The decrease and/or capture of GHGs is expressed in ton of CO2 equivalent.
The CO2 equivalent (CO2eq) of a greenhouse gas is the same amount of CO2 required

to retain the sun’s radiation and hence, to provide the same radiative forcing.
Take methane (CH4). It has a radiative effect with the capacity to warm the planet 25

times that of CO2. One ton of methane released into the atmosphere is equivalent to 25

tons of CO2.
The gas with the highest warming potential is sulphur hexafluoride (SF6): 1 ton emits

22,200 tons CO2 equivalent. However, it is only found in very small quantities in the

atmosphere and is responsible for less than 0.3% of global warming.
3.2.2 Investment
Time for the Planet’s share capital is used to calculate the PRR. Time for the Planet aims

to raise its share capital annually until it reaches €1 billion.
3.2.3 Term
When calculating PRR, we estimate that an investment will have an impact for at least 10

years and be able to reduce GHGs significantly during this period.
Take the cost of solar panels which is generally spread over 12 to 15 years to calculate

profitability, even if they continue to operate well beyond that period.


3.2.4 Planet rate of return

The calculation:

PRR = tons unemitted CO2 equivalent X 10 (years)
Time for the Planet capital (€)

This gives the number of tons of CO2 equivalent captured or unemitted per euro

invested in Time for the Planet.
Time for the Planet aims to create and develop companies with a minimum PRR of 5%.

That’s 0.05 tons CO2 equivalent/euro invested, or a cost of €20 per ton of CO2

equivalent.
To compare, in 2019, the price for one ton of CO2 on the financial markets fluctuated

around €25.
We aim to offer a cost per ton of CO2 well below market price. Our ability to position

ourselves below market price will be key to rapid and global deployment.

Calculate your impact as a Time for the Planet shareholder
For €2,400 invested in Time for the Planet over 10 years, with a PRR of 5%, we can avoid

at least 120 tons CO2 equivalent of emissions (€2,400 x 5%) or 12 tons CO2

equivalent/year. That’s the same as the average CO2 emissions/year of one French

person.
In other words, for every €100 invested with a PRR of 5%, we avoid or capture 5 tons of

CO2 or CO2 equivalent over 10 years.


3.3 Financial performance - Internal Rate of Return

(IRR)

3.3.1 Dividend distribution policy

The Time for the Planet founders and shareholders forgo profit distribution.

According to the statutes, Time for the Planet reuses all profits to pursue its

mission.

3.3.2 Reselling shares

The resale of shares by Time for the Planet shareholders to a third-party is

possible at any time and for a freely defined price.
Note, however, that until the company’s capital reaches €1 billion, Time for the

Planet will propose shares at €1 through regular annual capital increases.

To simplify the sale of shares and when financial conditions permit, Time for the

Planet will offer to buy back shares at the initial purchase price after 10 years.

(See Purchase and sale of shares)_kdz0j0p3bmai

3.2.3 Internal rate of return (IRR)

As shareholders have forgone dividends and Time for the Planet will buy back shares at

the initial purchase value, the expected internal rate of return for a Time for the

Planet investment is 0%.

3.3.3 Risk of loss of invested capital

Investment in Time for the Planet is a capital investment.
Note that we hope to be able to buy back investors’ shares, but this is not guaranteed.

As a result, investors risk losing all or part of their investment.


IV. Time for the Planet’s investment vision

Time for the Planet’s only objective is to combat climate change effectively. It is

therefore essential to invest only in companies that have a fundamental impact on

greenhouse-gas emissions.

4.1. Criteria

The criteria used to establish our deal flow are:

4.2. Scope of action

Our Scientific Brief identifies 20 priority issues to be addressed in the fight against

greenhouse gases at a global level.

We will participate in the following five areas:
● energy
● industry
● transportation
● agriculture
● buildings

Our ambition is to develop solutions that:
● Prevent GHG emissions
● Improve energy efficiency
● Reduce emissions
● Capture GHGs


Global

Reduction of greenhouse gas
emissions: PRR of at least 5%

Immediate effects: as soon
as the company achieves
product-market fit

MATRIX OF THE 20 ISSUES WE INTEND TO ADDRESS

4.3. Deal flow

Time for the Planet will not finance existing companies. We plan to create companies

from scratch, bringing together a team of scientists and a team of entrepreneurs. We

are involved prior to the business creation.

We seek the best inventors and inventions that address these issues around the world.

We scientifically validate:
● The solution’s potential impact for reducing greenhouse gas emissions.
● The capacity of the proposed solution to have significant, global and immediate

impact on emissions.

To that end, we will consult with external independent experts, such as Cabinet Carbone

4.


ZERO EMISSIONS ENERGY EFFICIENCY
MINDFUL
CONSUMPTION
CAPTURE
Power
Produce and stock
renewable energy
without cri cal
metals/rare metals
Improve the energy
return on investment
(EROI) for
renewable-energy
solu ons
Decentralize energy
produc on and develop
smart networks
Capture GHG emi ed by
power plants
Industry
Manufacture without
fossil sources
Recover and use waste
heat
Extend the lifespan of
products and recycle
factories
Transport
Travel without
fossil-fuel combus on
Improve energy
performance of vehicles
Op mize transporta on
of goods and people
vehicles
Agricultur
e
Farming without
nitrogen fer lizer
Regenerate farmland
Develop alterna ves to
meat and reduce waste
Secure and develop
natural carbon sinks
Buildings
Build using low-carbon
materials
Heat and cool without
HFCs and combus ble
fossil resources
Renovate houses and
buildings
Capture storage

4.4. Objectives

Subsidiaries have a dual purpose:

● Reduce GHG emissions or capture GHGs

● Be profitable to pay dividends to Time for the Planet so that it can continue its

investment policy.

a. Reduction or capture of GHGs

This objective is measured by an independent service. The impact of each company is

evaluated regularly (at least once a year) and communicated to Time for the Planet

shareholders for the PRR calculation.
Both the subsidiary and those using the technology are measured to calculate the

impact.


b. Profitability

After 10 years, Time for the Planet plans to return the initial amount invested to its

shareholders upon request. It is also crucial to generate profit for the creation of new

businesses.


V. Time for the Planet supports its subsidiaries

5.1. Time for the Planet: Startup Studio? An investment

fund? An incubator?
Actually, it’s all that and more.
We are co-creators, not just an incubator or a support structure. We build a team by

associating scientists with entrepreneurs.
Our role is:
- putting together the company’s management team;
- financing the company’s development as it grows;
- ensuring strategy is open source; and
- acting as counsel for strategic decisions.
The management team makes all decisions. We trust them with defining strategy,

management style, organization and day-to-day activities as long as they comply with

the Time for the Planet charter. Most importantly, open source must be ensured.
The company chairman is selected from the management team and has delegated

authority.

5.2. Open source: the secret weapon for saving the

planet

5.2.1. Sharing technology to accelerate solving

problems globally

How is it possible to increase the chances of solving the problem the company

addresses once it has an operational technology, a team, and plentiful funding?

We decided that the easiest, fastest, and most cost-effective way to solve a global

problem is to share the technologies discovered.

A new subsidiary would take many years to establish itself globally.

In fact, it is the technology - and not the subsidiary - that must have global reach.

If new technology is used by other entrepreneurs, a whole market is created, not just

one company!

5.2.2. Open source and free licenses: rights and

responsibilities

Time for the Planet’s deﬁnition of open source: making all components of all

innovations produced by our companies available to third parties so they can be copied,

used and sold.
Anyone can ask for - and will receive - a license to use our innovations. No one can use

our innovations without a license. Licenses will only be refused to individuals and

companies which do not adhere to our Charter.
The Time for the Planet license comes with certain rights and responsibilities.

Time for the Planet license holder rights:
● copy all or part of an innovation;
● improve an innovation; and
● market and sell an innovation.

Responsibilities:
● Share innovation improvements and discoveries; and
● Market and sell innovations in the domains and forms set out in the license

granted by Time for the Planet. Consequently, a construction-industry innovation

cannot be used for military purposes. The list of sectors can be expanded upon

request if Time for the Planet considers it pertinent in the ﬁght against climate

change.
5.2.3 Open-source economic models
Time for the Planet was founded to create economically viable businesses with potential

for growth, to impact climate change and to trigger the creation of many other

businesses based on their innovations.

Companies must therefore make public all the knowledge they’ve amassed and

generate revenues. They cannot privatize it.

See our website for seven examples of economic models using open source.
(https://www.time-planet.com/fr/tout-savoir/notre-strategie/methode-time-for-the-plan
et/comment-nous-allons-utiliser-lopen-source-pour-lutter)


5.3. Advantages of Time for the Planet as majority

shareholder

a. Faster and less costly results

Experience in business conception/creation saves considerable funds. For example, if

Time for the Planet’s method is applied, the time to complete a first sale can be reduced

from an average of two years to four months. This method is based on three pillars:
● interviewing potential customers with an innovative interview process;
● selling the product before it is created; and
● only financing strictly necessary actions.

b. Paradigm shift

Creating a company in Time for the Planet’s ecosystem is part of a plan to safeguard the

planet. Thousands of individuals, companies, organizations and institutions will

transform entrepreneurship into an essential weapon in the war on climate change.
Companies that join Time for the Planet share values that go beyond simply creating

economic activity.

c. Raising funds: we take care of everything

Months of effort are saved as finding seed funding and series A and B rounds are not

required: Time for the Planet invests directly and when required and/or looks for

external financial partners.


d. Networking

Time for the Planet’s founders and partners have networks which provide a constant

source of resources required for the company’s development at every stage: searching

for customers, suppliers and experts, press, accounting, legal, innovation tax credits,

webmarketing, among others.

e. Visibility and credibility

The founders of Time for the Planet, along with dozens of growth hackers, lawyers,

entrepreneurs, communicators, and so on, will focus all of their attention and expertise

on creating a large communications company and lobby for the planet. Consequently,

eﬀective communication of the results of Time for the Planet subsidiaries will boost

their speedy growth.
Through institutions and the establishment of a large community of citizens, Time for

the Planet aims to become a global enterprise.


5.4. Methodology

Choosing the scientiﬁc problem

Finding the scientiﬁc solution’s competitive advantage

Recruiting the subsidiary’s initial team

Testing the market opportunity

Creating the subsidiary’s Supervisory Board

Creation of the company, MVP design, and seed funding

Open-source strategy and progressive investments for

the company’s development

Exit from subsidiaries


Step 1: Choosing the scientific problem

Scientific problems are based on three criteria:

. Impact on preventing GHG emissions
The proposed solution must address a sufficiently large market and it must have a

significant measurable impact on GHG emissions and their capture.
For example, we want to address CO2 emissions by the cement industry as they

represent 5% of global CO2 emissions which is considerable.

. R&D required for mass production of the solution depending on impact potential
We will select mature solutions that require little R&D if they have a visible short-term

impact. Solutions requiring heavy R&D will be selected only if their impact is globally

visible in the medium- or long-term.

. Market access to the solution via open source
The more a product needs to be tailored to each customer, the more difficult market

access is for an open-source solution. As a result, we will focus on companies with

products that do not require too many bespoke adjustments for each customer.

For example, a carbon-capture solution for industrial sites must be adapted to the

technical format of each site. The technology’s wide distribution will eventually enable

installers to deploy the technology globally; however, there is a need for a high degree

of customization, requiring time for each adjustment.
On the other hand, cement-free technology can be made available to everyone and

deployed very quickly on a global scale, without specific local adjustments.

The Time for the Planet roadmap will keep us focused on companies requiring little R&D

with rapid and smooth market access.

Step 2. Finding the scientific solution’s competitive

advantage

Scientific problems are not always naturally and natively in sync with a market problem.

Take cement manufacturing. The fact that it emits CO2 will become a market problem as

soon as there is a competitive advantage to building without cement: lower cost, better

insulation quality, greater durability, etc.

We act as a think tank at Time for the Planet, in conjunction with the inventor, the

Scientific Committee and the Entrepreneur Committee.


Step 3: High frequency market testing with an

investment of €5,000 to €15,000

Over a three-week period and with a budget of between €5,000 and €15,000, we use

high-frequency testing techniques to:
- determine whether the product or service engages clients and customers;
- identify the customers;
- establish the right price for the customer.

Real-life testing is conducted as though the solution were already available: meetings

with prospective clients, creation of landing pages to present the solution, advertising

on social media, or retargeting, to mention a few.

Examples:
- Imagine we want to test consumer interest in a non-electric air-conditioning

solution. We want to know how much consumers are willing to pay. We would

need to try selling them in the market place at different price points, or create a

crowd fund to confirm any real interest by consumers for the proposed solution.

- Making appointments to sell the imagined solution from technical drawings and

3D simulations to obtain pre-order contracts.

- Online advertising to sell the non-existent product to real consumers. (Purchases

are refunded immediately.)

Step 4: Recruiting the subsidiary’s initial team

In most cases, at this stage, other than the inventor and/or scientist, there is no team.

Consequently, we put together the necessary team.

CEO: Our preference is someone with strong entrepreneurial experience who has

already created a company in the same sector. But that’s not always necessary. We will

focus on entrepreneurial capacity, speed of execution, vision and managerial finesse.

- CTO: This may be the inventor if they are interested and they have the

managerial ability and entrepreneurial vision.

- One or two additional founders may be brought on board if they bring expertise

in the product or industry, a particular skill, a sales network, or other benefits.

Step 5: Creating the subsidiary’s Supervisory Board


The Supervisory Board is there to provide support to the company. It meets every two

months. Members may be required to work in the field.
At a minimum, the Board is composed of:
. one Time for the Planet co-founder
. one Time for the Planet Development Committee member for credibility
. one Time for the Planet investment team member
. one Time for the Planet employee who monitors daily progress and attends the most

important meetings

Step 6. Creation of the company, MVP design and

seed funding (€20,000 to €100,000)

The company is created when all market testing is completed.
Time for the Planet creates companies from scratch. Each company created is a

subsidiary of the parent company, Time for the Planet.

a) Creating the company:

In almost all cases, the company will be a French simplified joint-stock company. Time

for the Planet will handle creation of the company’s legal entity, the initial capital and

registering the trade name.
As a general rule, the founders are asked to make a minimal investment to symbolize

their commitment to the project. However, this amount if much lower than for a

traditional business creation.

b) Creating the MVP:

The Minimum Viable Product, or MVP, is the most minimalist version possible of the

proposed product or service. Generally, in the previous step, using projections of the

product or service, highly advanced sales approaches and first sales were made. In this

step, we move on to the real product or service.

The Time for the Planet method is based on rapid market access. We will pay particular

attention to developing the MVP. It must be as rapid and inexpensive as possible in

order to start generating sales revenue. We will invest in the product development once

there are firm contracts or commitments to purchase. Until a product is the object of

loudly expressed purchase intentions, no substantial investments will be made.


c) Funding:

There are usually successive rounds of funding and increased shares. As majority

shareholder, Time for the Planet provides the funding necessary at each step of the

company’s development.

As majority shareholder, we can guarantee the company’s rapid development and

open-source philosophy.
We will retain some control through our golden shares, even if, as part of the company’s

future development, the majority will be transferred to the founders.

Time for the Planet will invest an initial amount. This investment must enable the

company to realize its MVP and proof of concept, and at least make its first sales to

validate a business model.
The amount invested in the seed funding stage ranges from €50k to €500k. External

finances may be provided, particularly from banks.

Time for the Planet as majority shareholder presents advantages for the

founders:

● Time for the Planet invests over time, injecting funds as required.
● As long as Time for the Planet finances the company’s development, there is no

increase in capital. Also, the founders’ holdings cannot be diluted. Yet, in

standard development, successive dilutions mean founders eventually own a

small share of the company: usually less than 25% all told after two or three

rounds.
● The founders can concentrate on the company’s development. They do not need

to spend time searching for funds, particularly in the start-up phase.
● The founders receive remuneration from the outset and own shares of the

company. This is also true for key employees.

Generally, at the company’s launch, the distribution of capital is as follows:


Special case: already existing companies

Sometimes, the company exists with no or very low revenues. In that case, Time for the

Planet will be a minority investor through convertible bonds.
Once the MVP is complete, Time for the Planet becomes a majority investor. If there is

no agreement on majority shares, we will negotiate “golden shares” which allow us to

ensure our open-source policy.
Only 3% to 8% of the projects go on to step 7.

Step 7: Open-source strategy and progressive

investments for the company’s development

a) Moving to open source
Once proof of concept is completed, Time for the Planet will send one of its R&D

coordinators to assist the subsidiary in putting together the innovation’s technological

documentation. To do so, the R&D coordinator will have access to:
● all company employees and founders;
● a budget to cover time spent by subsidiary employees or outside third

parties (service providers);
● an interface designed by Time for the Planet so delivery of technology is

easy, fun and detailed; and
● an interpreter/translator responsible for converting to one of Time for the

Planet’s languages: English or French.

b) Staggered ﬁnancing

Time for the Planet’s ambition is to ﬁnance subsidiaries throughout their development.
Rather than large Series A, B and C funding rounds, we will opt for small successive

investments at close intervals.
Over time, Time for the Planet’s holdings as a percentage will increase as investments

are agreed upon.


The advantages:

. Allows for quick and agile action for a clearly identified need.
Take a situation where the subsidiary needs €800k to recruit a team of engineers or €1

million to launch a radio advertising campaign.
. Avoids the cost of funding rounds (no increase in share capital)
. Avoids inflated funding rounds. As is often the case with startups, money is raised

based on investor value estimations and not on rationally identified needs.
. Avoids injecting funds with no predetermined objective; money is spent more

rationally.

Form of investment

Time for the Planet subsidiaries are formed as French simplified joint stock companies

with variable capital, or their equivalent under foreign law when necessary, such as in

the US.

We finance the subsidiary through the purchase of shares in the variable capital.

Advantages of this form:
● No capital increase with every new investment;
● Easy entry for third party investors; and
● The sales price can be decided in advance, reaching, for example, two or three

times the purchase price.

c) Advancing and regulating funds

When the company is launched, we will provide advance funds based on the company’s

anticipated level of R&D. The amount ranges from €300k to €2 million to ensure optimal

financing to reach product-market fit.

Once product-market fit is reached, we then look at whether it’s opportune to make a

second advance of €1 to €5 million for further company development. Each time, the


Definition: Product-market fit
Product-market fit is when a product meets market demand. More specifically, the
product sells itself in its market.
The product has such a good fit with its market that it doesn’t need costly advertising
campaigns to convince potential buyers. They immediately understand how the
product works and its utility.
The idea behind product-market fit is to reach a maximum number of potential
consumers who convert on a large scale where there’s no need to convince each
individually.

objective is to anticipate the company’s needs in a timely manner rather than to spend

the entire advance.
The thresholds indicated above will vary based on periods and funds raised by Time for

the Planet

Time for the Planet will only invest in subsidiaries for specific and justifiable reasons.
The request is usually made by the subsidiary’s CEO or one of its Board members.
To release funds, the company must receive the approval of its own Board, a favorable

opinion from the Time for the Planet Supervisory Board to approve funding, and from

the Time for the Planet shareholders in general assembly.

When the entire Time for the Planet budget has been spent, and should the company

still need capital, it must seek approval for a new request from the Board or look for

financing from an outside source, on the condition that Time for the Planet does not

lose control.
This is secured through golden shares held by Time for the Planet to retain control over

key points such as open-source policy when there is co-investment.

Co-investment

Time for the Planet is open to joint financing of its subsidiaries from the series A round.
Outside investors will be able to invest in any form, provided that Time for the Planet

does not lose control of the company:
● purchase of variable capital shares;
● increase in capital beyond the total authorized share capital;
● convertible bonds; and
● loans.

Step 8: Exit from subsidiaries

Once the company is profitable and open-source distribution of its technology has been

ensured, there’s the question of our departure. Time for the Planet aims to sell all or

part of its shares to the subsidiary itself. This is known as reducing capital. Depending

on the companies, the buy-back price can vary between two and five times the original

share price. This price is set when the company moves to variable capital.

Capital is reduced when the investors exit. Advantages:
● Making exit terms clear, avoiding acquisition by a third-party company which

may have priorities other than a purely environmental interest and the Time for

the Plane culture instilled by Time for the Planet founders and employees.
● Limit financial gain by third-party investors: they will have a return for the risk

taken, but within reasonable limits


Two possible cases:

Case 1: The company is one of several players in a dynamic market that has

signiﬁcantly reduced CO2 emissions.
In this case, the founders and employees should eventually own 95% of the

company. Time for the Planet only keeps its golden shares for the open-source

policy.

Case 2: The company is a major player with a structural role which is crucial

for CO2 emission reductions.
In this case, the founders share value increases slightly. In any event, Time for

the Planet keeps the majority and earns dividends.


Post-exit guarantees

We retain the golden shares that allow us to guarantee open source and the control

over the use of dividends.

Our shareholder pact is preserved: we have preemption rights on the sale of shares by

other shareholders and on participation in capital increases.

Inventor status

The project must afford the inventor a sense of satisfaction and fulfillment. There must

be three facets:

a. Recognition: The inventor’s name will be cited in all communication materials as

recognition of the open-source status.

b. Guarantee of effectiveness: Time for the Planet guarantees that all human and

financial means will be implemented so the invention changes the world.

c. Capital guarantees: The inventors start out as minority shareholders. They, and

the co-founders, become majority shareholders when Time for the Planet exits

the scene.

d. Financial security: The inventor receives remuneration from Time for the Planet

as soon as the company is launched.


VI. Legal structure and governance

A mission-led company: one of the first in France.

Time for the Planet is a mission-led company, as defined by the recently enacted French

law on Business Growth and Transformation. A mission-led company has social and

environmental objectives aligned with its purpose. They are set out in the Articles of

Association. It must create independent internal and external auditing bodies to

monitor mission performance.
As a result, Time for the Planet is one of the first mission-led companies in France.

6.1 Our initial legal form:

Time for the Planet was set up in 2019 as a limited company (in French a Société par

Actions Simplifiée or SAS) .

Further to the validation of the Time for the Planet concept in 2019 and the resulting

enthusiasm, the number of shareholders in a limited company, which is limited to 1,500,

was reached quickly. It was time to change.
In March 2020, we converted to a Partnership Limited by Shares (in French a Société en

Commandite par Action or SCA).

6.2 Our current legal form: Partnership Limited by

Shares

In an SCA, the company's partners are divided into two groups: general partners and

limited partners, also known as shareholders.

6.2.1. General Partner(s):
They are indefinitely, jointly and severally liable for the company’s debts. Their shares

are not freely transferable.
They have full authority to appoint the managing directors and are involved in running

the company.
In our case, there will be only one general partner, a limited company: Act for the Planet.

Act for the Planet is wholly and exclusively owned by the co-founders, who are
Nicolas Sabatier, Mehdi Coly, Laurent Morel, Coline Debayle, Arthur Auboeuf and Denis

Galha Garcia.

Since November 13, 2020, Act for the Planet is also part-owned by Time for the Planet.

This provides the shareholders with a right to review and to make decisions, in

particular for amendments to the articles of association.
Time for the Planet’s articles of association can only be modiﬁed with the agreement of

all the general partners, in other words, Act for the Planet.

6.2.2 Limited partners or shareholders:

They have the same status as shareholders in a limited company.
The limited partners are the people who own shares in Time for the
Planet. They are most commonly called shareholders which is the term we use

hereafter.
They have the right to become members of the Supervisory Board.
The Supervisory Board is elected by the shareholders on the basis of 1 share = 1 vote.

6.2.3 Management

The SCA can be managed by one or more managing directors. They are appointed by

the sole general partner, Act for the Planet.
An amendment to the articles of association is planned in order to obtain the Time for

the Planet Supervisory Board’s agreement for this purpose.

There are currently six managing directors of Time for the Planet: Mehdi Coly, Nicolas

Sabatier, Laurent Morel, Coline Debayle, Arthur Auboeuf and Denis Galha Garcia.

The remuneration, both ﬁxed and variable, of an individual managing director is limited

to four times the French minimum wage by the articles of association.
For a managing director who is a legal entity, the management fees linked to

remuneration of the director(s) paid by the legal entity is also subject to this ceiling of

four times the French minimum wage per individual.

In the event of the deaths of all the general partners, the United Nations will be

appointed as the company’s general partner by default.

6.2.4 Supervisory Board

The Supervisory Board is made up of a minimum of 3 and a maximum of 12 members.

Members of the Supervisory Board must be shareholders. They may be individuals or

legal entities.
A general partner may not be a member of the Supervisory Board and may not

participate in the appointment of its members.

However, they may, in their capacity as managing director, attend Supervisory Board

meetings.
In accordance with article L226-9 of the French Commercial Code, the Supervisory Board

exercises permanent control over company management.

It gives an opinion about investment decisions proposed by the managing directors.

These decisions must in turn be validated by the shareholders in the general assembly.

Decisions made by the Supervisory Board are by majority: 1 member = 1 vote.
In the event of a tie, the chairperson casts the deciding vote.

6.2.5 Corporate governance framework


6.2.6 Share capital and valuation

The capital is divided into shares of €1 held solely by shareholders.
Share value remains stable over time at €1 per share under the articles of association.

The aim is for Time for the Planet’s capital to reach €1 billion.
This objective will be reached through successive capital increases without issue

premium.

6.2.7 Sale and purchase of shares

The purchase of shares gives the status of limited partner. In most cases, the purchase

of shares will be through increases in the company’s capital.
To avoid speculative activity, new shares will always be issued for €1 per share.

Capital increases will occur regularly, about once or twice per year, to bring in new

shareholders, until the company’s capital reaches €1 billion.
As a shareholder you can sell your shares at any time and at any price to a third party.

Over time, for its shareholders, Time for the Planet aims to reduce capital, but not

before ten years, to simplify the sale of shares by departing shareholders.

The buy-back price offered by Time for the Planet will be the original price of 1€ per

share.

6.3 Public offering of financial securities/French

Financial Markets Authority (AMF)

Following a regulatory change on July 21, 2018, an offer totaling less than €8M over

twelve months does not constitute an Offer to the Public of Financial Securities (OPTF)

under French law.

Time for the Planet is currently offering shares up to a value of €8 million over twelve

months without AMF approval, as such approval is not required.
We will, however, publish a mandatory summary information document (DIS), which

must be a transmitted to any person interested in the offer and be filed with the AMF

prior to its completion.

In May 2020, we launched our first written offer: a DIS filed with the AMF.
In 2021, we plan to produce a prospectus and apply for AMF approval.

6.4 Our legal counsel

Dominique Stucki, from Cornet Vincent Ségurel, is our

legal counsel. An active member of the Finance

Innovation Cluster, he is also a leading FinTech and

PropTech lawyer. He sits on several association

committees and working groups in these fields and is the

author of numerous publications, including the Thomson

Reuters FinTech Guide - France.
A leading AMF specialist, he works part pro bono for Time

for the Planet, using his expertise to help the company

grow quickly.

This enables his law firm to be involved in social and technological innovation. An article

on the subject, to be published in the journal Banque is currently being prepared.

6.5 Investments in subsidiaries

6.5.1 The selection and validation process
Investment in a subsidiary is possible only after selection and validation through the

following four steps:

a. Preselection through collective intelligence
To make a preliminary assessment of the identified innovations, we assemble a pool of

evaluators from around the world. This panel is made up of scientific experts,

professionals from the sectors under evaluation, and even potential users. Time for the

Planet shareholders are also invited to evaluate the proposed innovations. The panel’s

diversity guarantees a pertinent rating. Collective preselection reduces individual biases

inherent to country, expertise, surroundings, gender and other characteristics.
All solutions are first reviewed using a common reference guide, so they all have an

equal chance.
b. Scientific Committee Validation
First and foremost is the scientific and technical validation. There’s no point estimating

the market potential or questioning the ethics of a solution if it doesn’t work.
The scientific committee provides an opinion on a solution’s scientific relevance and

technical feasibility. This opinion is then followed by a vote before the solution moves

on to the next step in the validation process. When the committee votes no, Time for

the Planet will not finance the solution.

The Scientific Committee is responsible for this validation. It is composed of:
● a full-time chairperson who is the guarantor of Time for the Planet's method and
approach; and
● from 3 to 12 members who are scientific experts.
The members are named for 3-year terms, with one third renewed at a time.
The experts receive no wages or compensation for this activity. Further, there must be

no conflict of interest with their professional or voluntary activities. A member with a

potential conflict of interest may attend the meetings but cannot vote under any

circumstances.
This Scientific Committee meets as often as necessary and at least three times per

quarter. Innovators are also invited to attend the committee meetings to discuss and

defend their solution before the scientists.
Decisions are by majority where each member has one vote. In the event of a tie, the

chairperson shall cast the deciding vote.
c. Potential market validation
A scientific and technical solution does not necessarily meet market demand.

Consequently, the solution’s product/market fit is analyzed. In other words, rethinking a

solution’s competitive advantage to meet market demand. Examples include a lower

price, better quality or greater durability.
Time for the Planet, the Scientific Committee and the innovator work on this jointly

before moving on to high frequency testing which empirically confirms market potential.
During this high-frequency testing phase, Time for the Planet takes the reins. Over a

three-week period, working with a dedicated team of “growth hackers” and a budget of

several thousand euros, we evaluate the market’s appetite for the solution as well as the

economic model’s relevance.
Real-life testing is conducted as though the solution were already available: meetings

with prospective clients, creation of landing pages to present the solution, advertising

on social media, or retargeting, to mention a few.
At this stage, the resulting KPIs are analyzed. They allow Time for the Planet to decide

whether to move on to the following step or not.
Regardless of Time for the Planet’s decision, all test results and analyses are made

available to innovators so they can improve product positioning and their sales pitch.

d. Final and ethical validation
The final stage, once the innovation is vetted scientifically and economically, is a

presentation before all Time for the Planet partners.
Before this validation, Time for the Planet’s Supervisory Board is asked to give an

opinion about the intended investment.
The Board of Managing Directors and the Supervisory Board verify that the innovator’s

values are aligned with those of Time for the Planet’s. We also confirm there are no

conflicts of interest. This is the first ethical validation for our shareholders.
Lastly, a general assembly for Time for the Planet shareholders is convened. The

subsidiary’s investment resolution is presented and a vote is called.
If the resolution passes, the subsidiary can be created to develop the solution.
To the contrary, if the resolution is rejected, the file can be reworked and improved,

taking criticisms into account before being submitted to another General Assembly vote.

In the case of overwhelming rejection, the file may be completely dropped.
6.5.2 Requests for re-investment

All decisions regarding investment and re-investment in subsidiaries are legally

approved by Time for the Planet shareholders in accordance with the articles of

association. The Supervisory Board is also invited to give its opinion prior to the vote.

a. The Request

The request is made by a subsidiary Board member or the CEO.

The referral must include a summary of the request, indicating:
● the reason for the requested investment;
● the amount and the justification for the amount;
● the alternatives to additional funding that have been explored; and
● a financial forecast incorporating the amount requested.

Time for the Planet has six months to respond to a request made by a subsidiary.

Before doing so, Time for the Planet must verify, through the Supervisory Board, that:
● the subsidiary has no immediate cash flow problem (for three months);
● the reason for funding and the amount requested are justified; and
● all alternatives for additional funding have been thoroughly explored.


The Supervisory Board may request more information and even source additional

information with interviews of competent people from the subsidiary. It draws up a note

and gives its opinion to shareholders, to ensure the human elements are also taken into

account in the decision.

b. The response

At the general assembly, shareholders may:
● Decline the request. In this case, the subsidiary cannot make a further request

for three months.
● Accept the request in full, or even exceed it.
● Partially accept the request.
● Request a pitch from the CEO or author of the referral at the general assembly.
In each case, video or audio feedback is recorded for the subsidiary’s management.

c. Decision leading to stopping an activity

Time for the Planet will not fund a company that is not advancing or giving any

guarantee of progress.
The shareholders and Supervisory Board have the power to issue a negative opinion or

vote against financing a business that is running out of cash if it has not been able to

demonstrate, within the time allotted, the capacity to access the market and to scale its

sales revenues and/or profitability.

6.6 Companies in difficulty and ceasing to trade

Time for the Planet’s role includes ensuring the smoothest closure possible for failing

companies.

Time for the Planet will help companies in difficulty with staff layoffs, conciliation with

creditors, and safeguarding or legal recovery procedures.

Time for the Planet provides both legal and psychological support to managers and

employees.

Time for the Planet's work with companies in difficulty will include preserving the

company’s intellectual property, in particular ensuring that it has been made open

source before liquidation.


VII. Our Charter

7.1 Our assessment: the absolute urgency of the

environmental crisis

Mankind is in critical condition.
The rapid deterioration of animal and plant species, combined with global warming

caused by human activity, are putting life on Earth at risk of extinction. Scientists have

been warning us for 50 years. It’s time to act.

7.2 The Power of Entrepreneurship

We want to unite the strength of entrepreneurship with individuals, voluntary

groups and politicians who are already actively engaged.
Entrepreneurship can turn ideas into action. It implements solutions fast, is politically

and financially independent and has a strong culture for invention – just what we need

to protect the planet.

7.3 Not for Profit

We are fully committed to devoting all the financial and human resources we can

to beating this ecological crisis.
In its founding articles, Time for the Planet and its partners refuse to take any profit. All

profit will be dedicated to the improvement, accessibility and development of solutions.

7.4 Creating and financing ambitious companies

Our role is to:
- find inventions that contribute to solving environmental problems through

scientific engineering;
- build teams to develop and implement these inventions through human

engineering; and
- raise money to finance the creation of companies and research through financial

engineering.


7.5 Open Source

We owe it to ourselves to share our research, knowledge and expertise.
We apply open-source principles so our technical solutions can be shared and increase

their chances of development. Anyone in the world will be able to access and use these

solutions.

7.6 Collective Intelligence

We believe that everyone has a role to play in this mission. We intend to use

collective intelligence to achieve our goals.
Our action is leveraged by collective participation. This helps us to discover an invention,

to offer skills and expertise, and to contribute financial and material resources.

7.7 Mindfulness

We boost energy by fostering honesty, mindfulness and a sense of humor.
We want to be surrounded by optimistic, hard-working and tenacious people who are

focused on the common good. To achieve this, we promote a culture based on trust and

honesty, and we keep things in perspective. A sense of humor is essential. We are

extremely honest with ourselves and with outsiders who ask for our advice. And finally,

mindfulness is the mainstay of our company. We trust on principle. And our trust is only

ever shaken by objective facts. We never try to read into someone’s words. We don’t

look for a hidden agenda. We take people at face value.

7.8 Transparency

The corporate world needs transparency.
Our commitments make us accountable to our stakeholders. Information about Time

for the Planet's accounts and remuneration are freely available. Anyone can become a

shareholder and vote at general meetings with as little as €1: €1 = 1 share = 1 vote.

7.9 Ethics

We want to make the world a fairer place.
We act for gender equality, non-discrimination, environmental protection and against all

forms of harassment and human trafficking.


VIII. The Team
8.1 The Current Team

8.1.1 The foundersC
Both imaginative and pragmatic, a specialist in “Zero to One”, he is highly experienced in
building companies from the ground up, frequently testing corporate growth strategies. He
works relentlessly to build the Time for the Planet network. Mehdi is obsessed with acting
fast and creatively to obtain the best results using the least resources. He initiates and
develops new projects so that our companies grow rapidly.

Education: Master’s in Business Law and International Law

Founder/co-founder of five companies:

2008. Vitacolo: Kids’ vacation camps 220 temporary employees per year. A socially

responsible business that organizes more than 2,000 weeks of vacation per year. It also

finances trips for up to 70 special needs or disadvantaged children.
2012. Linkeyword, a web agency with a team of 5, resold in 2015.
2015. Optimiz.me and its US subsidiary Mazen. Startup: Google SEO software.
Raised €2 million in 2016.
Further to legal action, the failing company was taken over by the 1ère Position group, a

renowned SEO company. At its height, Optimiz.me had a team of 16.
2016. Wuha (Exit in progress): Startup: Natural language search technology in web

applications. Main client: Dalloz. Team of 14.
2017. MONCDI: Co-founded the digital branch. Responsible for online acquisition and

process automatization. €30 million of recurring contracts generated in 9 months. 400

employees
2017. Automate.me: Process automatization systems with zero lines of code. 3

employees


Mehdi Coly

CEO: Chief Executive
Officer

Lecturer in entrepreneurship, growth hacking and investment strategies, La Sorbonne,

Emlyon Business School, University of Lyon 3

Role: Operations manager. He launches and structures all new Time for the Planet

projects, before handing over management to the partners.

He is in charge of:
- convincing major investors;
- building Time for the Planet’s development committee (the Board) and network;
- supporting subsidiary founders at a commercial and managerial level; and
- automating anything that can be automated.
- Launching new projects

Main qualities: inﬂuence, conviction, imagination, speed, agility

Know-how:
. Business creation
. Raising funds - strategy, documentation, and investor relations.
. Digital - Google SEO, process automatization, growth hacking, recruitment and

managing IT engineers


Focused on Time for the Planet’s core values, the CPO builds and sculpts the company’s

brand image. The initiator and guardian of the company’s culture, through writing and

presence, the design of corporate communication - files, websites, videos, deck pitches

and presentations- and through his responsibility towards associates, employees and

volunteers,

Education: Master’s in Company Management and Administration (IAE Lyon III)

and Master’s in International Law (University of Lyon 3)

Founder/co-founder of 3 companies:

2008. Vitacolo: Kids’ vacation camps 220 temporary employees per year. A socially

responsible business that organizes more than 2,000 weeks of vacation per year. It also

finances trips for up to 70 special needs or disadvantaged children.
2016. L’Atenium: theme bar operating on the principles of the “liberated” or “F-Form”

company.
2019. Houblon du Moulin: production, processing and direct sale of hops using organic

agriculture.

Role: Define Time for the Planet’s strategy and culture. Deliver information to

subsidiaries.
He is in charge of:
● Defining strategy, in consultation with the co-founders, Board and employees
● Managing continuous improvement of communication materials
● Managing stakeholders, such as service-providers, employees and volunteers
● Managing live events

Main qualities: values, emotional intelligence, vision, educational practices

Know-how: Team management / Organizing people and logistics / Strategy

Nicolas Sabatier

CPO: Chief Product
Officer

Time for the Planet’s CAO is pragmatic. He is driven by processes and spreadsheets.

Able to juggle with any technical subject. With such attention to detail, no organizational

weakness ever escapes his attention.

Education: Master’s from Kedge School of Business and Management, Bordeaux

Co-founder and/or managing partner of 4 companies:
2013-2018 - Image Audit: A fast-growing network of accounting expertise specializing in

business creation with priority for the use and development of digital tools. Over 400

employees.
2016 - Everest: Audio-visual production and post-production studio based in Paris and

Shanghai.
2016 - L’Atenium: Theme bar operating on the principles of the “liberated” or “F-Form”

company.
2019 - Everest: New generation surveying firm.

Role: Ensure the smooth day-to-day operation of Time for the Planet’s components.
He is in charge of:
● Managing Time for the Planet on a daily basis, ensuring that projects launched

and Time for the Planet’s team are functioning properly, using resources wisely,

and progressing in a timely fashion
● Monitoring subsidiary progress for organizational, legal, financial and structural

issues
● Closing financial deals following investors’ verbal agreement
● Producing documentation for institutions
● Managing administrative and financial aspects

Main qualities: organized, reliable, emotional intelligence, optimistic
Know-how:
● Business creation, particularly the legal and financial aspects of business creation
● Company structure/process creation
● Team management / Business Development

Laurent Morel

CAO: Chief Architect
Officer

The CCO loves making pitches, spreading the word about Time for the Planet, and

growing the number of supporters. Great at explaining things, she ﬁnds the right words

to encourage as many people as possible to join Time for the Planet.

Education: Sciences Po Paris/ HEC Paris/ University of Berkeley, California

2013- 2020: Founder and President of the start-up Artips for 7 years

Starting out with only €1,000, Artips has become France’s leading digital cultural media,

with 4 newsletters, over 1 million subscribers and opening rates over 60%. These free

newsletters - Artips, Musiktips, Sciencetips and Economitips - use short format and

storytelling to make knowledge accessible to all.

In 2020, after 2 capital raising activities, Artips has more than 40 employees and works

with prestigious public and private clients, such as CNRS, SNCF, BNP Paribas, Inserm and

the Court of Auditors. It gives them visibility and helps to create training paths on the

innovative micro-learning platform.

Role: Managing Time for the Planet’s public relations, including press, conferences,

investors and major accounts.
She is in charge of:
● Promoting Time for the Planet to the French and international press
● Participating in as many public events as possible
● Meeting and persuading investors including individuals, funds and companies
● Content creation and training Time for the Planet ambassadors

Main qualities: public speaking, representation, communication, educating and

strategy


Coline Debayle

CCO: Chief
Communications
Oﬃcer

Know-how:
● Pitching: representing the company regardless of the situation
● Creating fun and educational content
● Raising funds - from business angels, funds and companies - and shareholder

relations
● Key account management

As a digital influencer, he knows how to spread the news about Time for the Planet’s

mission.
A fast worker, he uses Time for the Planet’s communication policy to deliver the

message to the general public.

Founder of several digital and community creation companies:

Brainbox, CEO (currently being re-sold): The company has created, co-created and

developed popular media in France. These media bring together millions of users and

highly engaged communities, reaching millions of people each day.

Start Corporation: The company developed a live group meeting application for

cultural and leisure activities.
After raising €430,000 and developing it for 2 years, the company was sold to a Belgian

group.

Triller, head of growth: Triller is a U.S. social network in competition with TikTok. Triller

is growing exponentially in the USA, with more than 70 million users and €50 million

raised, including from Carnegie and a number of American stars such as Snoop Dog and

The Weekend.
Arthur was part of the company's top 10 and was responsible for developing LATAM.

- Content Creator: Social media influencer with over 100,000 followers in 2016, Arthur

made videos that have been viewed more than 35 million times.
He has also worked with many influencers across Europe and the United States.

Role: Spread the Time for the Planet culture by building engaged digital and physical

communities


Arthur Auboeuf

CDO: Chief Digital
Officer

He is in charge of:

● Managing and developing the Time for the Planet community and brand on

social media.
● Managing inﬂuencer relationships
● Spreading the word about Time for the Planet in the public sphere.
● Representing the company to the general public.

Main qualities: Communication, diplomacy, persuasiveness, agility and optimism

Know-how:
● Communication - content creation and delivery, marketing/advertising,

community management and creation
● Digital company set up - applications, sites and media.
● Relationships with inﬂuencers, media, personalities, etc.



An ingenious engineer, the CTO leads Time for the Planet's scientific strategy to achieve

maximum efficiency in its fight against global warming. Curious and rational, he ensures

the consistency and relevance of the innovations implemented.

Education: Supméca Engineer + Master’s in Business Management and

Administration, IAE Lyon 3

Managing partner and co-founder of 2 companies:
2020 - Vert de Mousse: Green facades made from bryophyte, a type of moss
2020 - Kahut (currently setting up): Elegant and eco-responsible wooden frame

extensions
2009-2019 - Dynergie: Innovation consulting, from detection of opportunities to market

launch, making innovations real drivers of growth

Role: Identify sector issues and find the most relevant, impactful innovations to address

climate challenges on a global scale.
He is in charge of:
● Defining the detection process, then selecting innovations to be developed.
● Building and facilitating a community of scientific experts to challenge and assess

innovation relevance.
● Participating in Time for the Planet’s strategic development.
● Supporting subsidiary founders in implementing innovations

Main qualities: ingenuity, mindfulness, team spirit, rational thinking

Know-how:
● Critical analysis of technological, economic, marketing innovations
● Multi-disciplinary communication - with scientists, entrepreneurs, lawyers and

the administrative and financial players
● Team management
● Public funding for innovation, at regional, national and European level.

Denis Galha Garcia

CTO: Chief Technical
Officer

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