EWSI PUBLIC BUSINESS PLAN SUMMARY
?Background E-Waste Systems Incorporated OTCQB: EWSI PUBLIC BUSINESS PLAN and FINANCING SUMMARY Summer 2013 Update The electronic waste (“e-waste”) and reverse logistics market has become a more than $100 billion annual business, even when excluding much of the resale of still usable goods that flood the marketplace as new updates in hardware and software are released.1 Across industries, the cost of returns alone can represent up to 7% of an enterprise’s gross sales.2 Furthermore, as environmental legislation and policies set more stringent requirements for the disposal of electronic items, and as demand continues to increase for the raw materials and precious metals needed to manufacture new technological products, many analysts and practitioners expect e-waste to grow faster than any other waste stream over the next 5 years.3 The Waste Electrical and Electronic Equipment (“WEEE”) industry is highly fragmented. In contrast to the forward supply chain, the electronics reverse supply chain is less efficient and operates more piecemeal. Most Third Party Logistics Providers (“3PLs”) and WEEE processors are small companies, running at modest levels of revenues and profits. Few companies offer national coverage and even fewer offer multinational coverage. A significant opportunity exists for an experienced and knowledgeable management team with strategically placed networks to integrate, consolidate, and become a leader in the industry. This document updates the 2013 Business Plan Summary and includes a new Financial Plan section. E-Waste Systems, Inc. (“EWSI” or the “Company”) E-Waste Systems, Inc. is the first pure play public company in the WEEE industry. EWSI’s mission is to integrate the industry worldwide under a quality brand: namely, EWSI’s eWasteTM brand. Through its broad network of subsidiaries and affiliates, EWSI offers customized end-to-end solutions in IT Asset Recovery, E-Waste Management, and Electronics Reverse Logistics. EWSI leverages its affiliates’ complementary geographies, technical capabilities, and strong supplier relationships to expand the services offered to customers, cross-fertilize best management practices, streamline logistics, aggregate volumes, offer state-of-the-art engineering, and provide a truly global e-waste solution. The expertise, experience, and relationships of the EWSI senior management team, particularly in the application of scale cost reductions, business development, and technology implementation is a key differentiator. EWSI’s primary customer targets are organizations facing a mix of regulatory, environmental, and price pressures, as well as an increasing need to protect their brand names and safeguard their data in the management of their e- waste. EWSI’s adherence to the principles of Fair Trade and the requirements of the WEEE Directive provides these customers with reassurance that end-of-life e-waste management is not only fully compliant and certified but is also done with social and environmental responsibility at the forefront. EWSI’s three primary goals for 2013 are to: Build Our Global Brand; Expand Our Technologies; and Accelerate Our Revenues The EWSI strategy for growth and achievement of these three goals comprises the following key elements: Market Leading Brand: The market does not have a leading e-waste brand, especially not at the global level. Our brand is unique and is promoted aggressively and globally to attain maximum awareness aligned with the highest compliance standards in the world (including those of the WEEE directive). Our commitment is to achieve and continuously enhance the best brand in the industry. Global Reach: EWSI recognizes that e-waste is a global problem that requires a global solution. We are therefore committed to developing and managing a worldwide presence, with primary focus on the Americas, Europe, and Asia. EWSI now has a presence in the USA, UK, Australia, China, India, and the Caribbean. Proprietary Technology: We are committed to developing and deploying a portfolio of proprietary engineering and technologies that can extract maximum value from end-of-life assets while minimizing environmental impact. This includes software solutions as well as high-end separation, enrichment, and processing technologies applied to ?? ?component materials and output streams such as plastics, precious metals, glass, carbon, and bio-materials. Franchising and Affiliations: We have and will continue to develop affiliations with quality companies that share our business and environmental principles. Franchising and affiliation are among the quickest and most capital efficient ways to expand the geographic and service coverage of EWSI. Management Services: We offer our expertise in professional management practices and modern systems to our expanding affiliate network. The e-waste industry is highly fragmented with need for high level management. Simultaneously, compliance and certification across all platforms are critical issues as national and international regulations expand and become enforced. Joint Ventures and Acquisitions: Carefully selected acquisitions and joint ventures in the Americas, Europe, and Asia remain part of our strategy. The acquisitions will be done opportunistically in a separate division in order to focus EWSI management on its main task of building its eWasteTM brand globally. Each joint venture and acquisition must be a profit center with local brand value, an experienced management team, and solid commercial relationships with clients of strategic interest to EWSI. We completed one acquisition in the USA during 2012 and one acquisition thus far in 2013. Thought-Leading Business Development Initiatives: Leveraging our network of contacts and affiliates, we target key customer and market segments with the most innovative and customized e-waste solutions. Fair Trade: EWSI is committed to the principles of Fair Trade. Opportunities to process end-of-life materials in countries with access to low cost of labor will be deployed to the fullest but only under the principles of at least living wages, the highest standards of environmental compliance, and corporate social responsibility suitably applied. Executive Team • Martin Nielson – Founder and CEO: Mr. Nielson is a senior executive with over 30 extensive years of experience in operations and mergers and acquisitions for Gap, Businessland, and Corporate Express. He helped grow and build each of these companies to multi-billion dollar size through a combination of both organic initiatives and by acquiring and integrating scores of companies throughout the United States and Europe. He was previously founder and CEO of Global Electronics Recovery and GEARRS, and before that, CEO of Encompass Group Affiliates where he negotiated the acquisition of more than $100 million (£60 million) worth of businesses in the electronics reverse logistics industry. He is a passive partner of a strategy consulting firm in the electronics industry and previously founded and served as chairman and of a financial advisory company specializing in mergers & acquisitions. Mr. Nielson received a BS in Management, with minors in engineering and mathematics, from San Jose State University and subsequently studied Operations Research at San Francisco State University's Graduate School of Business. • Rodney Sperry – Finance. Mr. Sperry has extensive experience in public accounting at leading accounting services and consulting firms in Utah. His industry background includes audits for both private and publicly traded companies in various industries including manufacturing, distribution, mining, energy, and not for profit organizations. He has served as outside controller for several public companies over the last three years and has been responsible for SEC filings and compliance. Mr. Sperry is a licensed CPA in the state of Utah and has operated his own CPA practice for three years. He obtained his Bachelor degree in accounting from Westminster College and his Master’s degree in business administration from Utah State University. • Susan Johnson -- Corporate Administration: Ms. Johnson is President of CSJ Solutions, LLC, a company that helps new companies incorporate in various states and is resident agent for many of them in the State of Nevada. Ms. Johnson has over 43 years of experience in the industry, the last 12 as a paralegal specializing in corporate and securities work. She has taken classes from the SEC Institute to continue honing her skills in this area. She has worked as paralegal for Capital City Energy Group, Inc. and Language Access Network, Inc., a publicly traded company. Ms. Johnson has experience in industries ranging from chemical companies to law offices, working at a management level in accounting, sales, and marketing, as well as performing executive assistant duties to CEOs and Presidents). Ms. Johnson attended Eastern Kentucky University, where she studied English Literature, and Community College of Southern Nevada where she studied American Sign Language. • Chris Zwicke, Planning and Analysis: Mr. Zwicke brings broad experience in waste solutions and reverse logistics. As an advisor to ReCellular, Inc., a leader in the secondary wireless industry, he focused on the company's first ?product mix expansion, assessing potential new lines of business in the recycling and resale of consumer electronics. As an internal consultant in the Strategy Group of Waste Management, Inc., he developed detailed financial forecasts in support of core business segments. His international experience includes helping Environmental Defense Fund investigate international expansion opportunities for energy efficiency corporate partnerships, as well as six years of early career work as a senior analyst in the international education field. He holds an MBA/MS with high distinction from the University of Michigan, including a focus on cleantech strategy and finance along with natural resource economics and management. Strategic Financial Plan Execution of the Company’s Business Plan requires a foundation capable of sustaining rapid growth. This foundation consists of a global brand, proprietary technologies and substantial revenues. In addition, the Company’s financial plan needs to support the potential for very rapid quarter to quarter growth over the next few years, which could be 50% or more. This Strategic Financial Plan represents the broad financial concepts and some guiding principles regarding what are likely, in management’s opinion, to be the most efficient financial methods of implementing the Company’s objective to become a global leader in the industry through brand affiliations and selective acquisitions as a complement to its organic internal growth. Management believes that to be a successful business, we must demonstratively prove to investors through our business performance (in the form of growing sales and earnings) that the value of the business will continue to grow over the foreseeable future. Our objective therefore is: To build a fundamentally solid public company from fundamentally sound businesses. The total value of our Company’s economic resources is capital invested in our equity plus debt we assume. The Company must make efficient use of a combination of debt and equity in our operations to fuel growth. Equity is the portion of our Company’s economic resources that our shareholders own and debt will be used to leverage equity by using borrowed money to obtain additional economic resources. Leverage, while increasing investment returns, must be used wisely. Accordingly, the basic elements of our financing strategy are the following: 1. Balance Sheet Strengthening. We will strengthen our balance sheet and the balance sheets of our subsidiaries and key affiliates by acquiring tangible and intellectual assets. We will also convert certain liabilities into equity, eliminate debt of high burden, and avoid both short term liabilities that cannot be managed and unsustainable long term liabilities. 2. Financing for ePlantTM and other Technology. We will seek friendly third party financing for new capital equipment, such as ePlantTM and other eWasteTM systems in order to improve the operating performance of our business units. We will invest in developing our proprietary technologies using equity wherever possible. 3. Financing for our Subsidiaries and Affiliates. The growth of our subsidiaries and affiliates directly contributes to our company growth. We will provide financial support to our subsidiaries and affiliates in a manner in which the investment can lead to superior returns and within manageable and acceptable risks. 4. Manage a Sustainable Capitalization Structure. The Company has presently authorized 500 Million shares of equity, of which 490 Million are Common Shares and 10 Million are Preferred. At the start of 2013, the Company’s share price was $0.004 (January 4), the issued and outstanding was 106,504,926 shares and its market value was $426,020. As of July 19, the share price was $0.02, the issued and outstanding was 188,746,737 and its market value was $3,774,935. As the Company’s value increases with its performance, the market capitalization value should increase. It is in the best interest of the Company to have a high market capitalization, higher share prices, and strong liquidity to obtain sufficient capital for our growth and for acquisitions. Maintaining a balance of sensible debt alongside a robust market capitalization is targeted. 5. Use of Performance-Based Incentives. The Company believes in creating an atmosphere that encourages and motivates our people to out-perform the competition. Disciplined and hard-working management, professionals, and other individuals can help us meet or exceed our company’s objectives and are fundamental to the growth we seek. Incentive compensation plans tied to equity will be a key element of our ?compensation packages and our officers must set the example by accepting equity as a primary component of their compensation. 6. Equity as Growth Capital. Preferred shares will be increasingly used to increase asset values, to minimize current dilution of common stock and to enhance overall shareholder equity while providing for attractive means to maintain sensible voting and conversion features. Alongside preferred equity instruments, registered shares will be used to compensate qualified individuals to grow the company. Wherever possible, we will also use equity as a currency for acquisitions. 7. Debt Financing. Debt can leverage our equity and capital. We will selectively obtain debt financing, even paying premium interest rates if necessary so that we can avoid toxic convertible debt. And, we will establish plans to buy out potentially toxic liabilities by using loyal and long term investors. 8. Investor Relations, Communication and Awareness. We intend to have a strong and comprehensive investor communications plan using regular press releases, information 8K filings with the SEC, social media programs, frequent website updates; and an increasing use of CEO and management interviews and media relations programs. These are all designed to make the investing public and our other constituents fully aware our plans, accomplishments, and developments as they occur. 9. Secondary Public Offering and Upgrade Listing. The company will seek to raise capital from a public offering to fuel its growth and, at the proper time, consider migration to a national exchange like NASDAQ or NYSE to have access to higher quality and quantity of capital to fuel its desire for expansive growth. References 1. Blumberg Advisory Group, Inc. 2. Malone, Robert. “Reverse Side of Logistics: The Business of Returns” Forbes Magazine March 2011 3. Including, for example, the United States Environmental Protection Agency and the Livingstone Report Contact: Martin Nielson, Founder mnielson@ewastesystems.com Forward-Looking Statement: Certain statements in this document regarding financial matters, other than historical facts, and statements of our expectations, intentions, plans and beliefs, constitute "forward-looking statements" within the meaning of section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934, as amended, that are subject to certain events, risks and uncertainties that may be outside our control. The words "believe", "expect", "anticipate", "optimistic", "intend", "will", and similar expressions identify forward-looking statements. The company intends that such proclamations about future expectations, including future revenues and earnings, future business expansion plans, and all other forward-looking statements be subject to the safe harbors created thereby. Since these statements involve risks and uncertainties and are subject to change at any time, the Company's actual results may differ materially from expected results. These and other risks and uncertainties related to our business are described in greater detail in our filings with the Commission. The foregoing information should be read in conjunction with these filings. We disclaim any intention or obligation to update or revise any forward-looking statements. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date on which they are made.
?Background E-Waste Systems Incorporated OTCQB: EWSI PUBLIC BUSINESS PLAN and FINANCING SUMMARY Summer 2013 Update The electronic waste (“e-waste”) and reverse logistics market has become a more than $100 billion annual business, even when excluding much of the resale of still usable goods that flood the marketplace as new updates in hardware and software are released.1 Across industries, the cost of returns alone can represent up to 7% of an enterprise’s gross sales.2 Furthermore, as environmental legislation and policies set more stringent requirements for the disposal of electronic items, and as demand continues to increase for the raw materials and precious metals needed to manufacture new technological products, many analysts and practitioners expect e-waste to grow faster than any other waste stream over the next 5 years.3 The Waste Electrical and Electronic Equipment (“WEEE”) industry is highly fragmented. In contrast to the forward supply chain, the electronics reverse supply chain is less efficient and operates more piecemeal. Most Third Party Logistics Providers (“3PLs”) and WEEE processors are small companies, running at modest levels of revenues and profits. Few companies offer national coverage and even fewer offer multinational coverage. A significant opportunity exists for an experienced and knowledgeable management team with strategically placed networks to integrate, consolidate, and become a leader in the industry. This document updates the 2013 Business Plan Summary and includes a new Financial Plan section. E-Waste Systems, Inc. (“EWSI” or the “Company”) E-Waste Systems, Inc. is the first pure play public company in the WEEE industry. EWSI’s mission is to integrate the industry worldwide under a quality brand: namely, EWSI’s eWasteTM brand. Through its broad network of subsidiaries and affiliates, EWSI offers customized end-to-end solutions in IT Asset Recovery, E-Waste Management, and Electronics Reverse Logistics. EWSI leverages its affiliates’ complementary geographies, technical capabilities, and strong supplier relationships to expand the services offered to customers, cross-fertilize best management practices, streamline logistics, aggregate volumes, offer state-of-the-art engineering, and provide a truly global e-waste solution. The expertise, experience, and relationships of the EWSI senior management team, particularly in the application of scale cost reductions, business development, and technology implementation is a key differentiator. EWSI’s primary customer targets are organizations facing a mix of regulatory, environmental, and price pressures, as well as an increasing need to protect their brand names and safeguard their data in the management of their e- waste. EWSI’s adherence to the principles of Fair Trade and the requirements of the WEEE Directive provides these customers with reassurance that end-of-life e-waste management is not only fully compliant and certified but is also done with social and environmental responsibility at the forefront. EWSI’s three primary goals for 2013 are to: Build Our Global Brand; Expand Our Technologies; and Accelerate Our Revenues The EWSI strategy for growth and achievement of these three goals comprises the following key elements: Market Leading Brand: The market does not have a leading e-waste brand, especially not at the global level. Our brand is unique and is promoted aggressively and globally to attain maximum awareness aligned with the highest compliance standards in the world (including those of the WEEE directive). Our commitment is to achieve and continuously enhance the best brand in the industry. Global Reach: EWSI recognizes that e-waste is a global problem that requires a global solution. We are therefore committed to developing and managing a worldwide presence, with primary focus on the Americas, Europe, and Asia. EWSI now has a presence in the USA, UK, Australia, China, India, and the Caribbean. Proprietary Technology: We are committed to developing and deploying a portfolio of proprietary engineering and technologies that can extract maximum value from end-of-life assets while minimizing environmental impact. This includes software solutions as well as high-end separation, enrichment, and processing technologies applied to ?? ?component materials and output streams such as plastics, precious metals, glass, carbon, and bio-materials. Franchising and Affiliations: We have and will continue to develop affiliations with quality companies that share our business and environmental principles. Franchising and affiliation are among the quickest and most capital efficient ways to expand the geographic and service coverage of EWSI. Management Services: We offer our expertise in professional management practices and modern systems to our expanding affiliate network. The e-waste industry is highly fragmented with need for high level management. Simultaneously, compliance and certification across all platforms are critical issues as national and international regulations expand and become enforced. Joint Ventures and Acquisitions: Carefully selected acquisitions and joint ventures in the Americas, Europe, and Asia remain part of our strategy. The acquisitions will be done opportunistically in a separate division in order to focus EWSI management on its main task of building its eWasteTM brand globally. Each joint venture and acquisition must be a profit center with local brand value, an experienced management team, and solid commercial relationships with clients of strategic interest to EWSI. We completed one acquisition in the USA during 2012 and one acquisition thus far in 2013. Thought-Leading Business Development Initiatives: Leveraging our network of contacts and affiliates, we target key customer and market segments with the most innovative and customized e-waste solutions. Fair Trade: EWSI is committed to the principles of Fair Trade. Opportunities to process end-of-life materials in countries with access to low cost of labor will be deployed to the fullest but only under the principles of at least living wages, the highest standards of environmental compliance, and corporate social responsibility suitably applied. Executive Team • Martin Nielson – Founder and CEO: Mr. Nielson is a senior executive with over 30 extensive years of experience in operations and mergers and acquisitions for Gap, Businessland, and Corporate Express. He helped grow and build each of these companies to multi-billion dollar size through a combination of both organic initiatives and by acquiring and integrating scores of companies throughout the United States and Europe. He was previously founder and CEO of Global Electronics Recovery and GEARRS, and before that, CEO of Encompass Group Affiliates where he negotiated the acquisition of more than $100 million (£60 million) worth of businesses in the electronics reverse logistics industry. He is a passive partner of a strategy consulting firm in the electronics industry and previously founded and served as chairman and of a financial advisory company specializing in mergers & acquisitions. Mr. Nielson received a BS in Management, with minors in engineering and mathematics, from San Jose State University and subsequently studied Operations Research at San Francisco State University's Graduate School of Business. • Rodney Sperry – Finance. Mr. Sperry has extensive experience in public accounting at leading accounting services and consulting firms in Utah. His industry background includes audits for both private and publicly traded companies in various industries including manufacturing, distribution, mining, energy, and not for profit organizations. He has served as outside controller for several public companies over the last three years and has been responsible for SEC filings and compliance. Mr. Sperry is a licensed CPA in the state of Utah and has operated his own CPA practice for three years. He obtained his Bachelor degree in accounting from Westminster College and his Master’s degree in business administration from Utah State University. • Susan Johnson -- Corporate Administration: Ms. Johnson is President of CSJ Solutions, LLC, a company that helps new companies incorporate in various states and is resident agent for many of them in the State of Nevada. Ms. Johnson has over 43 years of experience in the industry, the last 12 as a paralegal specializing in corporate and securities work. She has taken classes from the SEC Institute to continue honing her skills in this area. She has worked as paralegal for Capital City Energy Group, Inc. and Language Access Network, Inc., a publicly traded company. Ms. Johnson has experience in industries ranging from chemical companies to law offices, working at a management level in accounting, sales, and marketing, as well as performing executive assistant duties to CEOs and Presidents). Ms. Johnson attended Eastern Kentucky University, where she studied English Literature, and Community College of Southern Nevada where she studied American Sign Language. • Chris Zwicke, Planning and Analysis: Mr. Zwicke brings broad experience in waste solutions and reverse logistics. As an advisor to ReCellular, Inc., a leader in the secondary wireless industry, he focused on the company's first ?product mix expansion, assessing potential new lines of business in the recycling and resale of consumer electronics. As an internal consultant in the Strategy Group of Waste Management, Inc., he developed detailed financial forecasts in support of core business segments. His international experience includes helping Environmental Defense Fund investigate international expansion opportunities for energy efficiency corporate partnerships, as well as six years of early career work as a senior analyst in the international education field. He holds an MBA/MS with high distinction from the University of Michigan, including a focus on cleantech strategy and finance along with natural resource economics and management. Strategic Financial Plan Execution of the Company’s Business Plan requires a foundation capable of sustaining rapid growth. This foundation consists of a global brand, proprietary technologies and substantial revenues. In addition, the Company’s financial plan needs to support the potential for very rapid quarter to quarter growth over the next few years, which could be 50% or more. This Strategic Financial Plan represents the broad financial concepts and some guiding principles regarding what are likely, in management’s opinion, to be the most efficient financial methods of implementing the Company’s objective to become a global leader in the industry through brand affiliations and selective acquisitions as a complement to its organic internal growth. Management believes that to be a successful business, we must demonstratively prove to investors through our business performance (in the form of growing sales and earnings) that the value of the business will continue to grow over the foreseeable future. Our objective therefore is: To build a fundamentally solid public company from fundamentally sound businesses. The total value of our Company’s economic resources is capital invested in our equity plus debt we assume. The Company must make efficient use of a combination of debt and equity in our operations to fuel growth. Equity is the portion of our Company’s economic resources that our shareholders own and debt will be used to leverage equity by using borrowed money to obtain additional economic resources. Leverage, while increasing investment returns, must be used wisely. Accordingly, the basic elements of our financing strategy are the following: 1. Balance Sheet Strengthening. We will strengthen our balance sheet and the balance sheets of our subsidiaries and key affiliates by acquiring tangible and intellectual assets. We will also convert certain liabilities into equity, eliminate debt of high burden, and avoid both short term liabilities that cannot be managed and unsustainable long term liabilities. 2. Financing for ePlantTM and other Technology. We will seek friendly third party financing for new capital equipment, such as ePlantTM and other eWasteTM systems in order to improve the operating performance of our business units. We will invest in developing our proprietary technologies using equity wherever possible. 3. Financing for our Subsidiaries and Affiliates. The growth of our subsidiaries and affiliates directly contributes to our company growth. We will provide financial support to our subsidiaries and affiliates in a manner in which the investment can lead to superior returns and within manageable and acceptable risks. 4. Manage a Sustainable Capitalization Structure. The Company has presently authorized 500 Million shares of equity, of which 490 Million are Common Shares and 10 Million are Preferred. At the start of 2013, the Company’s share price was $0.004 (January 4), the issued and outstanding was 106,504,926 shares and its market value was $426,020. As of July 19, the share price was $0.02, the issued and outstanding was 188,746,737 and its market value was $3,774,935. As the Company’s value increases with its performance, the market capitalization value should increase. It is in the best interest of the Company to have a high market capitalization, higher share prices, and strong liquidity to obtain sufficient capital for our growth and for acquisitions. Maintaining a balance of sensible debt alongside a robust market capitalization is targeted. 5. Use of Performance-Based Incentives. The Company believes in creating an atmosphere that encourages and motivates our people to out-perform the competition. Disciplined and hard-working management, professionals, and other individuals can help us meet or exceed our company’s objectives and are fundamental to the growth we seek. Incentive compensation plans tied to equity will be a key element of our ?compensation packages and our officers must set the example by accepting equity as a primary component of their compensation. 6. Equity as Growth Capital. Preferred shares will be increasingly used to increase asset values, to minimize current dilution of common stock and to enhance overall shareholder equity while providing for attractive means to maintain sensible voting and conversion features. Alongside preferred equity instruments, registered shares will be used to compensate qualified individuals to grow the company. Wherever possible, we will also use equity as a currency for acquisitions. 7. Debt Financing. Debt can leverage our equity and capital. We will selectively obtain debt financing, even paying premium interest rates if necessary so that we can avoid toxic convertible debt. And, we will establish plans to buy out potentially toxic liabilities by using loyal and long term investors. 8. Investor Relations, Communication and Awareness. We intend to have a strong and comprehensive investor communications plan using regular press releases, information 8K filings with the SEC, social media programs, frequent website updates; and an increasing use of CEO and management interviews and media relations programs. These are all designed to make the investing public and our other constituents fully aware our plans, accomplishments, and developments as they occur. 9. Secondary Public Offering and Upgrade Listing. The company will seek to raise capital from a public offering to fuel its growth and, at the proper time, consider migration to a national exchange like NASDAQ or NYSE to have access to higher quality and quantity of capital to fuel its desire for expansive growth. References 1. Blumberg Advisory Group, Inc. 2. Malone, Robert. “Reverse Side of Logistics: The Business of Returns” Forbes Magazine March 2011 3. Including, for example, the United States Environmental Protection Agency and the Livingstone Report Contact: Martin Nielson, Founder mnielson@ewastesystems.com Forward-Looking Statement: Certain statements in this document regarding financial matters, other than historical facts, and statements of our expectations, intentions, plans and beliefs, constitute "forward-looking statements" within the meaning of section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934, as amended, that are subject to certain events, risks and uncertainties that may be outside our control. The words "believe", "expect", "anticipate", "optimistic", "intend", "will", and similar expressions identify forward-looking statements. The company intends that such proclamations about future expectations, including future revenues and earnings, future business expansion plans, and all other forward-looking statements be subject to the safe harbors created thereby. Since these statements involve risks and uncertainties and are subject to change at any time, the Company's actual results may differ materially from expected results. These and other risks and uncertainties related to our business are described in greater detail in our filings with the Commission. The foregoing information should be read in conjunction with these filings. We disclaim any intention or obligation to update or revise any forward-looking statements. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date on which they are made.
