In the table below, you'll discover detailed insights into the Key Elements of our tokenomics based on the Total Supply of 10,000,000$VIRI.
We have allocated $VIRI and Set of Votes to individuals and protocols that we identified as most likely to contribute to our mission of establishing the foundational liquidity layer for the Core EVM ecosystem.
Our goal is to bring distinctive elements to the table, setting us apart from other projects.
That is why we allocated 5,100,000 (51%) for the Community & Rewards.
A total of 4,000,000 (40.0%)$VIRI will be emitted.
Weekly emissions start at 100,000$VIRI (1.67% of the initial supply) and decay at 2.50% per week (epoch).
2,900,000 (29.0%) Set of Votes will be utilized for Seed Rounds with Private Investors and/or Venture Capital. The goal is to generate marketing impact, foster growth, and to provide an opportunity for an entry into the protocol.
The Team Allocation is 2,000,000 (20.0%) inSet of Votes.
All Set of Votes are locked for 1 year.
The Allocations are structured to afford every team member the chance to formulate their individual long-term strategy concerning Viridian.
Furthermore, these Allocations will be exclusively employed to incentivize emissions for pivotal protocol pairs such as $VIRI-$wCORE, as well as to support ongoing protocol development and cover maintenance costs.
Viridian's team will ensure its long-term sustainability by employing a dedicated team focused on supporting the product, documentation, community, and ecosystem.
700,000 (7.0%) $VIRI tokens will be used for various strategies aimed at consistently rewarding those who contribute to incubating Viridian's Hub first product, The Viridian Exchange, fostering the growth of the protocol and ensuring its long-term success.
This includes:
Rewards Match.
LP Incentives.
Marketing
Investors.
We will use 400,000 (4.0%)$VIRIas initial liquidity for $VIRI-$wCORE to enable trading in Epoch 0.
In this regard, additional liquidity support is also being considered, and therefore, a few tokens are reserved.
