water-as-a-servicetm...u.s. water cooler market generated $4.2 billion of revenues in 2015 and had...
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Water-as-a-ServiceFebruary 2018
TM
Safe Harbor Statement
2
Statements in this presentation regarding management’s future expectations, beliefs, intentions, goals,
strategies, plans or prospects, include, without limitation, statements relating to AquaVenture’s strategic focus;
expectations regarding future business development and acquisition activities; its anticipated impacts and
incremental costs related to recent hurricanes; its expectations regarding performance, growth, cash flows, and
margins from recently completed acquisitions; its expected margins and the impacts thereon from various
customer contracts; and the impacts on operating results of the timing, size and accounting treatment of
acquisitions constitute forward-looking statements. Forward-looking statements can be identified by terminology
such as “anticipate,” “believe,” “could,” “could increase the likelihood,” “estimate,” “expect,” “intend,” “is planned,”
“may,” “should,” “will,” “will enable,” “would be expected,” “look forward,” “may provide,” “would” or similar terms,
variations of such terms or the negative of those terms. Such forward-looking statements involve known and
unknown risks, uncertainties and other factors including those risks, uncertainties and factors detailed in
AquaVenture’s filings with the Securities and Exchange Commission. As a result of such risks, uncertainties and
factors, AquaVenture’s actual results may differ materially from any future results, performance or achievements
discussed in or implied by the forward-looking statements contained herein. AquaVenture is providing the
information in this presentation as of this date and assumes no obligations to update the information included in
this presentation or revise any forward-looking statements, whether as a result of new information, future events
or otherwise.
AquaVenture Management Team
3
Doug Brown, Founder, Chairman & CEO of AquaVenture
Former CEO of Ionics
Former CEO of Advent International
20 years of experience in water company management
B.S. in Chemical Engineering, MIT and MBA, Harvard Business School
Anthony Ibarguen, President of AquaVenture
Former interim CEO of Insight Enterprises
Former CEO of Alliance Consulting Group
Former President of Tech Data
Leadership experience from investor-backed startups to Fortune 500
B.A. in Marketing, Boston College and MBA, Harvard Business School
Lee Muller, CFO of AquaVenture
Former Executive VP and CFO of ContourGlobal
Former investment banker at Goldman Sachs, specializing in international project financing and corporate finance
Responsible for negotiating several Euromoney Project Finance Deals of the Year at ContourGlobal
B.S. in Accounting, Boston University and MBA, University of Chicago
Investment Highlights
4
Differentiated, high-
margin Water-as-a-
Service (WAAS)
business model
Recurring and
contracted revenue
Experienced
management team
with a demonstrated
track record of driving
growth
1 2 3
32
1
Water-as-a-Service
The supply of drinking and process water to municipal,
industrial and commercial customers under long-term
contracts using company-owned facilities and equipment
$
One WAAS Business, Two Platforms
5
Seven Seas Water (SSW) (~49% of Revenue (1))Bulk Clean Water Supply Platform
Provides desalination, wastewater treatment and water
reuse services
Currently operates 10 plants under long-term agreements
Primary water supplier to the U.S. Virgin Islands, the British
Virgin Islands and Dutch St. Maarten
– Significant plant operations in Trinidad and Curacao
– Began operations in Peru in October 2016 through
Bayovar acquisition
Strategic inventory of quick-deploy units for emergency
situations
Quench (~51% of Revenue (1))Point-of-Use (POU) Water Filtration Platform
One of the largest providers of POU filtered water and
related services in the U.S.
Serving ~40,000 customers with more than 96,000
company-owned units in over 250 metropolitan statistical
areas (MSAs) across North America (2)
– Customers include more than half of the Fortune 500
New contracts are typically 3 years and auto-renewing
– Implied average rental period is over 11 years
– ~8% annual unit attrition rate as of September 30, 2017
Water Coolers Coffee MachinesIce and Sparkling
Water Machines
Quench
160
Quench
152Quench
750
Quench
735
Quench
810
Quench
980
Quench
975
Quench
525
(1) Based on first nine months 2017 revenue(2) 2010 U.S. Census.
Water Demand Outpacing Supply = Desalination Opportunity
6
From 1950 to 2000, water use increased more than twice as fast as population and that trend will accelerate through 2050
Development and increased wealth drives substantially more water use per capita
As the world gets wealthier, it becomes thirstier
Non-agricultural water demand is growing by 26 billion cubic meters per year
Water tables are rapidly declining and reserve depletion is accelerating, creating growing opportunity for desalination, which is
an increasingly economical solution due to improved technology
Global medium-scale (2-13 MGD) desalination market is ~$6 Billion and about 29% of total capacity(1)
2004 2014
Global Contracted Desalination Capacity(2)Water use up 327%Population up 138%
~24 billion GPD
2015
~11 billion GPD
Note: MGD = Million gallons per day(1) Source: Beyond scarcity: Power, poverty and the global water crisis, Human Development Report (HDR), United Nations Development Programme, 2006(2) Global Water Intelligence (GWI) Desalination Markets 2016 report.
-
1.0
2.0
3.0
4.0
5.0
6.0
7.0
1950 2000
Population(bil l ions)
-
200
400
600
800
1,000
1950 2000
Non-Agricultural Water Use (km3/yr)
16.4%
23.5%
30.7%
0.0%
20.0%
40.0%
2010 2015 2020E
U.S. Point of Use (POU) Market Share(3)
Point-of-Use Market %
Americans are now drinking more bottled water than soda (1)
Increasing awareness of issues related to bottles creates an opportunity for POU
─ Environmental impact of plastic bottles, 80% of which become litter and take over 1,000 years to bio-degrade (2)
─ Potential health impact of chemicals in plastic bottles (2)
POU eliminates hassles of storing and lifting 42 pound 5 gallon jugs, and typically saves money
─ Average 5 gallon bottled cooler customer spends $70.56 per month versus average POU unit rent of $35.15 (3)
U.S. water cooler market generated $4.2 billion of revenues in 2015 and had more than 5.8 million units installed (3)
─ Bottled water coolers make up 76.5% (4.4 million units) and Point of Use (POU) coolers 23.5% (1.4 million units) (3)
POU is a disruptive technology to bottled water coolers and is taking market share
On-Demand Filtration Benefits = POU Growth
7
(1) Beverage Marketing as reported by Fortune Magazine(2) ValleyWater.org and SunTimes(3) 2015 Zenith USA POU and Bottled Coolers Report
Our Water-as-a-Service Value Proposition
8
Outsourcing of a Non-core Activity to Water Experts
Limited Upfront Capital Investment
Higher Reliability and Better Quality
More Predictable Lifecycle Cost
Healthy, Hassle-free and Environmentally Sustainable
Contracted, Recurring Revenue
Attractive Unit Economics, High Margins
and Strong Cash Flow
Attractive Return on Capital Deployed
Strong Customer Retention
Significant Opportunity to Expand and
Extend Customer Lifetime Value
For Customers For AquaVenture and Shareholders
Year Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Year 11 Year 12 Year 13 Year 14 Year 15
Illustrative
Plant
Assumptions
Initial Plant Investment (1) Year 1 Plant Revenue Year 1 Plant Unit Cash Flow (2)
~$50mm ~$12mm ~$9mm
Initial contract period of 15
years
Function of capacity and commercial
terms
Contracts include inflation protection
and customers typically pay for
electricity directly
Attractive Unit Economics – Bulk Water
9
Indicative Cash Flow Profile For An Illustrative Plant
Plant Unit Cash Flow (2, 3, 4) Cumulative Plant Unit Cash Flow (2, 3, 4)
Bu
lk C
lean
Wate
r P
latf
orm
(1) Initial plant investment is defined as the initial cash outflow related to plant capital expenditures and/or long-term contract costs; actual initial plant investments may vary.(2) Plant unit cash flow after initial plant investment (year 0) is net income before depreciation and amortization, net interest expense; income tax expense (benefit) and intercompany allocations.(3) The illustrative model assumes an annual increase for inflation of 2% to both revenues and operating expenditures.(4) The cash flow profile for an illustrative plant is based on a plant that is built, owned and operated by us; the cash flow profile for an acquired plant may differ.
Unit economics for acquired or future company-built plants may vary significantly from this
illustrative example. Examples are not forward-looking statements nor a target for future investments.
Year 0
Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Year 11
Attractive Unit Economics – POU
10
(1) Initial POU investment is the initial cash outflow related to POU unit capital expenditures, POU installation costs, sales commissions and lead generation costs; actual initial POU investments may vary.(2) POU unit cash flow after initial POU investment (year 0) is defined as net income before depreciation and amortization, net interest expense, income tax expense (benefit), gain or loss on disposal of assets and general overhead
expenditures.(3) The POU rental contract term is typically three years and includes an automatic renewal provision. The illustrative example assumes an implied average rental period of more than 11 years based on an annual unit attrition rate of 8%.(4) The illustrative example assumes: (i) higher POU unit cash flow in year 1 due to lower field service costs and (ii) lower POU unit cash flow in year 8 due to additional POU unit capital expenditure and related POU installation costs for
the replacement of the POU unit upon reaching its estimated useful life of 7 years. The actual timing of a replacement may differ.
PO
U W
ate
r Tre
atm
en
t P
latf
orm
POU Unit Cash Flow (2, 3, 4) Cumulative POU Unit Cash Flow (2, 3, 4)
Illustrative
POU System
Assumptions
Initial POU Investment (1) Annual Revenue Annual POU Unit Cash Flow (2)
~$900 ~$600 ~$400
Typical initial contract period of 3
years
Function of POU unit type and
commercial terms
Annual unit attrition rate of 8%
implies an average rental period of
more than 11 years resulting in the
generation of long-term cash flows
Unit economics for a POU installation may vary significantly from this illustrative example.
Illustrative examples are not forward-looking statements nor a target for future investments.
Indicative Cash Flow Profile For An Illustrative POU Installation
Year 0
Replacement capex
23.1%
27.2%
31.5%
2H'14 2015 2016
Strong History of Improving Adjusted EBITDA Margins (1)
11
Expanding margins due to economies of scale and operating leverage
Note: Chart begins in 2H14 to reflect AVH margin performance since its acquisition of Quench in June 2014; half year figures represent sum of respective quarters.
2016 Results do not reflect $1.4m of cash collected on the design and construction contract acquired in our Peru acquisition(1) Adjusted EBITDA margin is defined as Adjusted EBITDA as a percentage of revenue.
Illu
str
ati
ve R
ev
en
ue
Time
Illu
str
ati
ve
Re
ve
nu
e
Time
Extending and Expanding Customer Relationships
12
Bulk Clean Water Platform
Contract Amendment 1
• Contract extension
• Capacity expansion
• Water rate reduction for
customer
Contract Amendment 2
• Contract extension
• Significant capacity expansion
• Additional water rate reduction
Original Contract
Original Unit
Rental
• Typically 3
years
Contract Renewal
• Typically automatically renews
• Implied average rental period is >11
years
Additional Water Cooler Rentals
• Upgrades/new locations
New Products and Services
• Ice machine and sparkling water cooler
rentals
• Coffee
Point-of-Use Water Filtration Platform
Note: Illustrative lifecycles are not to scale.
Our Business Expansion Opportunities
13
Latin America – Committed to providing water treatment
solutions for potable, ultrapure and reused wastewater in
Mexico, Chile, Colombia and Peru
North America – Pursuing brackish and seawater RO solutions
to supplement potable and industrial water supplies in Texas
and other U.S. states
Middle East – Presently focused on projects in the Middle East
with certain desalination project support services already
provided in Saudi Arabia
Caribbean – Identified opportunities in Curacao, Trinidad, and
throughout the Caribbean
Africa – Recently executed an agreement purchase the
majority interest in a Ghanaian desalination plant.
Global Bulk Water Expansion
Experienced sales teams in many major metropolitan areas
National account and industry vertical sales teams focus on large corporates and specialized
end markets
Online marketing capabilities drive cost-effective customer acquisition
Significant sector consolidation opportunities
– Hundreds of smaller independent providers and selected larger regional competitors serving
a majority of the POU market (1)
Expanding National POU Sales Capability
Quench sales locations
SSW expansion opportunities
Note: Map information as of 6/30/2016. (1) Zenith International Ltd (USA Bottled Water Coolers and Point of Use Report 2015, published February 2016); management estimates.
Successfully executed 18 acquisitions since 2008 (1)
We proactively identify and approach assets or companies which we believe are attractive targets
In our experience, companies which own and operate a single SWRO plant are receptive to our approach because:
– A lack of SWRO operating expertise typically leads to subpar operating performance and an unreliable water supply
– It provides them an opportunity to raise cash by selling a non-core activity
– Recent experience in proactive sourcing:
• Paraquita Bay, British Virgin Islands
• Aguas de Bayovar, Peru
• Both negotiated acquisitions, no competitive bidders
In the POU market, there are hundreds of independent local and regional operators (2). We target strategic acquisitions that enable us to grow into new territories or increase customer density in existing territories
– Recent experience in proactive sourcing:
• Wellsys
• Quench Canada
• Pure Water Innovations
• Macke Water Systems
• Atlas Watersystems
Proactive Deal Sourcing
14
(1) Includes Quench acquisitions prior to its June 2014 acquisition by AquaVenture Holdings.(2) Zenith International Ltd (USA Bottled Water Coolers and Point of Use Report 2015, published February 2016).
Note: Accurately predicting if or when a specific acquisition will occur is challenging, if not impossible.
The timing, size and accounting treatment of an acquisition will impact our quarterly and annual operating results.
Recent M&A Activity
15
Seven Seas Water
Majority Interest in Ghanaian Desalination Plant
– Executed binding agreement with Abengoa Water, S.L.U. to purchase
56% economic interest in Accra, Ghana desalination plant
– Base purchase price of ~$26 million, subject to adjustments
– Capacity to deliver 18.5 million gallons per day of potable water
– Opportunity to purchase remaining 44% ownership of the plant
– Targeting to close by end of Q2’2018, subject to material conditions
precedent
Acquisition of Desalination Plant Long Island, Bahamas
– Purchase price of ~$3 million
– Capacity to deliver 200 thousand gallons per day of potable water
– Targeting to close within next 2 months, subject to approval of the
Central Bank of The Bahamas
Quench
Completion of 2 Tuck-In Acquisitions in January
– Purchased POU assets of Clarus Services (Richmond, VA) and
Watermark USA (Philadelphia, PA)
– Combined purchase price of ~$1.6 million
– Expected to add ~600 customers and ~1,500 units, bringing total
installed rental unit base to over 97,000 units
$27.1 $27.6
$-
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
Q3 2016 YTD Q3 2017 YTD
AquaVenture – Q3 2017 Year-to-Date Performance
16
Q3 2017 YTD Highlights Completed $150M debt financing on August 4, of which ~$100M
was used to retire existing debt. The financing is a non-amortizing
loan that extends AVH debt maturity and accommodates AVH
growth objectives
Acquisition of Wellsys on September 8 enables Quench to
participate more broadly in the global point-of-use market and
provides an opportunity to develop, source and distribute Quench-
exclusive innovative coolers and purification offerings
Acquisition of Pure Water Innovations in Raleigh on June 1 and
Quench Canada in Toronto on August 1 adds 1,000 customers and
2,400 units to Quench rental base and expands geographic
presence in North America
Executed amendments to the BVI Water Purchase Agreement and
BVI Loan Agreement on August 4, 2017
$27.8
$67.1
$100.3
$114.1
$7.6 $18.8
$27.3 $36.0
2013 2014 2015 2016 2013 2014 2015 2016
Annual Financial Performance ($ in mm)
Revenue Adjusted EBITDA
+68% CAGR
+60% CAGR
Adjusted EBITDA plus cash collected on
the design and construction contract(2)
($ in millions)
Adj. EBITDA Margin %
Revenue($ in millions)
Adjusted EBITDA(1)
($ in millions)
31.1%
$27.1$33.7
$-
$10.0
$20.0
$30.0
$40.0
Q3 2016 YTD Q3 2017 YTD
32.1%
$84.3 $88.8
10
30
50
70
90
Q3 2016 YTD Q3 2017 YTD
(1) See appendix for the definition of Adjusted EBITDA and a reconciliation of Adjusted EBITDA to its most comparable GAAP financial measure.(2) See appendix for a description of the cash collected on the design and construction contract we acquired in our Peru acquisition.
Select Balance Sheet Items
17
Balance SheetAs of September 30,
2017:
As of December 31,
2016:
Cash and Cash Equivalents $118.1M $95.3M
Total Debt $175.0M $143.7M
Working Capital $127.5M $75.9M
Total Assets $559.0M $536.7M
Select Cash Flow Items
18
Cash Flow HighlightsNine months ended
September 30, 2017:
Nine months ended
September 30, 2016:
Net Cash from Operating Activities $11.9M $11.9M
Principal Collected on Note
Receivable(1)$3.4M $ –
Capital Expenditures and Long-Term
Contract Expenditures$11.9M $16.6M
(1) Included in net cash in investing activities and not in net cash from operations.
October 2016 vs October 2017 Production by Plant
19
Plant Location October 2016 October 2017
A 138.7 121.4
B 56.7 66.8
C 69.4 88.4
D 81.6 89.4
E 6.2 4.2
F 11.2 14.4
G 2.4 4.4
Totals: 366.2 389.0
Below reflects production volumes (in million gallons) at plants impacted by Hurricanes
Irma and Maria
Attractive Investor Value Proposition
20
Water-as-a-Service
The supply of drinking and process water to municipal,
industrial and commercial customers under long-term
contracts using company-owned facilities and equipment
1
2
3
4
5
Long-term, contracted and recurring revenue
Strong unit economics, margins and cash flow
Rapid payback period and attractive rates of return on investment
Strong customer retention with opportunity to increase customer lifetime value
Highly fragmented market with significant opportunity to grow
Appendix
Supplemental Information and Reconciliations
Non-GAAP Financial Data
22
($ in thousands)
Adjusted EBITDA, a non-GAAP financial measure, is defined as earnings (loss) before net interest expense, income taxes, depreciation and amortization as well as adjusting for the following items:
share-based compensation expense, gain or loss on disposal of assets, acquisition-related expenses, changes in deferred revenue related to our bulk water business, enterprise resource planning (“ERP”)
system implementation charges for a software-as-a-service (“SAAS”) solution, initial public offering costs, gains (losses) on extinguishment of debt and certain adjustments recorded in connection with purchase
accounting for acquisitions. Adjusted EBITDA should not be considered a measure of financial performance under GAAP. Management believes that the use of Adjusted EBITDA, which is used by management
as a key metric to assess performance, provides consistency and comparability with our past financial performance, and facilitates period-to-period comparisons of operations. Management believes that it is
useful to exclude certain charges, such as depreciation and amortization, and non-core operational charges, from Adjusted EBITDA because (1) the amount of such expenses in any specific period may not
directly correlate to the underlying performance of our business operations and (2) such expenses can vary significantly between periods as a result of the timing
of acquisitions or restructurings.
Adjusted EBITDA Margin, a non-GAAP financial measure, is defined as Adjusted EBITDA as a percentage of revenue.
Net loss $ (7,920) $ (8,248) $ (3,052) $ (19,220) $ (4,089) $ (7,335) $ (1,502) $ (12,926)
Depreciation and amortization 12,771 11,060 — 23,831 12,271 10,192 — 22,463
Interest expense (income), net 2,980 2,826 (232) 5,574 5,197 3,065 (31) 8,231
Income tax expense 2,424 221 — 2,645 2,633 — — 2,633
Share-based compensation expense 6,084 2,528 440 9,052 843 601 11 1,455
Loss (gain) on disposal of assets (22) 906 — 884 6 933 — 939
Acquisition-related expenses 801 139 — 940 935 — — 935
Changes in deferred revenue related to our bulk water business 697 — — 697 855 — — 855
Initial public offering costs — — — — — — 367 367
ERP implementation charges for a SAAS solution — 1,820 — 1,820 — 2,109 — 2,109
Loss on debt extinguishment 820 569 — 1,389 — — — —
Adjusted EBITDA $ 18,635 $ 11,821 $ (2,844) $ 27,612 $ 18,651 $ 9,565 $ (1,155) $ 27,061
Adjusted EBITDA Margin 43.1 % 25.9 % — % 31.1 % 45.5 % 22.1 % — % 32.1 %
Nine Months Ended September 30, 2017
Seven Seas Corporate
Water Quench & Other Total
Nine Months Ended September 30, 2016
Seven Seas Corporate
Quench Total& OtherWater
Key Metrics
23
($ in thousands)
Cash collected on design and construction contract. In our Peru Acquisition, we acquired the rights to a design and construction contract that includes monthly installment payments for the construction of the
related desalination plant and related infrastructure, which continue until 2024. These payments are guaranteed by a major shareholder of our customer and accounted for as a note receivable as a result of the
structure of the contractual arrangement, which differs from existing contracts in our Seven Seas Water business. We understand that many in the investment community present the combination of our
Adjusted EBITDA and the cash we collect from the design and construction contract acquired in our Peru Acquisition. Cash collected on the design and construction contract, which includes both principal and
interest, was not accounted for as revenue in the consolidated financial statements. We also use this combination in evaluating our performance (including in measuring performance for a portion of the
compensation of our executive officers). In this regard, and for the sake of convenience, the combination of our Adjusted EBITDA and the cash collected
on the design and construction contract is presented above.
Cash collected on design and construction contract $ 6,078 $ — $ — $ 6,078 $ — $ — $ — $ —
Nine Months Ended September 30, 2016
Seven Seas Corporate
Water Quench & Other Total
Nine Months Ended September 30, 2017
Seven Seas Corporate
Water Quench & Other Total
Adjusted EBITDA plus cash collected on design and construction contract $ 24,713 $ 11,821 $ (2,844) $ 33,690 $ 18,651 $ 9,565 $ (1,155) $ 27,061
Nine Months Ended September 30, 2016
Seven Seas Corporate
Water Quench & Other Total
Nine Months Ended September 30, 2017
Seven Seas Corporate
Water Quench & Other Total
Desalination Overview
Global clean water shortage is driving
desalination demand
– Global water demand estimated to exceed supply by
~40% by 2030 (1)
– Solutions include increasing the available supply of clean
water (e.g. desalination and wastewater reuse), using
existing supplies more efficiently or demand-side
management
Improved technology makes desalination an
economical solution
– Seawater Reverse Osmosis (SWRO) technology more
efficient than thermal desalination
– Membrane and pump technologies have improved
– Energy recovery advancements reduce electrical
consumption
SWRO Process
– Pretreatment: feedwater screened and filtered to remove
suspended materials
– Reverse Osmosis: water pumped through membranes at
high pressure; water passes through the membrane,
dissolved materials and organics do not
– Post-treatment: depending on end user specifications,
water is re-mineralized and treated with chemicals
24
Historical and Projected Desalination Capacity (2)
(2006-2026, billions of gallons / day)
Distribution of Earth’s Water (3)
Cumulative Capacity
6% CAGR
Half of the world’s population lives within ~40 miles of the sea(4)
(1) “Charting Our Water Future” report. 2030 Water Resources Group.(2) Q2 2016 GWI desalination markets forecast; contracted desalination capacity.(3) United States Intelligence Community Assessment: Global Water Security.(4) United Nations Environment Programme.
Oceans:
97.5% of the
Earth’s Water
Supply
0
10
20
30
40
50
2006 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026
Cumulative Capacity
Sustainability Overview
25
Seven Seas Water (SSW)
Seven Seas Water provides pure, potable water supply
solutions in countries where fresh, safe, clean water
supplies are limited thereby ensuring the health and safety
of many populations.
Seven Seas Water utilizes its own capital and leverages its
expertise in overall water management and operations to
deliver reliable and affordable pure water supplies in an
energy efficient way.
In addition to population growth driving increased demand
for potable water, the demand for industrial water is also
rapidly increasing.
Seven Seas Water provides alternative water supply
solutions to the Industrial sector helping to minimize the
depletion of fresh water resources available for human
consumption.
The company utilizes state of the art technology and proven
highly efficient process designs to optimize its water
treatment systems, which we believe results in the lowest
possible energy consumption and carbon foot print.
Further, Seven Seas Water has a successful track-record of
replacing thermal desalination plants, which use energy
inefficient distillation technology, into reverse osmosis
facilities which are far more energy efficient.
Seven Seas Water also utilizes the best available
wastewater treatment technologies that allow for water re-
use for industrial and agricultural purposes.
Quench
Quench's mission is to deliver the best water filtration
systems for businesses in a sustainable, environmentally
friendly, and cost-efficient way.
Commitment to clean, eco-friendly and bottle-free water
solutions.
We estimate that, in 2016 alone, Quench bottleless or
point-of-use (POU) water coolers kept more than 22
million 5-gallon plastic jugs from entering the waste
stream.
According to the Environmental Capital Group, the bottled
water cooler (BWC) business consumes 140 million
kilowatt hours of electricity, wastes 2.7 billion gallons of
water, burns close to 6 million gallons of fuel, and dumps
more than 35,000 tons of waste into landfills each year.
Quench's POU water cooler systems save energy and
water, reduce dependence on petroleum, and help reduce
the emission of greenhouse gases.
─ No plastic bottles. No water deliveries. No wasted
energy. No landfill waste.