Water-as-a-Service February 2018 Safe Harbor Statement Statements - - PowerPoint PPT Presentation

Water-as-a-Service

February 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

• r 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

3 2 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 Machines Ice and Sparkling Water Machines

Quench 160 Quench 152 Quench 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 (billions)

• 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) Bulk Clean Water Platform

(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.

POU Water Treatment Platform 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.

Illustrative Revenue Time Illustrative Revenue 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 Sheet As 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 Highlights Nine 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

Tota tals: 36 366. 6.2 2 38 389. 9.0

 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

• f 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 & Other Water

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

• n 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

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

• f 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.