Business Plan EAP

BUSINESS PLAN FOR ENVIERHO AQUA
wastewater treatment technologies and anaerobic digester technologies
Business plan
For
ENVIERHO AQUA LTD.

(EAP Ltd)
Working on a Green Economy
Prepared by Tim Vierhout on 24th September 2009
1
1.0 COMPANY OWNERSHIP/ LOCATION
The company is owned by Tim Vierhout and Brenda Little Vierhout

The company was incorporated on the 26th August 2009
Company Address:
“Shalom”
Gaulstown,
Tullaroan,
County Kilkenny
Ireland
Company registration number: 474490
2
TABLE OF CONTENTS
1.0 Company ownership/Location 1
2.0 Executive Summary 4
3.0 Market Opportunity 6
4.0 Industry and Competition 8
5.0 Products/Service Proposition 10
6.0 Marketing Plan & Route to Market 11
7.0 Management Team and Partners 12
8.0 Operations & Legal 13
9.0 Key risks & Constraints 14
10.0 Financial Plan 15
11.0 Funding & Exit 16
Appendices 1 17
Process Flow Block Diagram 19
Calculation 1-3 years 20
Costing conventional WWTP 21
Costing Vacuum/AD Plant 22
Costing MBR plant 23
Cost advantage of Treatment with Vacuum and AD Plant 24
CV 25
3
2.0 Executive Summary
We all know fuel is getting dearer, and fossil fuels will be nearly a criminal offence to
use in the future, and also our water is becoming more and more precious and we can
not afford to waste this. By reducing our waste water volume and using organic waste
we can produce a cocktail that can be fermented and produce biogas.
In this way we can produce our own fuel we just have to change our way of thinking.
This concept could be easily implemented where we have a concentration of people.

- Large Schools with canteens.
- Larger Apartment developments.
- Large workforces (banks/factories) with canteen
- Sport Stadiums with restaurant facilities
- Large Hotels with restaurant
- Hospitals with kitchen.
- Factories producing large volumes of organic waste
o Fish processing factories
o Food processing factories
o Vegetables processing factories
- Agriculture / Farms
- Cruise Ships.
- Larger Camping Sites.
- Holiday Homes Clusters.
-
2.1 History
When I started working for Enviro Chemie AG in 1988 in the industrial waste water
sector, the aim was mainly to clean up the waste water eliminating pollutants, so
companies could discharge this treated effluent to sewer or surface water. At that time
there was no real issue in reducing recycling or reusing.
This started later in 1996 when reducing recycling and reusing became more and
more of an issue. More and more process integrated solutions are required. Now
anther 10 years later companies are not only concerned about these 3Rs but are also
concerned about the energy consumption associated with this.
The Goals and Strategy, lies therefore in the market where disposal of organic waste
and energy consumption are the two elements that should be reduced as much as
possible. This will take carful planning by the end-user to look at his total
consumption and waste production to aim for a “Good House Keeping” conscience or
ISO certification.
4
2.2 Low Cost Strategy:
The equipment needed for the process is sourced from one of the best and competitive
manufactures. This will make the whole implementation of the process very cost
effective and a ROI which can be very lucrative between 2 and 3 years.
2.3 Differentiation of the service:
This concept is different from the others as this is a “Hybrid” concept where the
different elements are integrated and linked to each other.
- Reduction of water.
- Collection of Rainwater
- Reuse of Grey Water
- Low water consumption toilets (Vacuum) resulting in higher concentrations.
- Use of “under the sink” grinders and munchers are allowed
- Organic disposal facility
2.4 Niche Market:
These waste handling and processing facilities are not rally economical for individual
house holds. The aim here is for clusters of houses or even better whole villages.
Concentration of people of more than 1000 - 2000 .
Maybe in a later stage or years to come this will be the standard, where every house
can have his own facility.
2.5 Mission Statement:
A Waste to Energy contribution.
2.6 How will the finance be used?
First of all the cost (various expenses) of making the enterprise known to some of the
end users and interested parties. Marketing Costs.
Second all equipment needs to be pre-financed from the manufacture, before being
paid for by the end-user.
5
3.0 Markets Opportunity
3.1 Potential Customers:
- Large Schools with canteens.

- Larger Apartment developments.
- Large workforces (banks/factories) with canteen
- Sport Stadiums with restaurant facilities
- Large Hotels with restaurant
- Hospitals with kitchen.
- Factories producing large volumes of organic waste
o Fish processing factories
o Food processing factories
o Vegetables processing factories
- Agriculture / Farms
- Cruise Ships.
- Larger Camping Sites.
- Holiday Homes Clusters.
3.2 Customer Segments:
- Educational Sector
- Industrial Sector
- Holiday/ Tourist Sector
- Agriculture Sector
3.3 What needs does the idea satisfy?
- First there is a reduction in water usage and subsequently cost.

- Government baking by creating a GREENER ECONOMY.
- Secondly there is a contribution in eliminating our dependency on fossil fuels.
3.4 How do customers currently satisfy this need?
At the moment the need for water and electricity is supplied by the existing utility
companies, through water charges and electricity charges.
3.5 How many customers are in this market?
There are approximately 50-60 companies in Ireland with more than 1000 people.
There are numerous Schools in Ireland with more than 1000 Students and there own
kitchen. Especially boarding schools
6
3.6 The projected growth in this market.
The projected growth in this market can only be described as considerable.

Especially new project were innovation and conservation is the key role.
3.7 Why is this approach innovative and compelling?
This approach is innovative since it make use of the creative and progressive water
reduction consumption and at the same time creating well needed energy.
3.8 What are the implication to the customers of buying from us?
The customers will have back up from well established AD technology providers.
3.9 What do we need to do to confirm the size of this market?
The market size is considerable, and at a later stage it might be feasible to have
smaller and compact systems for smaller communities or clusters or maybe even as
small as single houses who knows?
7
4.0 Industry and Competition.
4.1 Competitors in the market
On the waste water side:

- Veolia
- EPS
- Earthtech
- Treatment Systems
- Response
- And some smaller players in wastewater treatment market.
On the Anaerobic Digester Side:

- Kedco
- Cetlic Composting
- Methanogen
- HoSt/FLI
4.2 What are the competitors market share and finance?
I am only aware of Kedco being the only one at the moment in the market that is in
the process in building an Anaerobic Digester.
4.3 Their strength and weaknesses?
The weakness of this system is that it will only be economically effective when there
is a large number of people connected to the system. The economy of scale is an
important element at the moment.
The strength of the system is that is flexible and it can be expanded to a X thousand of
connection.
4.4 Who else is working on these solutions?
As far as I know nobody is looking at this market in this way as yet.
4.5 Why is your approach better than our competitors?
My approach is one of those “ think outside the box idea”.

We have to get away from the idea of “flushing” our toilet with water and certainly
not with GOOD and expensive drinking water.
This is a different approach how to spare water and how we can generate energy from
our waste.
8
4.6 What is your source of competitor advantage e.g IP?
Our intellectual property is our greatest asset to keep our competitors always a good
few steps behind, so we can take advantage of the being first in the market and take
advantage of this, but at the same time we keep our innovations and creativity
ongoing.
4.7 The distribution channels:
Distribution channels can be achieved through companies who are in the sanitary
business and bathroom assembly (pod builders) for the vacuum toilets and
Envierho Aqua Protect is responsible for the AD Plant and MBR plant.
4.8 How long can we stay ahead of the competition?
During our implementation of the systems we will be innovating in new elements we

can keep a good few steps ahead from the competition before they have a part of the
market.
4.9 How are competitors likely to respond?
Competitors will mainly keep there activities on waste to energy (AD) as they are not
really tuned in on this matter as it is “ Market Branch Strange” for them.
4.10 How much room is there in this market for competitors?
There is room, slowly in years to come this will be a very important market, that’s
why it is important to be there first.
4.11 What barriers will you face or can you create?
Market exclusivity with manufactures and providers of Vacuum Systems and AD

developers is a way in protecting the market.
9
5.0 Product/Service Proposition
5.1 Why is this the right proposition?
The right proposition is the enormous reduction in water volume usage/consumption.
5.2 How is it different from existing products/ services?
The whole philosophy and outlook is different. Using Air/Vacuum to transport waste
in stead of the easy way using water which than need cleaning and is very energy
demanding..
5.3 Will it become obsolete and how it may change?
This method of transport will be there for a long time.

Water usage may have been used for over 150 years or so, but it will have to be
replaced with another transport medium.
5.4 Why is now the right time?
There is no better time than now, while water is becoming expensive with the
introduction of water charges and energy is becoming scarce and even more
expensive.
5.5 Why is it unique and what is the USP?
The unique selling point of this configuration is: it will reduce water bills and produce
electricity from a waste product that normally would be flushed down the drain.
So the knife cuts on both sides.
5.6 Is the business protected to have a ‘virtual monopoly’ ?
There is certainly a First Creative Advantage, and with more unique elements is can
become a virtual monopoly but there are always going to be copy cats.
5.7 What regulatory and technology proving is needed?
The best way to proof the system is by having a demonstration project
5.8 How will this solution take advantage of existing distribution channels.
There are no real existing distribution channels in place. It will have to be a unique
selling and service facility for a specialist service company.
10
6.0 Marketing Plan & Route to Market
6.1 How will you win the initial customers, pilot and sales?
An initial project can be a Pilot Scheme for maybe a Hotel that is being renovated or
apartments that are in the planning. Or a Government led project like a boarding
school or college. Other projects will follow after this when they see what benefits it
brings.
6.2 What is the business model e.g. B2C, B2B etc.
The business model is firstly aimed to B2B, as it will be towards developers and
renovation projects initially.
6.3 Which distribution channels will you uses?
I would firstly like to see a service company to provide the technical abilities to
perform the installation of the various components.
6.4 Promotional strategy will be used?
Individual approach to developers, Government and Education.
6.5 What is the approach to distribution and channels?
For the moment one single dedicated specialist will have to take this on board and
approach the end-user/developer.
6.6 What is you pricing and discounts approach?
Pricing is dependable on the size of the project. Each project will have it own pricing
structure.
6.7 How will you structure the sales team and process?
On shows and trade fairs the treatment method will have to be shown and individual
calls will have to be made to developers and large complexes to show the system.
6.8 Which markets could you address first to gain revenue?
The first markets are de Hotels / Department of Education (Boarding Schools),

University Campuses , Sport Complexes i.e Croke Park , developers for larger
clusters of apartments.
6.9 What is the current sales and order book?
The current sales book has no orders yet as this business is only in the starting blocks.
11
7.0 Management Team and Partners
7.1 Is this the right executive and board team to deliver the venture?
Having been more than 25 year in the wastewater market I am definitely the right
person to develop this venture.
7.2 Can you show the experience and achievement to deliver the new business?
Having always been responsible for looking for NEW Business, it nearly come
natural to look for new projects.
The experience is certainly there to make it all come together.
7.3 How is the team motivated and working together?
The motivation is that this model has a huge market potential, and Ireland is the right
place to get started as we are all thinking of green jobs, and in this way we can realise
this.
7.4 Does the team have the energy to make this venture happen?
When teaming up with a flexible electrical and mechanical installer this should work
out fine
7.5 Can you outline the skill gaps and how they will be filled?
Sales and Promoter Engineer: initially myself.

The Process Engineer: again myself.
Drawing of Process again myself
Detailed Engineer needs to be appointed
Draughtsman needs to be appointed
Bookkeeping and Invoicing outsourcing for the moment
A team of fitters service and maintenance company
Project Manager needs to be appointed
7.6 Have the stakeholders been indentified?
At the moment there is only one Stakeholder My Self, who wants to take this further
to the next level.
7.7 What capabilities are required from partners?
The partner is driving force in implementing and realising the construction
7.8 Have we indentified the right partners?
We have to approach the right partner as yet, as we have somebody in mind.
12
8.0 Operations & Legal
8.1 Is this the venture proposition based on a proven technology?
The used technology is not new all the unit operation in this configuration are well
proven just the right scale of the system will have to be found.
8.2 Will the proposed technology work?
As above the technology is not new just the way the systems are being combined
8.3 Is the technology and or process protected by patents?
The process is not been protected by patents.
8.4 Is there a reliable source of materials and critical inputs

e.g. raw materials and skilled staff.?
The source of raw material should be no problem, it is the willingness to change

thinking and use vacuum as a vehicle for transport.
8.5 Can you effectively produce and deliver the product or service?
With a team of creative designers and suppliers already in the vacuum toilets business
and kitchen grinders manufactures and AD plant builders this should not be a
problem.
8.6 Can we maintain/repair and or support the new business?
There is a team of dedicated mechanical and electrical engineer ready to support and
service and repair if requested.
8.7 Is the business liable to any litigation risks on the use of technology or
operational issues?
Not that I am aware of.
13
9.0 Key risks & Constraints
9.1 Are the key risks understood?
The key risk could be that there is absolutely no interest from government or
developers as the idea using vacuum is to absurd in there eyes.
But this is only because having water seems so simple, but we have to get away from
that mind ser.
9.2 Has the risk of market adoption been recognised?
It may take some time in certain areas were they are so focused on the Water Closed,
and to change to vacuum systems and where this waste is used for making electricity.
9.3 What is the competitors reactions?
Competitors will want to have a share of the market and will “copy cat” some of the
system, but we are ahead of them and will have to stay ahead by also having our
research and development and maybe patenting new parts.
9.4 Delay effects of getting regulatory approval?
This element has not been looked at and may need some attention although al parties
in the government are looking towards at a greener and smarter economy so there
should be any regulatory obstructions.
9.5 Are the key markets for this venture acceptable?
The key markets are more than acceptable for this venture as they are the large users
of water and electricity and any reduction and saving will be welcomed and in some
cases might be the deciding factor if there own operation is sustainable or not if these
measures are not taken.
9.6 Are the key technical risks for this venture acceptable?
All unit operations in this system are proven technologies, priority is that everything
is dimensioned properly so it will slot in together smoothly.
9.7 What constraints must be challenged to launch this venture?
The general perception of how we use our water resources and the way we think in
utilising this. There could be a shortage of water at some stage but there will be no
shortage of vacuum.
9.8 Are the risks and constraints reflected in the financial models?
In this plan the financial model is going only as far as Angel money to realise a
demonstration project to proof the viability of the configuration of the system.
14
10.0 Financial Plan
10.1 What is the financial history?
At this moment no financial history is available as there has been no implementation

of any kind of system as yet.
10.2 Have the financial models used a range of assumptions?
The only assumptions that has been taken is that it will need approximately 250K
to get this model on the road.
10.3 Are the revenues significant and are drivers understood?
The revenues could be considerable in years to come when we all see the need for a
psychological adaption of how we “flush” our toilet.
10.4 What are the one-off and ongoing operation costs?
The one-off cost are many to get a first project on the road.
After this the ongoing cost should be payable from generated revenue.
10.5 What are the one-off and ongoing capex costs?
The one-off cost are going to be in the region of 250K.

Two standardised systems need to be work out and that can be implemented at a
developing stage for Hotel / Apartment blocks / Boarding School etc.
10.6 What are the cash and finance projections?
A full size project is in the region of 0.5M.

This size will need 2Tons of organic material feed stock per day.
This facility would produce approx. 120.000 kWh per year on electricity.
Also a 80.000 kWh on heat from the CHP unit for heating the houses/apartments
34.000 ltr of water will be saved at the same time per day this is 12.410.000 l /year.
Also the waste water treatment facility for just the “grey”-water
(showers/sink/dishwasher/washing machine) will require a LESS demanding energy
treatment, than a conventional waste water treatment plant.
15
11.0 Funding & Exit
11.1 What is the requirement and approach to funding?
Primarily the funding is to “Kick-start” this new creative approach

The estimate is it would need in the region of 250K to push this.
11.2 Are the funds being looked for sufficient?
We hope it is enough for the moment.
11.3 Equity investment and loans that are currently utilised?
There is no equity available and or loans.
11.4 Sources and approach to funding rounds over three years?
With some financial backing from a venture capital investor this business model
should be successful and be self sufficient in 3 years time.
11.5 What commitment is being made by management time of funding?
Management will be backing up this business venture with all its has got in terms of
action and drive to make this successful.
11.6 What are the milestones and potential phasing of the release of funds?
The intention is to partner up with an existing company in the installation, service and
maintenance sector, and together actively approach the market.
This will mean 80K – 125 K will be needed in the first year for promotion and
marketing.
11.7 What is the potential exit route e.g. trade sale , IPO?
This has not been in the picture yet, first we have to get the show on the road.
16
Appendices 1
After 100 years of dependence on fossil fuels, there's one emerging crisis that COP-
15's policies must now address: the crisis of dwindling crude reserves, and the
imminent end to cheap oil.
Everything is being reconsidered:
• The way we create electricity

• The way we power our vehicles
• The way we store and buy our energy
• The way we synthesize plastics
• The way in which we build the buildings where we work and live
• The way we education our children.
And our unique investment has set the stage to capitalize on all of this.
We're talking about...
• High-output alternative energy production: Technologies which, in the

decades to come, are destined to replace all conventional, fossil-fuel-based
power generation.
• Water treatment: As the collective thirst of the world's people and industry
continues to spike, as supply continues to dwindle, the market for fresh water
has been predicted by many to eclipse oil within three decades.
The End of Oil
There's not much to be said here that hasn't already been said a thousand times before.
So let's quickly review a few key issues...
• We now find one barrel of conventional oil for every 4 we consume

• New wells drilled over the last few years have nearly doubled, but production
has remained flat.
• About 75% of the world's current oil production is from fields that were
discovered prior to 1970, which are past their peaks and beginning their
declines. And the remaining 25% comes from fields that are now 10 to 15
years old.
Bottom line: The days of cheap, abundant oil are over. And if you don't believe it, just
look at what the experts are saying...
"Shell estimates that after 2015 supplies of easy-to-access oil and gas will no longer
keep up with demand." - Jeroem van de Veer, CEO of Shell
"Our view is that oil production will peak in the near future. We need to develop
power trains for alternative energy sources." - Katsuaki Watanbe, President, Toyota
17
"The easy, cheap oil is over. Peak oil is looming." - Shokri Ghanem, Head of Libya's
National Oil Corporation
"In the longer run, unless we take serious steps to prepare for the day that we can
no longer increase production of conventional oil, we are faced with the possibility
of a major economic shock - and the political unrest that would ensue." - Dr. James
Schlesinger, former U.S. Energy Secretary
"One thing is clear: the era of easy oil is over. What we do next will determine how
well we meet the energy needs of the entire world in this century and beyond." -
David O'Reilly, CEO, Chevron
So where does this leave us?
Without an immediate overhaul of our energy economy, the depletion of fossil fuels
could prove to be a crisis more devastating than most could ever imagine.
The fact is, everything we do depends on some form of energy.
Our entire way of life, and all of our economic projections, are built on the
assumption that there will always be more energy when we want it.
It took us 125 years to use the first trillion barrels of oil. It will take us only 30 years to
use the next trillion"(Chevron)
By choosing renewable energy, you go some way towards cutting down on carbon emission
Using energy more efficiently in your daily life comes easily once you get started.
18
Process Flow Block diagram
19
Costing year 1 -3
Expected expenses
Envierho Aqua Protect Ltd date: 31‐08‐09
Costings year 1 Net
Process Development 10,000.00
Brochures 10,000.00
Trade Fairs 15,000.00
Travel/accommodation 10,000.00
Drawing Equipment 5,000.00
Office Rental/telephone 10,000.00
Costing per month 6,000.00
Costing year 2
Project Manager 60,000.00

Costing year 3
Project Manager 60,000.00

Total for 3 years 260,000.00
20
1000 People per day
(1000PE)
Calculation of Profitability date: 31‐08‐09
Investment net

Biogas unit: 500,000.00

Vacuum Installation 100,000.00

Extra Investment Cost 600,000.00
Income
120000 0.15
Input Biogas kWh c/kwh 18,000.00

Heat 80000 kWh 7 c/kWh 5,600.00

Savings from water 12410 m3 2 € /T 24,820.00

Savings from not discharging to sewer 12410 m3 1 € /T 12,410.00

Income per year 60,830.00

Cost Estimate
15
depreciation machinery period years p/y 40,000.00

Interest rate 5% p/y 2,000.00

Transport cost of residue 730 m3/y 1.5 € / T 1,095.00

Energy cost approx 7% of 0.12
generated 8400 kWh C/kWh 1,008.00

Cost of personel 1 h/d 365 d 15 € /h 5,475.00

Biological support 200 € /m 12 p/y 4,800.00

Insurance cover 50 € / m 12 p/y 600.00

Service & Maintenance 0,01
HCP plant €/kWh p/y 1,200.00
Service & Maint. 0,01
remaining plant €/kWh p/y 1,200.00

Cost 57,378.00

Profit per year 3,462.00
21
Activated Sludge Plant date: 31‐08‐09
1000 People per day
(1000PE)
Calculation of Profitability
Investment Net

Activated Sludge Plant 800,000.00

Total 800,000.00
Costs
0.15
Power consumption 150 kW per day 365 d c/kwh 8,212.50
11m3 @
Sludge Production Volume per month 5% 12m 24,000.00
10 hr @ € 25/hr per
Operation week 52 13,000.00
chemicals Approx € 3/d 365 1,095.00

Costs per year 46,307.50

Cost Estimate
15


Cost 93,333.33

Cost per year 139,640.83
22
Membrane Biological
Reactor date: 31‐08‐09
1000 People per day waterflow is only 100 BOD/d
(1000PE) m3/d 25‐30Kg
Calculation of cost
Investment Net

MBR Plant 250,000.00

Total 250,000.00
Costs
365 0.15
Power consumption 30 kW/d d c/kwh 1,642.50
3 hr @ € 25/hr per
Operation week 52 3,900.00
chemicals

Costs per year 5,542.50

4m3 @ to AD
Sludge Production volume per month 5% 12m Plant nil
Cost Estimate
15


Cost 29,166.00

Cost per year 30,708.50
23
Cost advantage of Treatment with Vacuum and AD Plant

Cost WWTP Per year 139,640.83

Benefit Vacuum/AD 3,462.00
Cost MBR TP Per Year 30,708.50

27,246.50
Cost Vacuum/AD/MBR Per year
Return of Investment for Vacuum and AD Plant and MBR
Investment net

Biogas unit: 500,000.00

Vacuum Installation 100,000.00

MBR Facility 250,000.00

ROI Savings per year 112,395.00 7.5 Year
24
CURRICULUM VITAE
Name : Tim C.J. Vierhout B Chem Eng,
DoB : 5th March 1957.
Languages : Dutch, English, German, French.
Marital Status : Married
Email : timvier@o2.ie
Mobile : +353 87 822 3643
QUALIFICATIONS
1978 - 1982 Bachelor of Science Degree in Chemical Engineering.

Discipline: Process Technology
Technical Highschool "de Maere", Enschede, The Netherlands
1974 - 1978 Diploma Technical College, MTS Almelo, The Netherlands

General Process Technology
PROFFESIONAL EXPERIENCE
August 2009 - present ENVIERHO AQUA PROTECT Ltd
Started Consultancy in Wastewater Treatment Systems and Anaerobic Digesters
June 2008 till August 2009 FLI Environmental, Waterford, Ireland
Position: Business Development Manager for the Wastewater Treatment Systems

Division for the Domestic and Industrial markets.
Duties: Responsible for Scoping Proposed projects, Estimating Bid costs, Submitting
Tenders, Business Contact Management, New Business Development,
Contract Realisation. Project Management.
Feb 1998 till June 2008 TREATMENT SYSTEMS Ltd, Kilkenny Ireland
Position: Technical Sales Engineer & Marketing Manager
Duties: Advising in relation to Design, Build and Engineering of Water and

Wastewater-Treatment Systems for the domestic and industrial markets.
Project Managing some of these projects.
The emphasis during the employment with TSL was on Industrial Waste
Water Treatment Solutions.
Technical Elements: Process Configuration of various waste water treatment methods.
Like pH Correction and Neutralisation, Filtration/Screening, Flocculation, Coagulation, Plate

Frame / Belt Press De-watering, Sludge Drying, Sampling , Flow measurement, Bio
Degradability , Bio Membrane Technology, Aerobic Treatment, Anaerobic Treatment.
25
Project under my supervision:

Allied Signal Electro Coagulation for metal treatment
Waterford Precast Electro Coagulation for solids removal.
InfoLab Vacuum Evaporation
Diageo/Guinness Neutralisation
Glanbia MBR technology
Shannon Environmental Sludge Drying
Liebig International Sludge Drying
Boston Scientific Neutralisation
Organic Lens Manuf. Cooling
Murphy/Heineken Cooling
NN Euroball pH Corection
Rilta (One51) pH Correction/Neutralsiation
Smurfit-Kappa, Flocculation/Filtration
Bulmers, Anaerobic Waste water Treatment
Abbott Laboratories, SBR Biological Treatment
Bristol Myers Squib, Biological Treatment
Centocor, MBR technology
De-Puy, pH Correction
Service and Maintenance for: Johnson & Johnson, Stranooden water, Lisheen Mines,
Galmoy Mines, Stoneyford Municipal, Lakeland Dairies, Lamvale Minicipal,
Allergan, Takeda, Elan, Proctor & Gamble, Aventis, Genemedix, Kepak, Heinz, C&D
Foods, Fermoy Fish, Honeywell, Celtic Linen, Weathfield Prison.
And many more.
Manager of the after Sales Service and Maintenance Department.

Service and Maintenance of Various County Councils Waste Water
Treatment Plants. Marketing activities, responsible for Advertising and
Editorials. Business Contact Management with CRM, New Business
Development with developers, consultants and contractors. Promotional
responsibilities, Attending Trade Fairs, included news releases, articles,
brochures, advertisement in leading magazines etc.
Oct. 1988-July. 1997 ENVIRO CHEMIE BV, Deventer, The Netherlands
Position: Country Manager/Project Manager for the Dutch Division ENVIRO –

CHEMIE AG a Swiss owned company.
Duties: Consulting, Engineering, Project Management, On site Pilot tests.

Client training and troubleshooting on the supplied treatment plant on the
following physical treatments: coagulation, flocculation, neutralisation,
absorption, ionexchange, membrane filtration (micro/ultra/rev.os), flotation,
oxidation/UV and biofiltration.
Dealt with the Clients in the top 100 companies in the Netherlands.
Start-up of more than a 100 treatment plants and 600 projects during this
tenure.
Promotional responsibilities included news releases, articles, brochures, trade
shows, organising seminars and writing operation manuals etc.
26
Realised Projects and Clients:
1997 DAF Trucks Flocculation Part two extension

1997 AKZO, Amsterdam Ionexchange, heavy metals (Hg) removal
1996 HEAD Electronics, Physical-Chemical Batch Process
printed surface board rins water treatment
1995 TORO, Oevel, Belgium Rinsewater recycling and Batch Process
metal surface treatment rinse-water
1994 VAM, Wijster Physical-Chemical Treatment
Surface water from drilling platform
1994 SIGMA Coatings, Uithoorn Physical-Chemical Batch Process
Rinse water with Acrylic-latex emulsion treatment
1993 Verzinkerij Dieren Ionexchange and Batchs Process
Terrain water treatment by ionexchange
1992 Damet Holland Recycling Physical-Chemical and Active Charcoal Abs
Terrain water, Oil and heavy metal removal
1992 SCA Packaging, Tilburg Physical-Chemical Batch Process
Cardboard printing , printing ink remova
1992 VEGE MOTOREN, Huissen Physical-Chemical Batch Process
Engines reconditioning, Oil, heavy metals removal
1991 ELECTRORAIL, Utrecht Physical-Chemical Batch Process
Electro-engines, cleaning, Oil, heavy metals remova
1990 Oil Treatment Amsterdam Physical-Chemical and Active Carbon Abs
Oil treatment, Oil, Heavy metals and Phenol
1989 REDLAND, Rooftiles, Weert Physical-Chemical Coagulation/Flocculation
Rooftiles colouring, Acrylic Dye removal
1989 DAF Trucks Eindhoven Physical-Chemical Coagulation/Flocculation
metal treatment rinse water, with Zn. Cr, Phosphates reduction
March 1987-Oct 1988 YOKOGAWA BV. Maarssen, The Netherlands.
Position: Regional Sales Engineer for PCIs, Process Control Instruments.
Jan 1984 - Dec 1986 TOWER HOMEBREWS, Kilcullen, Ireland
Position: Partner in a Homebrew Wholesale Import and Distribution.

Duties: Production, Administration, Sales.
Aug. 1982 - Dec1983 AKZO SALT AND BASIC CHEMICALS,

Hengelo The Netherlands,
Position: Chemical Engineer in the Organic Products Research Division,

Duties: Worked on a Pilot- Plant installation to produce PVC out of Natural Gas.
Signed : -------------------------
Tim Vierhout
27
Additional information
Lectured in Wastewater treatment technologies for the Netherlands Environmental Practice

School.
I was a member of the Dutch Institute of Engineers, Ingenieurs Vereninging NIRIA, from
1979 to 1998. Section: NPT Nederlandse Procestechnologen.
Completed a course on DCS Distributed Control Systems

Project Management course on Capital investments in the process industry.
Completed a course on Renewable Energy with the Tipperary Institute of Technology.
COMPUTER SKILLS
Most Windows software packages and ACT Contact Management System.
INTERESTS Golf, Fly-Fishing and DIY.
REFERENCES: Available upon request.
28

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BUSINESS PLAN FOR ENVIERHO AQUA

wastewater treatment technologies and anaerobic digester technologies

ENVIERHO AQUA LTD.

Prepared by Tim Vierhout on 24th September 2009

1.0 COMPANY OWNERSHIP/ LOCATION

The company is owned by Tim Vierhout and Brenda Little Vierhout

1.0 Company ownership/Location 1

2.0 Executive Summary 4

3.0 Market Opportunity 6

4.0 Industry and Competition 8

5.0 Products/Service Proposition 10

6.0 Marketing Plan & Route to Market 11

7.0 Management Team and Partners 12

8.0 Operations & Legal 13

9.0 Key risks & Constraints 14

10.0 Financial Plan 15

11.0 Funding & Exit 16

Process Flow Block Diagram 19

Calculation 1-3 years 20

Costing conventional WWTP 21

Costing Vacuum/AD Plant 22

Costing MBR plant 23

Cost advantage of Treatment with Vacuum and AD Plant 24

2.0 Executive Summary

This concept could be easily implemented where we have a concentration of people.

2.2 Low Cost Strategy:

2.3 Differentiation of the service:

2.4 Niche Market:

2.5 Mission Statement:

A Waste to Energy contribution.

2.6 How will the finance be used?

3.0 Markets Opportunity

3.1 Potential Customers:

- Large Schools with canteens.

3.2 Customer Segments:

3.3 What needs does the idea satisfy?

- First there is a reduction in water usage and subsequently cost.

3.4 How do customers currently satisfy this need?

3.5 How many customers are in this market?

3.6 The projected growth in this market.

The projected growth in this market can only be described as considerable.

3.7 Why is this approach innovative and compelling?

3.9 What do we need to do to confirm the size of this market?

4.0 Industry and Competition.

4.1 Competitors in the market

On the waste water side:

On the Anaerobic Digester Side:

4.2 What are the competitors market share and finance?

4.3 Their strength and weaknesses?

4.4 Who else is working on these solutions?

As far as I know nobody is looking at this market in this way as yet.

4.5 Why is your approach better than our competitors?

My approach is one of those “ think outside the box idea”.

4.6 What is your source of competitor advantage e.g IP?

4.7 The distribution channels:

4.8 How long can we stay ahead of the competition?

During our implementation of the systems we will be innovating in new elements we

4.9 How are competitors likely to respond?

4.10 How much room is there in this market for competitors?

4.11 What barriers will you face or can you create?

Market exclusivity with manufactures and providers of Vacuum Systems and AD

5.0 Product/Service Proposition

5.1 Why is this the right proposition?

The right proposition is the enormous reduction in water volume usage/consumption.