Sustainability, for us, comes down to the everyday practical choices that keep the water flowing month after month, and year after year.
We start with the hydrogeology. If the yield will not support a viable site, we sit down with the community and explain that early, before anyone has invested time or money in something that would eventually let them down.
Wherever we can, we source spares, chemicals and fuel from suppliers inside the same county as the site. Repairs happen quickly, and the money that changes hands stays in the local economy.
Diesel is expensive to keep buying and hard to rely on. Solar brings the operating costs down to something the community tariff can genuinely cover, which is what makes the whole business case work.
Revenue leakage has quietly closed many rural water schemes over the years. Prepaid tags at every dispensing point mean that every drop sold shows up in the numbers.
Uptime, sales and repairs stream into a shared dashboard as they happen. If something unusual shows up, the right person hears about it that day.
The community health workers come back to the same neighbourhoods again and again, so the hand washing and safe storage messages become part of everyday life around the water point.
Every shilling of revenue is split by a fixed rule. The franchisee’s share (FRS) can slide from 33 to 42.5 percent. The difference flows to accelerated loan repayment.
| FRS, the franchisee revenue share | 33 to 42.5% |
| Bank charges | 2.5% |
| Management fee | 2.5% |
| Franchise fee | 10% |
| Loan repayment | 42.5% plus any unused FRS headroom |
Use the scenario planner to see how the split plays out on a real site’s cash flow.