“We first prioritized our customer communications: packaging and labeling, color books, technical data sheets, material safety data sheets, quotations and invoices,” says Lina. “We naturally required a new label template for products being manufactured. But first we had to rebrand the current stock of paints – which turned out to be one of our biggest challenges.
“We had around 20,000 paint cans that needed to be relabeled and only days to accomplish it. For the label itself, which is unique to every single can, we opted for a perfect fit “sticker” of the AkzoNobel logo. That interim solution wouldn’t have an impact on manufacturing dates, part numbers, batch ids and expiration dates. Then, pulling together with colleagues in production and administration, we got the AkzoNobel logo sticker on all our stock.”
The hustle was all worth it – Lina says: “The day we shipped the first completely AkzoNobel-branded product pallet was a great team accomplishment.”
Investments in site culture
As soon as customer-facing materials were taken care of, the focus switched to the 140 people on site and their work environment.
“Phase two was about taking care of signage, stationery and work clothing for R&D and production team,” explains Lina. “There was a lot of excitement when they received their new T-shirts, sweaters and lab coats. The Pamiers team really felt in that moment that they had become part of AkzoNobel.”
On her side, Lina is proud to have joined a company with a vision for painting the future. She says: “I love how people are part of the core values of the company. That ensures the safety and growth of employees and people in surrounding communities.”
