CHRONOLOGY OF EVENTS 1995 - 2025

1995
1. The ZIP enterprise was established. Named in honor of the founders' father. We are young - everything is ahead of us. There is confidence in future success. In my mind: “there are no limits”.
2. Equipment “made” by ourselves. Searching for a lender for expanded production. The first experience. The number of employees at the end of the year - 27 people, including 8 people of administration. At first there were 2 sales departments: Dneprodzerzhinsk and Dnepropetrovsk.
1996
1. Computers are needed, we have heard of them, now they are on the market and we have them.
2. We produce glue “KS-3”, pack “liquid glass”, glue ‘PVA’, glue “CMC”, office glue.
3. We started to produce plastic containers for ourselves. We opened a site for the production of “Linen”.
4. Practice has proven that our sales teams are more efficient than working with partners. We decided to create our own geographical sales teams.
5. Growing up.
1997
1. We purchased German equipment for enamel production.
2. We produced and sold 70 tons of paint during the year. The paint is expensive, but it is a new quality for the market.
3. We create sales departments as branches (without forming a legal entity) of Ukraine.
4. First attempts to automate branch accounting and bookkeeping.
1998
1. Expanding the color palette.
2. Expansion of sales geography.
3. We continue the formation of branches - opened in Odessa.
4. “Black Tuesday”: The cost of the dollar from 1.6 UAH became 4.0 UAH. The partners are happy, but they are unable to repay their debts. We are without working capital, and with “wild” debts to others.
1999
1. We bought the territory we had leased from the tax inspection. The people and waste paper collection area that were at Vtorresursy were “absorbed” into ourselves.
2. Opened branches: Vinnitsa, Zaporozhye, Kiev, Lugansk, Mariupol, Simferopol, Kherson.
3. Due to lack of funds we produce paints on a “tolling” basis.
4. Manufacturing of bead mills technological equipment by own efforts.
2000
1. Legalization, finally, of your own territory, not a rented one;
2. Paint - to reach the level of 240-300 tons/year;
3. The glue is at the level achieved.
4. The struggle to install PBX telephones. (The cost of one number can be compared to the cost of a dream car: a Zhiguli.) No cell phones yet.
5. A year of struggle against environmental inspections. Attack by the prosecutor's office. Criminal case. Court: - Absence of corpus delicti!!!
6. Development of the territory: - built administrative building, warehouse.
7. Created a catalog of 40 colors of Zebra enamels.
8. We built and created a lacquer boiling plant in Fastov at the plant “Khimmashstroenie” according to textbooks.
9. Accreditation of chemical laboratory in the system “Ukr.Sepro”.
10. Started exporting from Slovakia, water paint.
11. People change clothes in combat rooms in the neighboring enterprise “Energochermet” (now - our territory Shirokaya Street, 111).
12. Purchase of imported semi-trailers.
13. During the year produced and sold almost 11 thousand tons, of which more than 3 thousand - glue.
2001
1. We sold a technological line for the production of alkyd resins, which we had developed and manufactured, to Lakhimprom. Surprisingly, it all worked.
2. The year of struggle against Gosstandart (“Darkness” of the Soviet system).
3. Buying automatic filling machines.
4. Reservation of the name TM “Zebra” with successive registrations in 2004.
5. The title “Best Employer” of Dneprodzerzhynsk. Deservedly. Proud.
6. Production and sale of 15.9 thousand tons of products.
7. Faking our paint is a headache this period.
8. The first attempts to produce a metal can as one of the anti-counterfeiting elements.
9. Building.
10. A year of taking the business from black and gray to gray and white.
11. We opened branches: Zhytomyr, Ivano-Frankivsk, Krivoy Rog, Melitopol, Nikopol, Poltava, Sumy, Cherkassy, Chernivtsi, Chernihiv.
12. The first “Certificate of Ownership” has been issued.
13. The struggle to construct accounting accounting policies.
14. Registration of the automobile company Promzipaktiv Ltd.
15. The number of computers at the central office alone is more than 50 units. We started to create a unified computer network with branches.
2002
1. The need for promotional materials led to the development of a layout workshop. More than 50 people are employed there.
2. Registration of a metal can manufacturing organization.
3. We buy technological and filling equipment.
4. Purchase of a new territory (Shirokaya, 26-A) For placement of the site of transportation and the site of production of metal containers.
5. Purchase of the territory of the enterprise “UkrEnergoChermet” (Shirokaya, 111)
6. A constant battle against counterfeiters!
7. The heads of brigades and production areas are elected by the workers by voting.
8. Started doing ISO.
9. The first tinting studios.
10. The award “The Best Employer of the Year of Dnipropetrovsk Oblast” is still the most dear to me.
11. We became the No. 1 producer of paintwork materials in Ukraine, with a volume of 25.3 thousand tons, ahead of Dnepropetrovsk Paint and Coating Plant (DLCP) by 1 thousand tons. At that time, it was the main plant of the industry in Ukraine.
12. Accounting automation was transferred to a new level (1C accounting system).
13. Opened branches: Bila Tserkva, Kremenchug, Lutsk, Rivne, Ternopil, Uzhgorod, Khmelnitsky.
2003
1. Running a kitchen and tailoring shop on their premises.
2. Mastering the technology to protect our containers from counterfeiting (shrink label and ribbed can).
3. The production of technological equipment for themselves is put on a stream.
4. Establishment of the Association of paint and varnish manufacturers with DLCP.
5. Purchase of 70 coliform dispensers of domestic pioneers from Cherkassy. (Dear patriotic mistake.)
6. Redemption of leased land plots into ownership (Shirokaya, 107-A and Shirokaya, 26-A).
7. Conference “Lakokraska” in Alushta - we feel great!
8. Triora TM with subsequent registration in 2005.
9. 30.3 thousand tons of products were produced and sold, including 3.8 thousand adhesives.
2004
1. Launch of a separate filling shop.
2. The building of ABK Broad, 26. Constructing.
3. Purchasing autos for the transportation section.
4. Production of high-quality displays in the layout workshop for TM “Zebra” and “Triora”.
5. Establishment of a mechanical assembly area on the territory of 26 Shirokaya Street.
6. Creating an enterprise website.
7. The year in which we started comparing ourselves with competitors, categorizing consumers into segments, trying to keep customer cards, i.e., trying to “live by the books.”
8. Conducting local advertising campaigns by branch.
9. First bank loan. Didn't have anything to mortgage before and didn't know how to do the paperwork.
10. Visit and training of ZIP management at BASF in Germany.
11. Continued сonstruction.
12. Acquisition of land into ownership (Territory at 111 Shirokaya St.).
13. Annual production of 35.8 thousand tons.
14. Many and varied awards.
15. Maidan. Everything orange. The birth of the Ukrainian nation. Hopes ...
16. The range of produced product varieties is almost 400pcs. The average sale of 1pc is 90 tons!
17. Our market share in the paint and varnish market exceeds 15%.
2005
1. Mailboxes in the form of a “For the Director” briefcase are located at the gatehouses for direct ongoing contact with workers.
2. For the development of civil society. The Lantern newspaper was created.
3. Purchase of a car wash premises near the area of Broad, 26.
4. Purchase of a climate chamber, automatic pipette and other expensive laboratory equipment.
5. Annual meeting with sales managers in Truskavets, Rixos Hotel It was fun.
6. Large-scale celebration of the 10th anniversary of ZIP. Creation of a movie about the enterprise.
7. Our peak year in terms of sales volume 38.7 thousand tons
2006
1. An inventory of addresses in Dneprodzerzhynsk (107,000) This is the circulation. Every Sunday, to every house - and for free. About 40 workers are also letter carriers.
2. 37.3 thousand tons were produced.
3. I was elected mayor of Dneprodzerzhynsk (16 candidates! In the first round, 54% of votes were given to me!!!) I was horrified - a completely different environment!
4. My associates and enterprise money also went with me into power.
5. Enterprises. Awards. Awards. Awards.
2007
1. Acquisition of a Swiss line for the production of cone cans.
2. We bought 5 Reno tractors with semi-trailers.
3. Problems in the enterprise with product logistics. Audit on logistics. Conclusion: -we don't have it!
4. Annual meeting with sales managers in Slovakia.
5. 38.6 thousand tons were produced.
6. Sales of ZIP products reached $55 million.
7. I came back from the mayor's office like a war.
2008
1. We have 40 units of trunk cars, 20 of them almost new MAZs, but their costs are not marketable.
2. Design, procurement, installation of equipment for warehouses at the parent company.
3. Wrote enterprise standards: “Sales”, ‘Logistics’, ‘Branch Administration’. Implementation of standards at branches.
4. Start of replacing successful but not systematic people at branches (beginning of a series of mistakes).
5. 37.3 thousand tons were produced.
2009
1. Acquisition of a new Sabatier line for the production of 2 to 5 liter cone buckets with handle.
2. Sold 18 MAZs with semi-trailers.
3. Creating procedures and rules.
4. Experimentally recruited a group of young gifted workers, did systematic training as a talent pool (didn't work).
5. 38.6 thousand tons were produced. More than 39 thousand tons were sold. We now know that this was our “peak” in physical units of measurement.
6. A large number of awards.
7. Participation in the creation of a new Association of paint and varnish manufacturers (the old one died long ago).
2010
1. The trucking economy has become profitable without the old MAZs (we have 20 Reno and 2 MAZs left).
2. Launching an automated water paint production line with the Spaniards as a gift to ourselves for our 15th anniversary.
3. Struggle to create enterprise standards.
4. Separating the production of viscous water-based products (putty, plaster).
5. Start-up of the water treatment area.
6. 34.3 thousand tons were produced. We decided to abandon the cheap and low-quality segment of the market.
7. A large number of awards. Just a harvest!
2011
1. Purchase of CNC press with automatic movement of tin sheet. Saving material for can production.
2. Protests instigated by the Communist Party demanding recognition of the union with their mentor at ZIP.
3. Another and most lucrative LCM business sale offer (Multiplier x 12!)
4. 35.8 thousand tons were produced.
5. They bought the building of a car wash near Shirokaya, 26. (For the second time! When the state does not fulfill its functions - everything is possible.).
6. The ZIP demand in the bank amounted to more than 12 million pcs/year.
2013
1. Created a machine park for repairs on the Etalon Pack.
2. The beginning of ill-conceived but sprawling, efficient and expensive projects in almost every line of business.
3. Development of a project for reconstruction of the Organics shop up to 60 thousand tons per year.
4. A system of company awards has been developed.
5. The economy has come to a virtual standstill. There's no construction.
6. 34.5 thousand tons were produced.
7. Our sales volume reached $68.5 million. This is a record year so far. Our market share in the organosolvent paint market was 28%. In the water market, 15%.
2014
1. Maidan! Hopes!
2. Only this year they started working as an auto expedition (someone else's cargo - someone else's car).
3. 1 MAZ and 2 Gazelles were given to the ATO.
4. 23.4 thousand tons were produced.
5. The first experience of distribution of by-products, so far only on one, Chernivtsi branch.
6. Due to Russian aggression, it was decided to stop the work of Donetsk, Simferopol, Sevastopol, and Lugansk branches. A lot of goods, property and relationships were lost. However, good relations were tested.
2015
1. We are 20 years old. Filming a movie about ZIP.
2. The economy of the country predetermines our economy.
3. 16.2 thousand tons were produced.
4. A year ago, it seemed like the bottom. But now it's all going down.
5. War on pirated registration of Zebra TM in Georgia.
6. Losses of assets in Donetsk and Luhansk regions.
7. Started using heat pumps in order to replace gas.
8. Support for the ATO. Paying five contract workers.
9. We bought a Chinese line for the production of cans D 146 mm.
10. For the first time, more than 50% of the containers produced were sold to third parties.
11. Decided to develop the sale of related products
2016
1. We bought 2 Volvo's instead of the old tractors.
2. Produced and sold 19.0 thousand tons.
3. Expanded the lineup of equipment.
4. Started up an area (manual) for packing aerosol cans.
5. Related products sales growth of more than 66% by 2015.
6. We gave up gas consumption. The cost of heating decreased by half.
7. This year we produced a record 16 million metal containers.
2017
1. We started to develop a new territory (Shirokaya, 26-E) for legal development of aerosol direction.
2. Visiting the Canton Goods Show in China.
3. Sales of related products - 60% growth by 2016.
4. 11 Reno was decommissioned, also due to the outflow of labor to the west - lack of drivers.
5. Decided to separate production and distribution. Establishment of Ardor-Trade Ltd.
6. Produced and sold 18.5 thousand tons.
7. The number of varieties of products produced has exceeded 900 pcs. Sale of 1 kind is 20 tons on average.
2018
1. Out of 700 color studios in Ukraine, we own more than 200! However, there is little sense. We have developed a program of action.
2. A new problem has emerged - the problem of personnel. About 5 million Ukrainian workers took advantage of the “visa-free zone” and went to work in the West.
3. We have purchased an automatic line for packing into aerosol cans. Faced probably all the problems that can be in the aerosol line. Training is expensive.
4. Created a classifier of manufactured products.
5. Expanded the number of cells for the picking warehouse. There are already 1,495 nomenclature items in the warehouse.
6. Do the project of reconstruction of paint production by our own efforts.
7. Simplify the system of established enterprise standards.
8. We gradually transferred branches to Ardor-Trade.
9. Sales of related products-continues to grow. By 2017, 46%.
10. We built a unified system for managing scarce working capital resources.
11. We sold 8 cars in a year. 11 left. - work. There are no cars with mileage less than 1 million kilometers. There is no money for renewal.
2019
1. We produce almost 15 million cans per year.
2. The condition of roads in the state is such that it is impossible to find hired transportation to some destinations.
3. The main thing of the nearest period is to build up your working capital in the amount, even if not sufficient, but necessary. Very expensive loans - more than 20%! Stop all investments!
4. We are mastering the aerosol direction on a new territory. (Shirokaya 26-E.)
5. Learning how to build fair, and market-based relationships between our organizations.
6. The drive is there! Looking for our uniqueness... and analyzing our mistakes.
2020
1. The special feature of the year is quarantine. We are learning to live under new restrictions and to work remotely.
2. The production of cans is unprofitable. A lot of effort has been invested. We need ideas, but we are still short of them.
3. Acquired the first practice of extracting solar energy from air with a lot of dust. There's optimism.
4. The new concept of paint production is exciting. But it's only in my head so far.
5. We create the environment in which we work, so that we feel good. We were engaged in landscaping of the territory.
2021
1. Losses of Etoon Pak Ltd (can production) are growing. No vision for the future. Tried to sell. No takers.
2. We've been downsizing. It's hard on the heart, but reason says so.
3. Created an electronic version of the colirization via the internet.
4. What was in the head on the reconstruction of the shop “Water” was embodied in metal.
5. We've minimized the transportation section for shipping. But we don't think it'll last.
6. We created an independent section for the repair of trucks.
7. We bought equipment to fill cylinders not with gas, but with oxygen.
8. Filled 1 mln aerosol cans within a year. The first third-party customers appeared.
9. For the gases, we purchased additional tanks, storage racks and a forklift.
2022
1. We've made a discovery. We have an Armed Forces. We have a Great Nation and it has a President.
2. In March we stopped altogether. From April we started to come around - we do 2-3 days a week. Severe reduction of stocks. Artificial management in every issue in every region. Gratitude to all managers.
3. News, news, news - it's all there. The whole nation is helping the defenders. No one doubts our victory.
4. People received help from the state in March. From May through September, the state gave support to some employees. It's not about money, it's about waiting for new relationships.
5. In addition to the ZIP and ArdorTrade areas, the other united everything that is not dead or born into one enterprise “Etalon Pak”. The staff in the “can” area was reduced to 8 workers. But suddenly the development of filling aerosols with propane began, which allowed to feed people.
6. There are more than 30 of our men in the ranks of the AFU. We have already been decorated, wounded and unfortunately also lost.
7. For a month all enterprises are without electricity. But we believe in the Ukrainian Armed Forces and Ukraine!
8. Standing in the mud, but looking beyond the clouds...
2023
1. We live and work like everyone else: - everything to survive. Everyone's soul is on the battlefield.
2. The understanding of the difference between the desirable and the necessary has changed.
3. Tenants from the eastern regions appeared in both production areas. It is easier together.
4. We feed ourselves, help to the front and more than 100 million hryvnias paid taxes.
5. Surprisingly, economically we finished the year well.
2024
1. War. A year of disappointments.
2. People's disappointment was reflected in the markets, both here and in the country.
3. There is an understanding that when things are bad, it's only your own assessment of yourself. There is always worse.
4. We launched auto chemical products. Learning to navigate a new market.
5. They "tightened" salaries twice a year. They paid the state a little less than UAH 100 million.
6. More than 50 of our people are already defending Ukraine with weapons. There are also losses. The problem of the year is the problem of booking workers.
2025
1. War. Waiting for a miracle.
2. We adjusted (refined) our strategic goals and their measurement.
3. We started a project to self-supply energy using the sun.
4. We launched packaging products in tubes and cartridges.
5. We never cease to be amazed by the intelligence and professionalism of those around us. You people are amazing!
Today

CHRONOLOGY OF EVENTS 1995 - 2025

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