and international growth. “From my standpoint, it’s to continue to grow our market share. We want to continue being the ultimate leader in the industry,” he states. “Export is a huge focus for us, looking at new horizons that we will take our brands to.” Innovation remains central to Berger’s strategy, especially as construction methods evolve.“This space is changing. For example, there’s a lot of buildings you’ll see now using cladding instead of painting, but that cladding itself needs to be refurbished with rustproof paint,” Williams explains.“So, we have developed that type of paint to complement what we’re losing in exterior coating.” Digital transformation is also reshaping how Berger approaches business analytics and operational efficiency.“How do we weave that into our analytics? How do we bring that to bear in the plant? How do we use AI to optimize our business and to deliver insights so that we can act at pace?” Williams asks, outlining the company’s technological ambitions. EnEnvironmental and social governance (ESG) initiatives figure prominently in Berger’s plans. “We’ve invested in solar and we have an artesian well on site that should be providing 100% of our water needs within the first half of this year,” Williams reveals. “We’re consistently looking at our ingredients to make sure that they’re more environmentally friendly, pushing our portfolio to be low VOC.”These efforts have already yielded results: “We have delivered optimization in our energy usage. It’s down 15% and we expect that to go up to about 25% in 2025.” As Berger Paints Jamaica enters its eighth decade of operation, the company balances respect for its legacy with a forward-looking approach to business. By doubling down on local expertise while embracing 63 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 03 BERGER PAINTS JAMAICA LTD
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