Our History

Everything started in 1995, when we identified a great opportunity in Ecuador and, even though many didn’t believe in us at the beginning, we decided to open a factory with a production capacity of 80 million diapers per year in a country where only 50 million where sold.

The road hasn’t been easy, and we’ve faced several challenges, defeats, successes, and failures. However, our great dream of growth and regional expansion would not have come true, if fear paralyzed us.


The beginning of our operations with the manufacture of Piccolin, our first baby diapers brand

The acquisition of Italian machinery transformed us into one of the first baby diapers plants in Ecuador. We couldn’t find local professionals who knew this technology, so we hired international technicians to start up the factory. In 1996, we started the first production of baby diapers Piccolin with a team of 14 people.

In the left picture, Zaimella’s first plant located north of Quito, Ecuador. In the picture on the right, a Piccolin’s truck.


When we had production ready, we couldn’t sell it in the local market. The reason? The sanitary registry was missing. The process to obtain it, which we thought would last a week, took nine months. During all this time the machine was still operating, so we identified the opportunity to export our product to Colombia. In this way, what seemed like a problem became the birth of Zaimella as an export company with presence in North, Central, and South America.

A year after this event, when we obtained the sanitary registry, we started our local operations and launched Piccolin.

In the picture, Giovanni Di Mella, Zaimella’s CEO, with our second baby diaper machine.

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Acquisition and re-launch of new brands

In 2002, we acquired three brands, which made a big difference in Zaimella’s history. We increased our baby diapers supply reaching other market segments with Pompis. We also began producing postpartum protectors with Maternity and adult diapers with Prudential.

When we acquired Prudential, we took it to another level, since we went from offering sanitary dressings to become pioneers in the production of incontinence diapers with anatomical cut and European technology.

In the pictures from left to right, Maternity and Prudential products, brands acquired by Zaimella in 2002.

Toallas posparto y protectores de lactancia de Maternity - Zaimella


Pototin Franchise

Pototin was born in 1998 as a small store across Zaimella’s plant located north of Quito, where we offered disposable baby diapers.

By 2003, we transformed more than 30 stores operating at that time, into a chain of franchises called Pototin. We currently have more than 100 stores, fulfilling our dream of making quality personal care products accessible for everyone. Furthermore, with Pototin we generate and support microentrepreneurs’ development.

In the left picture, the first store of what would later become the Pototin franchise. In the middle picture, one of the first Pototin franchise store. In the picture on the right, a current Pototin franchise store.


In the left picture, the first store of what would later become the Pototin franchise. In the middle picture, one of the first Pototin franchise store. In the picture on the right, a current Pototin franchise store.


Big Picture Methodology and Panolini "The Diapers’ Capo"

Since 2004, applying the Big Picture theory, we created a brand development methodology to take better advantage of opportunities. After this, results came to light. This methodology helped us decide to take Piccolin out of the market; and, instead we gave strength to Panolini, “The Diapers’ Capo”, which became one of our leading brands in the baby diapers market.

In the left picture, Zaimella’s personnel during the manufacture of Panolini. On the right, one of the first characters of Panolini’s advertising campaign “The Diapers’ Capo”, which has reached a high top of mind in the country.

El Capo de los Pañales - Panolini - Zaimella


Acquisition of Nutrexpa Factory with children's cosmetic products

Analyzing other business opportunities, in 2004 we acquired Nutrexpa, a Spanish company based in Ecuador and producer of Childys Para mi Bebe, a brand specialized in cosmetic products for the little ones.

As with the Prudential acquisition, we carried Childys Para mi Bebe to other segments, launching new lines specialized in newborns, children, and also for the whole family.

In the left picture, Childys Para mi Bebe chamomile line before its makeover in 2017. On the right, the complete porfolio of Childys Para mi Bebe products with its new image.



Wet Wipes addition to our Products' Portfolio

In 2004, we expanded our product portfolio by acquiring baby wet wipes machinery for Pompis, Panolini and Childys Para mi Bebe. We also launched Pompifresh, the first cleansing toilet clothes (wet toilet wipes) in the country; and Opus Z33, make-up remover wipes with exclusive formulas and natural ingredients. With Opus Z33, we doubled the make-up remover wipes category in Ecuador.

In the picture, Zaimella’s complete portfolio of wet wipes.

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AAA Rating for the long-term issuance of obligations

By 2008, we obtained the AAA risk rating, this time for an amount of US$4,000,000. In this way, we became one of the first companies in the country to reach this rating, which we’ve maintained over time.

Our financial information is reviewed every six months by internationally recognized consultants, who certify full compliance.

Until 2018, we’ve registered the issuance of obligations for a total of US$36,000,000.

In the picture, Zaimella’s rating in the Securities Market.

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New plant in Amaguaña, Quito

The company’s continued growth led us to work in three different locations north of Quito until it was time to integrate the team in one place. After analyzing several alternatives, we found the appropriate site, and in 2007 the construction of our new plant began in La Balbina sector (Amaguaña).

In the picture, aerial image of Zaimella’s new plant in Amaguaña, completed in 2010.

Fabrica de Zaimella Ecuador

The moving began in 2009 with the transfer of the Finished Products warehouse and the implementation of a Warehouse Management System (WMS). The relocation was completed in 2010, and it brought a shift in our work culture since we started working in obeyas, which for Zaimella represent open workspaces that promote teamwork and encourage communication between areas.

In the picture, Zaimella’s personnel waving from the obeyas.

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When we moved, our manufacturing machines were dismantled and moved in containers from the north of Quito to Amaguaña. Although it took time to put them back into operation, the staff achieved and even surpassed the monthly production goal. Every time a machine and our operators reached a production goal, we celebrated the accomplishment together.

In the pictures, absorbents production area in our plant located in Amaguaña, Ecuador.



Machine acquisition to manufacturing adult Pull-Ups or protective underwear

Another significant milestone in Zaimella’s history took place in 2012 when we became pioneers in Latin America in the manufacturing of adult Pull-Ups or protective underwear. This is how Prudential Invisible was born, absorbent underwear that provides the same protection as a regular diaper but with greater comfort and discretion.

In the pictures, from left to right, we can see Prudential Invisible’s evolution from 2012 to 2018 in terms of image and product.

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New plant opening in the United States

We took a big step in 2013 with the purchase of Impex of Doral, what Zaimella USA is nowadays. With this acquisition, we strengthened our export capacity with greater resources and technology to serve the local market in the United States, and the Central American and Caribbean markets.

At Zaimella USA, we produce baby diapers and market wet wipes and adult diapers.

In the picture, our facilities’ front view of Florida, United States.

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DNA consolation and The Cluster creation

At Zaimella, we know that the only way to continue growing is if we maintain our sustainable competitiveness in the long-term. This is why in 2008 we designed our DNA (business architecture) management model. This is based on the recognition that the following three elements are required to be competitive: Company’s strategy, culture and WOW (Way of Working).

To learn more, watch the video in our Innovation section.

After the DNA consolidation, in 2015 The Cluster was born. This internal structure, which simulates a startup, conceives the improvements of the company as projects and supports the areas focused on day-to-day results. In this way, The Cluster achieves the company’s constant evolution and innovation.

In the picture, Zaimella’s personnel during the DNA official internal launch.

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In the picture, Zaimella’s personnel during the DNA official internal launch.


International Business Expansion

In 2016, we consolidated a new international business development strategy focused on replicating our business model in other countries and thus be able to grow sustainably.

Responding to this new strategy, we founded in the Dominican Republic a subsidiary where we offer baby diapers, adult diapers and wet wipes, products that are imported from our plant in the United States. Moreover, in Bolivia, we strengthened our presence (which started in 2009) with this new vision of the international business area.

In the picture, all the countries in the region in which we have presence with our products.

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New plant opening in Peru

With the purpose of making quality personal care products accessible to everyone, we continued with our expansion in Latin America, opening in 2017 a new production plant in the region. This is how Zaimella Peru was born, a plant from which we serve the local market and where we are replicating our Ecuador business model

At Zaimella Peru, we produce baby diapers, and we market wet wipes and adult diapers.

In the picture, our facilities front view of Peru.

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