The Hotrema team received recognition from the safety team at Standardkessel Baumgarte GmbH for its responsible approach to employee safety and compliance with safety requirements on the project.

The client’s representatives highlighted the team’s attentiveness, responsibility, and consistent efforts to create a safe work environment. The employees’ cooperation and initiative were particularly appreciated, as they not only help ensure safety during daily work but also have a positive impact on other contractors working at the site.

“Your exceptional focus on safety in this project truly deserves recognition. Safety is a shared responsibility, and your attentiveness and adherence to procedures have been exemplary. Your efforts are greatly appreciated and make a significant difference every day. A special thank you to all of you for your commitment to the safety culture that has been established and nurtured.”

Your efforts to go above and beyond what is expected of you have not only helped ensure greater safety in the main work area, but are also having a positive impact on other contractors working at the site.

Teamwork and cooperation were among the most important factors in creating a safe and productive work environment. It is important not only to get the work done, but also to do it in such a way that everyone returns home safely at the end of the day.

This level of dedication helps protect everyone and sets a high standard for others—both in this project and in future projects.

Thank you all for your hard work, attention to detail, and ongoing efforts to ensure safety. Keep up the great work! A constant focus on safety will help ensure that the project remains efficient and safe for everyone,” reads the assessment from the Standardkessel Baumgarte GmbH safety team.

This recognition reflects the daily efforts of Hotrema’s employees and serves as a reminder that safety is an integral part of our work culture. The responsible attitude of every team member helps ensure a safe environment for both colleagues and project partners.

For the first time in the history of the ICF Nordic-Baltic Coaching Award, the top award for organizations went to Lithuania. The “Distinguished Organization Coaching Award 2026” was awarded to UAB “Hotrema,” a company specializing in industrial insulation and scaffolding projects, and the company was nominated for the award alongside Povilas Petrauskas, MCC, ACTC, who has been working with the organization for six years.

The “ICF Nordic-Baltic Coaching Award” is an award in the Nordic and Baltic region that recognizes organizations and professionals for their achievements in the field of organizational coaching and the positive impact it has on organizations.

The focus was not on the scale of the initiatives, but on the change they bring about

The evaluation committee emphasized that, in selecting the winner, it was not looking for the largest programs or the most impressive numbers. What mattered most was a clear and well-founded connection between the organization’s needs, the initiatives undertaken, and tangible change.

In evaluating the organizations, consideration was given to whether the selected practices addressed the organization’s actual needs and strategy, and whether changes were evident in leadership, decision-making, collaboration, and organizational culture. The evaluation also assessed management engagement, adherence to professional standards, and the sustainability of the changes—that is, whether the new practices become part of the organization’s daily routine and endure over the long term.

Evidence was also an important part of the assessment. The commission evaluated not only the numbers but also their context, changes before and after, the experiences of employees and managers, and other data that helped substantiate the actual impact on the organization.

Six Years of Growth for “Hotrema”

At “Hotrema,” the approach to learning starts at the highest level of management. Marius Lazdauskas, the company’s shareholder and CEO, consistently invests in his own growth as a leader and strives to apply the knowledge and practices he has acquired to the organization.

“Strong organizations are built by people who ask good questions. We’re learning to ask even better ones. And this is just the beginning of our journey,” says Marius Lazdauskas.

This journey began in 2020, when Hotrema started collaborating with Povilas Petrauskas, MCC, ACTC. Since working with Marius and the company’s leadership team, the learning process has continued to expand: new training sessions and one-on-one sessions with managers were held, and the practices learned began to be applied in day-to-day work with the teams.

Over the past six years, this has become an integral part of the organization’s growth—learning and development at Hotrema are not limited to individual training sessions or initiatives, but is increasingly integrated into the day-to-day work of managers and teams.

A growing organization is a learning organization

“Hotrema” has ambitions to continue growing, and the results of recent years show the pace at which the company is moving forward. In 2025, Hotrema’s revenue reached 71.8 million euros, a 34 percent increase compared to 2024, while EBITDA grew by 41 percent to 4.9 million euros.

Such growth means more than just a larger volume of projects or expansion into new markets. As the organization grows, the roles of people—especially managers—change: it is important not only to make decisions but also to help the team grow, solve problems independently, and take on more responsibility. That is why investing in people and their skills has become strategically important for Hotremai.

Marius Lazdauskas identifies this approach to leadership and developing people as a key part of Hotrema’s growth: “Coaching is one of the main tools that helps us grow. I’m learning to ask questions rather than just stating ‘facts’—I’m learning to keep asking until I understand the situation and we agree on how to move forward.”

“Hotrema” continues to modernize its production technology – new MABI sheet metal cutting equipment has begun operating in our workshop. This investment will not only speed up the sheet metal processing, but also allow for more precise and efficient use of materials, increase production capacity, and expand the range of operations performed in the workshop.

The new system cuts sheet metal about four times faster than the equipment used previously. At the same time, it reduces the amount of production waste by up to 30 percent, achieves greater cutting precision, and consumes less electricity. This streamlines the entire production process – from material usage to the preparation of products for projects.

Greater production capacity

One of the key advantages of the new equipment is its ability to process sheet metal up to 1.2 mm thick. As a result, we can perform a wider variety of tasks in the workshop and manufacture a broader range of sheet metal products required for industrial insulation projects.

Higher cutting speeds also help increase production capacity. More material can be processed in the same amount of time, and greater precision helps use it more efficiently and reduce the amount of waste generated during production. This is particularly relevant when preparing sheet metal products for projects where both production deadlines and precision are critical.

Consistent Modernization of Production

The implementation of the MABI system is part of Hotremos’ ongoing production development. By investing in more modern equipment, we aim not only to increase production volumes but also to improve the processes themselves – reducing the amount of industrial waste, using materials and energy more efficiently, and expanding the range of tasks we can perform in our own production facility, .

Technological innovation also helps us better prepare for growing project demands and ensures that the sheet metal products required for industrial insulation projects are produced more quickly and with greater precision.

The new MABI equipment is another step in this direction. We continue to systematically modernize our production, seek more efficient solutions, and strengthen our manufacturing capabilities.