As 2025 draws to a close, the leadership of Roto Group gathered at the company’s Polish sales subsidiary in Warsaw for the 20th International Roto Trade Press Day to discuss what’s happened over the course of the year and what’s expected for 2026.
2025 hasn’t been an easy year for most companies, including Roto Group, said Christoph Hugenberg, board chair for Roto Frank Holding AG. In his first address, Hugenberg described the challenges as “pedaling uphill against the wind,” yet he remains optimistic about the future.
“2025 has once again been a challenging year for Roto, but the divisions have successfully overcome their hurdles. This is evident in the fact that our company experienced only a single digit decline in sales this year, good news for any global manufacturing company in this volatile market environment. It’s also a reflection of our successful work and effective strategy,” he told attendees. “It’s hard when you have to give it your all pedaling uphill against the wind. But that makes it even more rewarding when you reach the top under those challenging conditions and set your personal record as well.”
That single-digit decline in net sales (compared to 2024) came from significant sales losses in specific markets, he said. Increases in sales that were recorded in both the U.S. and European Union markets were not enough to offset the losses in other areas. However, Hugenberg said that company leadership anticipated those losses and made adjustments to mitigate the overall negative impact.
“We saw this development coming and planned accordingly for 2025. Huge cost-saving initiatives or cuts have been avoided. All investments this year are continuing as planned, with further digitalization and automation initiatives being green lit as well,” he said.
Hugenberg remains optimistic about the upcoming financial year.
“We’re heading into the new year with good ideas and will do everything we can to compensate anticipated losses in 2026,” he added, suggesting that Roto is ideally positioned to emerge as a “top performer” and is financially capable of making investments for the future as planned.
“Roto has every reason to be optimistic about the future. Instead of exaggerating potential challenges, we prefer to shape our own future,” Hugenberg concluded.
Part of those increased sales in the U.S. market came from Roto Frank Window and Door Technology’s (Roto FTT) partnership with Canadian company Cascadia Windows and Doors, company officials said.
“Despite numerous crises across the financial, real estate, and construction industries over the past 20 years, the Roto Group has achieved significant and economically robust growth through excellence, strategic acquisitions, and the establishment of a third division,” said Dr. Eckhard Keill, chair of the supervisory board of Roto Frank Holding AG and its three divisions. “These pillars of growth continue to reliably support the group’s success in the future.”
Ninety years after its founding, Roto Window and Door Technology (Roto FTT) now includes the manufacture and sale of almost all components needed to produce modern doors and windows, apart from the glass and profiles, company officials pointed out. The Roto Roof and Solar Technology (Roto DST) portfolio includes a range of roof windows, hatches and loft ladders. Since its founding in 2018, Roto Frank Professional Service GmbH (RPS) has also provided all services related to the installation, maintenance and repair of doors and windows.
“Each of the three divisions in the group follows a future-oriented, clearly defined strategy aimed at growth and customer benefits alike,” said Keill. “The group’s diversification strategy is based on expertise in window and door systems, tailored to the individual requirements of international markets. When deciding whether to make a potential acquisition, Roto is consistently guided by customers’ needs.”
Over the past 20 years, Roto FTT has acquired several component manufacturers, including weather seal specialist Ultrafab. The company has deliberately focused its strategic acquisitions on adapting its product range to regional requirements, officials said.
“‘Today. Tomorrow. Roto’ … These three words represent the firm belief that Roto will remain a permanent part of a value chain that is crucial for the future … Enabling energy-efficient living is a service to the future—a service to which Roto’s employees contribute every single day,” Keill said.