The TSL market in Europe in 2025 was characterised by moderate economic recovery, recording an increase in freight volume of around 1.5%, which, however, did not fully offset the pressure arising from record-high operational costs. The industry struggled with drastic increases in road tolls, rising labour costs, and expenses related to energy transformation and ESG reporting. Additionally, the stagnation of freight rates led to a wave of restructuring and bankruptcies, particularly among smaller road carriers. A key challenge remained the deepening shortage of drivers and the necessity to adapt fleets to new regulatory requirements, including the mandatory replacement of tachographs with second-generation devices for international transport. At the same time, this year brought accelerated digitisation and the first implementations of artificial intelligence in route optimisation and supply chain management. How did SKAT Transport navigate these circumstances?

"SKAT’s Future Strategy"

Throughout the year, the company conducted training for management staff and worked transparently on strategies for individual departments. During a time when the industry faced turbulence, the stability of leadership based on internal experience and collaboratively developed solutions proved to be a key asset. This year saw the promotion of Aleksandra Ługowska to the position of Managing Director. This was largely the result of her skillful guidance of the process of developing a new strategy.

From Vision to Practice

One of the elements of SKAT’s Future Strategy was the initiation of a project to develop key corporate and managerial competencies. This initiative allowed us to define the attitudes and skills necessary to achieve common strategic goals and create a unified organisational language. A particularly important stage was the practical workshops for management staff. Our leaders, participating in an advanced business simulation among other activities, honed their decision-making abilities in dynamic conditions and learned how to build a culture of trust and collaboration more effectively. As a result, we improved internal communication, which provides a solid basis for the company’s continued growth in the coming years.

Close to Clients and Partners

In this dynamic environment, active participation in the most important industry discussions was crucial. Representatives of SKAT attended nearly 50 industry fairs and conferences, actively following the most important events in the TSL sector.

In times when the market changes from quarter to quarter, direct information exchange and trend observation became just as important as the investments themselves. During this time, we held over 100 meetings with key Clients, which allowed us to better understand the needs and requirements of our partners.

Investments in the Fleet

This was also the year of two key investments in the fleet, which proved to be an apt response to the changing market situation.

In May, the company acquired 10 new trailers equipped with the Joloda system – a specialised solution that streamlines the transportation of paper rolls. This system speeds up loading and unloading by as much as 30%, which has become a significant operational advantage amidst rising demand and time pressure.

In December, our fleet expanded by 20 brand new Scania 460R tractor units. This choice was particularly well thought out: it allowed for a reduction in carbon footprint, lower fuel costs, and ensured the highest comfort for drivers.

While most competitors held back on investing in new fleets due to economic uncertainty, SKAT Transport consciously strengthened its position.

Investments in Talent

Since 2016, SKAT Transport has consistently focused on developing internal talents instead of relying solely on external recruitment. Therefore, this year we held the jubilee 25th edition of the SKATway program in a refreshed format. Participants began working from day one as assistants to forwarders, receiving support from dedicated mentors and participating in specialist lectures.

However, SKAT does not limit itself to its own training program. Thinking about the future, our specialists periodically visited universities in the Tri-City area (the University of Gdańsk, Gdańsk University of Technology, and WSB Merito) reaching out to students, showing them the ins and outs of a forwarder's work, and presenting them with career-building opportunities within SKAT. Such actions build relationships with young talents and may prove strategic in light of the shortage of specialists.

For years, SKAT has been committed to the professional development of employees through training, internal promotions, and opportunities for growth within the company. Regular feedback allows us to tailor career paths to our employees' individual needs. We focus on friendly relationships and a rich organisational culture. This year was full of various charitable actions and internal initiatives including team gamification, celebrating significant days, and team-building outings.

Innovations and Diversification

This time also saw the further development of our IT systems. Dedicated integrations with Client systems, the Carrier Portal, and numerous internal systems allow us to offer services that meet the ever-increasing expectations of Clients.

In conditions of uncertainty in road transport, having a diversified service portfolio proved essential. SKAT ferries – the second most important service in our company’s offering – prospered steadily throughout the year, and its significance in the revenue structure is continually growing.

September also brought us the anniversary of the tenth year of the SKAT Policy service, which offers insurance for the TSL sector. This not only allows us to generate additional revenue but, most importantly, strengthens our relationships with business partners.

Looking to the Future

The past year has shown us that success in the TSL industry requires more than just reacting to current orders. It requires strategic thinking, the courage to invest in uncertain times, and consistency in building organisational foundations. In such an environment, companies that – like SKAT Transport – have prepared for challenges throughout the year will have the advantage, rather than waiting for better times.