Trans Polonia Group has been active in Belgium since November 2021, when it acquired the Deckers company from Brecht. This specialist in tank transport made a major move in 2025 by acquiring the Dutch group Nijman-Zeetank, doubling its size in one fell swoop. During one of his visits to Belgium we spoke with CEO Dariusz Cegielski.
Dariusz Cegielski founded Trans Polonia in 2004. The company specialized in tank transport from the start, but less than four years after its founding it was listed on the Warsaw Stock Exchange. Since then, the company has been growing continuously, although this growth has occasionally been given a significant boost by acquisitions abroad.
The West as an example
Truck & Business: How did you come up with the idea of setting up your own transport company?
Dariusz Cegielski: I worked in a company where I was responsible for supplying factories with raw materials. Since a large part of those goods were imported, I had to constantly deal with customs formalities… until Poland became a member of the European Union. The change was spectacular: everything became simpler and faster. Then I decided to start my own business, inspired by the methods of Western European companies. We were quite well received outside Poland, except perhaps among some small German companies that were a bit more protectionist.
T&B: What was your biggest challenge during that period?
D. Cegielski: We were one of the fastest growing transport companies in Poland, but capital was scarce. I chose to go public, a not so common step, but it gave us a lot of flexibility and allowed us to grow faster than traditional family businesses. Today, approximately 80% of our capital is listed on the stock exchange.
T&B: What were the most important steps in that growth?
D. Cegielski: Our first major customer was the Lotos refinery, and we faced two challenges: building a bitumen distribution network in Poland and supplying lubricant factories with additives. The raw materials mainly came from France. Apparently we were able to prove ourselves. After the IPO there was a pause, but in 2014 we acquired Orlen Transport, the exclusive fuel distributor for 2,200 Orlen petrol stations across the country. The company employed almost 600 people and had more than 200 tankers. However, we remained highly dependent on the Polish market, which is why I turned my attention to the Benelux and the Ruhr area in Germany. The first step in our international expansion was the acquisition of Deckers in 2021.
T&B: In tank transport, international transport differs greatly from national transport…
D. Cegielski: That’s right, and that is why we systematically look for multimodal solutions, something that hardly exists in Poland. We need to develop that know-how, and that is precisely where the companies we acquire play a key role.
Two acquisitions in quick succession
T&B: How did the rapprochement with Deckers proceed?
D. Cegielski: Both Deckers and Nijman-Zeetank asked questions about the succession. The transition from one generation to another is less obvious than it used to be. The younger generations are better educated than before… and they sometimes dare to say ‘no’ to their parents! For my part, I had identified a dozen interesting companies, but most, including Huktra, were not interested. Perhaps they were a bit hesitant about an acquirer from the east…
T&B: What do you think is the key to a successful takeover?
D. Cegielski: First and foremost, you need to build trust. The acquisition is just the beginning. You have to quickly determine what you can change, while keeping the key people on board. For example, in Belgium we have set up a bicultural company, with additional administrative support from the headquarters in Poland and with Polish transport capacity, for obvious cost reasons.
T&B: So the company won’t become an empty shell?
D. Cegielski: Of course not! Deckers still has 50 employees, just like before!
T&B: And in the Netherlands?
D. Cegielski: The company to be acquired was much larger, but we had the experience of Orlen Transport. We have set up a communication program with the seller to ensure a smooth transition. Kees van Noordt, the general manager, will remain active in commercial activities for another two to three years.
T&B: You talked about Polish vehicles and drivers. What is the situation with the driver shortage in Poland?
D. Cegielski: The situation has deteriorated. We consume more goods and therefore need more drivers, but today’s drivers no longer want to spend weeks in their trucks like they used to. That is why we invest a lot in support through our HR service, we have set up our own driver training and we are working on loyalty programs. Because that is a big difference from the past: drivers are less loyal. Some leave and then return, as if they have no career plan.
T&B: Where does Trans Polonia stand today compared to your original objectives?
D. Cegielski: Further than I could have dared to hope for at the time. When we went public, I aimed for a turnover of 100 million euros. This was considered very ambitious at the time. Today we are at 150 million, but that is still not enough. The world is changing too quickly, and we need to realize even more economies of scale to remain competitive, especially in multimodal transport.
“Bring on those autonomous trucks!”
T&B: How do you intend to make your activities more sustainable?
D. Cegielski: By further developing our multimodal activities and by renewing our fleet. We have already tested an electric truck, but you have to realize that in international ADR transport we cover routes of 1,500 to 2,000 km. So I’m especially looking forward to the arrival of autonomous trucks!
Trans Polonia Group in a nutshell
- Established: 2004
- Listed in Warsaw
- Expertise: tank transport (chemical products, fuels, gas, bitumen and foodstuffs)
- Turnover: approximately 150 million euros
- Present in Poland, Germany, Belgium and the Netherlands
