The PKP Group has adopted its strategy for 2026–2030, a document that sets out the directions for the development of railways in Poland in the coming years, from passenger and freight transport to security, digitization, and infrastructure investments.
The PKP Group brings together the main state-owned railway companies in Poland, including the infrastructure manager, passenger and freight transport operators, as well as companies responsible for stations and real estate management.
The implementation of the strategy will be coordinated by PKP S.A., as the parent company of the holding.
A strategy with economic and geopolitical implications
According to the strategy documents, the new development framework is multifaceted and responds both to the internal challenges of the railway sector and to the European context marked by the green transition, geopolitical pressures, and the growing role of critical infrastructure.
“The PKP Group’s strategy for 2026-2030 responds to the complex role that railways play in the Polish and European economies. On the one hand, it clearly defines our development ambitions, and on the other hand, it realistically identifies the challenges facing the railway sector,” said Alan Beroud, President of PKP S.A. and the PKP Group.
He emphasized that in the coming years, the PKP Group will focus on improving service quality, innovation, and sustainable development, capitalizing on opportunities such as the development of high-speed railways in Poland, new technologies, the growing demand for environmentally friendly transport, and the use of national and European funds for rolling stock, infrastructure, and support for military mobility.
Passengers, stations, and digitization
By 2030, the PKP Group aims to strengthen its position in passenger rail transport by improving service standards, expanding its offering, and increasing the comfort, punctuality, and accessibility of its services.
Investments in stations will play a central role, both through the construction of new facilities and the modernization of historic ones, as part of national programs dedicated to station infrastructure.
The strategy also provides for the standardization of station services, particularly in the areas of safety, passenger information, support for people with reduced mobility, and commercial offerings.
The integration of local passenger information systems with national platforms is also being considered, as well as the development of complementary services, from parking lots and charging stations for electric vehicles to universal ticket machines.
“PKP S.A.’s strategy for 2026–2030 is based on four key priorities: the customer, operational efficiency, PKP Group management and strengthening the railway sector, as well as improving internal processes,” said Dariusz Grajda, vice president of PKP S.A.
According to him, the directions taken include standardizing services at stations, digitizing passenger relations, integrating information tools, strengthening cooperation with other players in the sector, and aligning PKP’s activities with ESG principles.
PKP Intercity: expanding the offer and gradually withdrawing inferior rolling stock
In long-distance passenger transport, PKP Intercity will continue to develop its commercial offer, including in the international connections segment.
The strategy provides for constant investment in modern rolling stock, modernisation of the existing fleet and improvement of punctuality.
The company intends to increase the number of carriages on high-demand routes and gradually withdraw trains operated with inferior rolling stock, especially those in the TLK category.
The impact of these measures will be monitored through regular sociological studies designed to assess passenger perception and satisfaction levels.
Freight transport: restructuring, intermodal and strategic regional role
In the freight and intermodal transport segment, the PKP Group’s strategy is to expand integrated logistics services, including the development of door-to-door offers involving rail transport. Investments are planned in the modernization and construction of new terminals, the automation of operating processes, and the use of digital solutions to optimize routes and transport planning.
For PKP Cargo, the objective remains to maintain its leading position in the rail freight market, in a context marked by the need to implement a restructuring plan, stabilize the liquidity situation, and improve operational profitability.
A distinct role is assigned to PKP LHS, the operator of the Hrubieszów–Sławków broad gauge line.
In view of the possible reconstruction of Ukraine, this infrastructure could become a key element for rail freight flows in the region.
Security and cybersecurity: critical infrastructure in the spotlight
Given the current geopolitical context and the status of the railway as critical infrastructure, the strategy attaches greater importance to security and cybersecurity.
Measures are planned to strengthen cooperation with state institutions and security structures, as well as to develop multi-purpose facilities, ranging from logistics centers to evacuation points or shelters for the civilian population.
A central element is the development of the Railway Cybersecurity Center, which will be responsible for identifying and countering cyber threats, as well as contributing to the definition of a unified IT security policy for the Polish railway sector.
ESG, energy, and emerging technologies
In the coming years, the PKP Group aims to improve its financial performance and accelerate research and development activities, with a focus on the use of data and artificial intelligence.
The strategy includes the development of low- or zero-emission technologies, such as alternative fuels, including hydrogen and synthetic fuels, as well as advanced energy management systems.
PKP S.A. will focus on the energy efficiency of buildings, expanding renewable energy production capacities, purchasing green energy, and implementing circular economy principles.
The company will also participate in ESG assessments and analyze the certification of buildings in its portfolio.
Structural changes and other directions for development
The strategy also provides for changes in the structure of the PKP Group, including the transfer of PKP SKM from Trójmiasto to local authorities and the sale of PKP S.A.’s stake in PKP TELKOL to PKP PLK. Other companies in the group will continue to diversify their activities, with a focus on developing new products and services.
In this context, WARS (the PKP Group’s catering company) is considering expanding into hotel and conference services, as well as the stationary catering sector.
At the same time, PKP S.A. aims to make more efficient use of its real estate assets and achieve a better financial balance in its station management activities, including by promoting public financing mechanisms for station infrastructure.
European dimension and cooperation with Ukraine
At the European level, the PKP Group will continue to actively participate in shaping the European Union’s railway policies, with the aim of securing funding for strategic projects in Poland.
The strategy also provides for intensified cooperation with Ukraine, both in terms of modernising infrastructure and increasing the capacity of border crossings, as well as facilitating freight transport and defining a future model for rail transport between the two countries.
Through this set of measures, the PKP Group aims to consolidate its position on the domestic and regional market and strengthen the role of railways as a strategic element of mobility and security in Central and Eastern Europe.
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