safety - PKN Orlen

RESPONSIBLE DEVELOPMENT 

Corporate Responsibility Report 

Polski Koncern Naftowy 

ORLEN Spó³ka Akcyjna 

2010

Table of contents 

Table of contents 

Letter of the President of the Management Board of PKN ORLEN SA.................................................................................5 

What is worth knowing about PKN ORLEN?................................................................7 

1. Market............................................................................................................................13 

PKN ORLEN – a brand open to dialogue ...................................................................................................14 

1.1. PKN ORLEN on the Capital Market.............................................................................................................................16 

Corporate Governance...............................................................................................................................................16 

Relations with the capital market...............................................................................................................................17 

RESPECT Index...........................................................................................................................................................18 

1.2. The Supervisory Board................................................................................................................................................19 

1.3. Integrated Management System.................................................................................................................................20 

Compliance audit – internal and external verification of the Management Systems....................................................22 

Development of the Integrated Management System.................................................................................................23 

Process Management.................................................................................................................................................23 

1.4. Relations with suppliers..............................................................................................................................................25 

1.5. Responsible marketing...............................................................................................................................................26 

1.6. Service Standards.......................................................................................................................................................27 

2. SOCIETY......................................................................................................................29 

PKN ORLEN as a responsible citizen................................................................................................................30 

2.1. Expectations of our stakeholders................................................................................................................................30 

2.2. Risk Management......................................................................................................................................................32 

2.3. Participation in public life...........................................................................................................................................33 

2.4. Participation in local and European projects ..............................................................................................................35 

2.5. National heritage.......................................................................................................................................................35 

2.6. Sports........................................................................................................................................................................36 

2.7. Charity.......................................................................................................................................................................37 

2.8. ORLEN “Safe Roads”.................................................................................................................................................40 

3. SAFETY........................................................................................................................41 

Safety – the key to development................................................................................................................42 

3.1. Safety Policy at PKN ORLEN.......................................................................................................................................42 

3.2. More than HSE..........................................................................................................................................................43 

Product safety............................................................................................................................................................43 

Employee safety.........................................................................................................................................................44 

ORLEN Group regions and companies........................................................................................................................46 

Safety of service suppliers and outsourced contractors...............................................................................................47 

Technology safety and process safety.........................................................................................................................47 

3.3. Fire Protection – In-House Fire Brigade.......................................................................................................................48 

3.4. Transport Safety – the SPOT system...........................................................................................................................50 

3.5. Disseminating the idea of safety – education.............................................................................................................50 

2

Corporate responsibility report 

4. Environment.................................................................................................................51 

PKN ORLEN activities and their impact on the climate and environment..............................................52 

4.1. Climate changes – challenges ...................................................................................................................................52 

4.2. In the heart of Poland ..............................................................................................................................................54 

4.3. Water and wastewater management..........................................................................................................................55 

4.4. Waste........................................................................................................................................................................56 

4.5. Greenhouse gas emissions.........................................................................................................................................58 

4.6. Expenditure and investments in environmental protection..........................................................................................61 

4.7. Together, we change the world..................................................................................................................................63 

4.8. Responsible Care........................................................................................................................................................63 

4.9. Green Company.........................................................................................................................................................64 

4.10. Responsible production..............................................................................................................................................64 

Pro-environmental effects in terms of fuel production................................................................................................67 

5. Workplace...................................................................................................................71 

Responsible employer...................................................................................................................................72 

5.1. Code of Ethics and core values as the foundation of our operations..........................................................................72 

5.2. PKN ORLEN employee figures.....................................................................................................................................74 

5.3. Recruitment...............................................................................................................................................................77 

5.4. Professional development...........................................................................................................................................78 

5.5. Employee support provided by the employer..............................................................................................................79 

5.6. Dialogue with the employees.....................................................................................................................................80 

5.7. Responsibility for retired employees...........................................................................................................................81 

5.8. Employee Volunteering..............................................................................................................................................82 

Awards.....................................................................................................................................................................................84 

Certificates...............................................................................................................................................................................85 

Useful websites........................................................................................................................................................................86 

GRI Index..................................................................................................................................................................................87 

Contact us................................................................................................................................................................................88 

3

Letter of the President of the Management Board of PKN ORLEN SA 

Dear Sir or Madam, 

the essence of socially responsible business practices 

is to maintain a balance between economy, ecology 

and ethics, and to reconcile the interests of the Company 

and the needs of its environment. The fact that those objectives 

are strongly visible in the strategy of our Company 

proves that we take corporate responsibility seriously and 

perceive it as a commitment towards all our stakeholders. 

We are aware that without a wonderful team of workers 

and associates, local societies positively disposed towards 

our efforts, trusted business partners and loyal customers 

PKN ORLEN’s success would not be possible. This is why 

we create a friendly work environment, promote safety 

on the roads and engage in the development of Płock, 

the city where our largest refinery is located. 

One of the proofs of our social sensitivity and responsibility 

is our 8-year participation in the Global Compact programme 

initiated by the UN Secretary-General. According 

to the assumptions of the programme, we respect human 

rights and the standards of work and environmental 

protection, and we support anti-corruption activities. 

We improve environmentally-friendly technologies because 

we are aware that what we do today influences 

our future and the future of the generations to come. 

We have been involved in the Responsible Care Programme 

for the last fourteen years. During that period, 

we have implemented more than a hundred projects, 

some of which went far beyond the markets where our 

business operates. 

To our satisfaction, PKN ORLEN has been once again 

included in the RESPECT Index, the first Polish index of socially 

responsible companies. The inclusion of our company 

in the consecutive editions of the index is a reason to be 

proud, but also an obligation and motivation to continue 

our efforts to promote the local environment. We believe 

that for our shareholders, PKN ORLEN’s presence in the elite 

group of stock market companies is another confirmation 

that they were right to invest in a Company that combines 

effective business management with responsibility for 

the environment in which it operates. 

We would like to thank you for your support for our social 

activities. We are pleased to note that more and more 

Customers are asking for environmentally-friendly fuels 

at our fuel stations and order Fairtrade certified coffee at 

the Stop Cafe bars. We are also very happy to report that 

participants of the VITAY programme share our concern 

for children in family-run children’s homes and donate 

a portion of their points to them. Another generation 

of peregrine falcons that hatched in the nesting boxes 

at the premises of the Production Plant in Płock lets 

us believe that we have achieved a balance between 

the needs of contemporary people and respect for 

the nature. There are plenty of other examples that 

could be found in PKN ORLEN to prove that it is worth 

to be a socially responsible company. 

The Report you will find enclosed presents last year’s 

achievements in the field of corporate responsibility as well 

as our future commitments. We hope that the Report 

will reassure you that we are a trustworthy Company. 

To conclude, I would like to emphasize that as much 

as we are satisfied with current achievements, we are 

also aware of the huge amount of work that still needs 

to be done in a dynamically changing world. 

Dariusz Jacek Krawiec 

President of the Management Board of PKN ORLEN 

5

What is worth knowing about PKN ORLEN 

Our motto 

Whenever you need us. 

Our mission 

Aiming to become the regional leader, we ensure 

long-term value creation for our shareholders 

by offering our customers products and services 

of the highest quality. 

All our operations adhere to ’best practice’ 

principles of corporate governance and social 

responsibility, with a focus on care for our employees 

and the natural environment. 

MAŽEIKIŲ 

VILNIUS 

HAMBURG 

BERLIN 

PLOCK 

WARSAW 

PRAGUE 

6


What is worth knowing about 

PKN ORLEN? 

PKN ORLEN is a regional leader of the crude oil industry 

and the leading producer and dealer of refinery and petrochemical 

products. The main activities of the Company 

include the processing of crude oil into petrol, diesel 

fuel, furnace oil, aviation fuel, plastics and petrochemical 

products. 

The Company manages seven refineries in Poland, 

the Czech Republic and Lithuania, including refinery 

and petrochemical facilities located in Płock, Poland, which 

have been ranked among the most modern and efficient 

facilities of the kind in Europe. 

PKN ORLEN has the largest fuel station network in Central 

Europe with 2,601 fuel stations in Poland, Germany, 

the Czech Republic and Lithuania. The ORLEN retail 

network is based on an effective logistics infrastructure 

consisting of over- and underground storage facilities 

and a network of long-distance pipelines 

Refinery 

The ORLEN Group refinery segment consists of the refinery 

plant in Płock, production assets of Rafineria 

Trzebinia and Rafineria Nafty Jedlicze, ORLEN Asfalt, 

ORLEN Eko (Poland), the Litvinov, Kralupy and Paramo 

refineries (the Czech Republic), and the ORLEN Lietuva 

refinery (Lithuania). 

Petrochemistry 

The ORLEN Group petrochemical segment consists 

of selected units of the Petrochemical Production Plant 

in Płock and the following companies: Basell Orlen 

Polyolefins and Unipetrol. We are the sole manufacturer 

of olefins, polyolefins and most petrochemicals in Poland 

and the Czech Republic. The high quality of our products 

and our efficient distribution network make us one 

of the strongest market players in this part of Europe. 

Oil 

The ORLEN Group oil segment consists of ORLEN Oil 

(Poland) and Paramo (the Czech Republic). 

Chemistry 

The ORLEN Group chemical segment comprises ANWIL 

in Włocławek and its subsidiary, Spolana, based in Neratowice, 

the Czech Republic (ANWIL Group). 

Upstream 

This area is entirely operated by ORLEN Upstream. 

The company coordinates, among others, exploration 

and production projects at the Baltic Shelf in the Latvian 

Economic Zone, in the Lublin region and in the Polish 

Lowlands as well as projects aimed at the exploration, 

recognition and documentation of unconventional shale 

gas resources. 

Kambr (Cambrian) Project 

THE BALTIC SEA 

POLAND 

Sierakow Project 

LITHUANIA 

Karbon 

(Carboniferous) Project 

7


Power engineering 

We have started developing a new segment. We have 

established a Power Engineering Office in order to coordinate 

all activities related to power engineering within 

the ORLEN Group. 

Our major brands 

Wholesale 

ORLEN Group deals in wholesale of fuel and non-fuel 

products in Poland, the Czech Republic, Germany, Slovakia 

and Lithuania. The Group’s wholesale segment 

consists of PKN ORLEN wholesale units, five Regional 

Market Operators, Petrolot, ORLEN Gaz (Poland), Uniraf 

Slovakia (Slovakia), Unipetrol BUI (the Czech Republic), 

ORLEN Lietuva (Lithuania, Ukraine, Poland, sea sales). 

ORLEN 

Retail 

ORLEN Group offers its products for retail sale in Poland, 

Germany, the Czech Republic and Lithuania. 

The entities responsible for managing commercial operations 

in the respective markets are PKN ORLEN, ORLEN 

Deutschland, Benzina and Ventus Nafta. 

Verva 

Logistics 

The ORLEN Group’s infrastructure, which ensures a smooth 

and effective flow of raw materials and ready-made products, 

consists of Fuel Terminals, land and offshore transshipment 

facilities, a network of industrial raw material 

and product pipelines as well as road and rail transport. 

FLOTA 

All products are available both to wholesale and retail 

customers. We do our best to make sure that our customers 

and beneficiaries are satisfied with our products 

and services. 

Club Vitay 

Club Super Vitay 

8


About the Report 

Stop Cafe 

This is already the seventh edition of PKN ORLEN Corporate 

Responsibility Report, and the third one developed 

in accordance with B-level GRI G3.1 guidelines. This 

tells the reader how advanced the Company is in terms 

of the number of indicators and the possibilities for further 

extension of reporting in the following years. It also 

corresponds to the level of incorporation of the GRI G3.1 

Guidelines and GRI Reporting Framework. 

Ekoterm Plus 

BLISKA 

For more information on application levels and the GRI 

G3.1 Guidelines, visit: 

http://www.globalreporting.org. 

This Report presents the most important events in PKN 

ORLEN in 2010. Our regular readers will note that this time 

we put more focus on activities in the field of corporate 

responsibility of the ORLEN Capital Group. 

For more information, visit: 

The 2009 Corporate Responsibility Report, pp. 14 –15 

Among the 117 Capital Group companies, 80 are subsidiaries, 

of which 36 are direct and the other 44 indirect. 

At the end of 2010, the ORLEN Group included 4 joint 

ventures, 2 of which were associated with the Group 

directly and 2 indirectly. 

9


The table presents the total number of companies associated 

with PKN ORLEN. 

Year 2008 2009 2010 

Total number of ORLEN 

Capital Group companies 

106 

101 

95 

Number of directly 

associated companies 

37 

35 

36 

Number of indirectly 

associated companies 

69 

66 

59 

The 2010 Report contains a revised employment 

level as on 31 December 2009, due to the fact that 

the 2009 Report quoted the total number of persons 

employed in 2009 instead of the number of employees 

as on 31 December. 

The Report as a whole was not verified by an external 

auditor. 

Compliance 

with GRI 2002 C C+ B B+ A A+ 

Mandatory 

Optional 

Internal 

declaration 

Third party 

verification 

External verification 

of the report 


of the report 


of the report 

10


Irena Pichola 

Leader of the Sustainable Development 

and Corporate Responsibility Team of PwC Polska Sp. z o.o. 

What are the challenges facing companies 

that want to report their social involvement 

in a regular, accurate and attractive way? 

PKN ORLEN has been actively involved in corporate 

social responsibility for many years, and is one 

of the leaders of social and environmental 

reporting in Poland. Being one of the leading 

Socially Responsible Companies, listed 

in the RESPECT Index, ORLEN proves that corporate 

responsibility is a way of managing business which, 

in this particular company, is reflected 

by its day-to-day business operations. 

Judging by the consecutive CSR reports, which 

PKN ORLEN has been issuing for almost ten years 

now, the company is dynamically developing not 

only its business, but also its strategic approach 

to corporate responsibility for the internal 

and external environment. 

When a company has been reporting its data 

for so many years in a row, it inevitably faces 

the challenge of presenting the data in an ever 

more innovative and attractive manner, 

at the same time making sure that each 

report is comparable to the previous editions. 

The 2010 CSR Report, which is once again 

an interesting and comprehensive presentation 

of the company’s objectives and achievements 

in the field of responsible business management, 

shows that PKN ORLEN is not only aware 

of the challenges, but also knows how 

to tackle them. 

11


Selected financial data (in ‘000 PLN) 

2008 2009 2010 

I Total sales revenue 57,224,864 47,481,278 62,215,581 

II Operating income 636,354 790,306 2,756,827 

III Profit/(loss) before tax (2,063,057) 1,907,812 2,826,324 

IV Net profit/(loss) (1,570,947) 1,635,885 2,357,127 

V Net operating cash flow 1,292,773 2,806,414 3,895,427 

VI Net investing cash flow (1,993,857) (1,615,776) (2,568,977) 

VII Net financing cash flow 975,898 335,897 (1,881,372) 

VIII Net increase/(decrease) in cash 274,814 1,526,535 (554,922) 

IX Net profit/(loss) and diluted profit/(loss) per ordinary share (in PLN) (3.67) 3.82 5.51 

as on 

31 December 2008 

as on 


as on 


X Fixed assets 20,427,025 23,006,696 24,663,871 

XI Current assets 11,572,579 14,009,655 15,230,187 

XII Total assets 31,999,604 37,016,351 39,894,058 

XIII Long-term liabilities 1,216,318 10,368,702 8,350,861 

XIV Short-term liabilities 15,401,410 9,514,751 12,004,148 

XV Equ ty 15,381,876 17,132,898 19,539,049 

XVI Share cap tal 1,057,635 1,057,635 1,057,635 

XVII Number of shares 427,709,061 427,709,061 427,709,061 

XVIII Book value and diluted book value per share (in PLN) 35.96 40.06 45.68 

Throughput and output of the Płock Refinery (in ‘000 tonnes) 

Crude oil processed 14,218 14,526 14,452 

Petrol 2,800 3,055 2,735 

Diesel fuel 5,078 5,330 5,359 

Ekoterm 840 790 699 

Aviation fuel JET A-1 418 245 394 

LPG 223 212 241 

Environmental impact 

Water consumption from the Vistula (in m 3 ) 22,991,953 22,448,565 22,785,313 

Sewage discharge to the Vistula (in m 3 ) 12,381,024 11,351,599 12,757,779 

COD load in sewage discharged to the Vistula (kg/y) 676,524 726,812 889,310 

Total emissions of all pollutants (in Mg), 6,189,145.40 6,158,012.71 6,385,884.25 

including: 

Sulphur dioxide 20,444.59 20,975.23 22,381.42 

Nitrogen monoxide (as per n trogen dioxide) 6,821.48 7,124.27 8,460.74 

Carbon monoxide 812.16 1,010.87 1,309.07 

Total hydrocarbons 1,384.01 1,238.12 1,412.07 

Fuel combustion dust 453.34 399.75 509.65 

Carbon dioxide 6,158,959.11 6,126,894.42 6,351,440.32 

Other pollutants 270.71 370.05 370.99 

Responsible production 

Environmental charges (in PLN), 16,572,326.63 17,226,918.00 19,644,093.00 

including: 

for emission (including transport) 14,784,628.49 15,461,484.00 17,679,435.00 

for water consumption 1,085,832.47 1,082,459.00 1,146,012.00 

for sewage discharge 701,865.67 682,975.00 818,646.00 

Investment expend tures for environmental protection (in PLN) 259,126,877.37 191,757,998.86 148,118,479.00 

Our employees 

Employment as on 31 December 4,725 4,482 4,513 

Accidents at work (including major) 26 23 28 

Absence from work following accidents at work 952 996 789 

1) 

Selected financial data concerns PKN ORLEN and applies to the year that ended on 31 December. 

2) 

COD – chemical oxygen demand. 

3) 

The amount includes charges for CO 2 

emission allowance allocation. 

12

1. 

MARKET 

1.1. 

1.2. 

1.3. 

1.4. 

1.5. 

1.6. 

PKN ORLEN – a brand 

open to dialogue 

PKN ORLEN on the Capital Market 

The Supervisory Board 

Integrated Management System 

Relations with suppliers 

Responsible marketing 

Service Standards

PKN ORLEN – a brand open to dialogue 

MARKET 

PKN ORLEN 

– a brand open to dialogue 

Leszek Kurnicki 

Executive Director, 

Marketing and Corporate Communication 

New business ethics requires that companies be open 

and attentive to the environment. Such an attitude 

is a very important proof of the company’s genuine involvement 

in implementing the CSR concept, and its success 

to a large extent depends on the quality and effec tiveness 

of communication with the environment. 

Long-term relations with stakeholders should be based 

on dialogue and mutual understanding of each other’s 

needs and expectations. This is the way to turn responsibility 

into a natural element of the mechanism creating 

the company’s goodwill. 

Each of the large groups of PKN ORLEN’s stakeholders 

requires an individual approach. Let me explain this 

on the example of corporate communication. We have 

developed time-tested methods of communication 

and dialogue with our employees. Our internal bi-weekly 

newsletter “ORLEN ekspres” has been a popular medium 

of communication for many years. The programmes 

broadcast by ORLEN Studio, the corporate radio station, 

have also found an eager audience among our 

employees. These traditional media are accompanied 

by the dynamically developing intranet. 

In 2010, we conducted an innovative study in order 

to better understand the expectations of our stakeholders. 

We dedicated the study entirely to the CSR 

issues. We hope that its consecutive editions will help 

us improve the quality of our contacts with the environment 

and make the dialogue easier. This objective 

is also to be served by advancing the methods of communication. 

And indeed, we communicate proactively by means 

of a broad variety of information channels, ranging 

from the corporate website to other channels dedicated 

to the respective areas of PKN ORLEN activities. Our 

stakeholders have also noted our presence in new 

media. Setting up the VERVA Street Racing Facebook 

page in the spring of 2011 proved a great success. 

The actions taken on the fan page resulted in an almost 

500% increase in fan activity. 

These results entitle us to believe that we have taken 

the right direction towards improved dialogue with our 

stakeholders, incorporating a broad range of means 

and methods of communication. We continue applying 

time-tested methods, but at the same time we are 

aware of and react to the changing requirements 

of our environment. 

14


Stakeholder map 

UNIVERSITIES 

EMPLOYEES 

CUSTOMERS 

SHAREHOLDERS 

NGOS 

CAPITAL GROUP COMPANIES 

THE MEDIA 

LOCAL SOCIETY 

BUSINESS PARTNERS 

INDUSTRIAL AND CONSUMER ORGANISATIONS 

COMPETITION 

SUPPLIERS 

PUBLIC ADMINISTRATION AND LOCAL AUTORITIES 

AGENTS 

15


1.1. PKN ORLEN on the Capital Market 

PKN ORLEN shares are listed on the Warsaw Stock 

Exchange (WSE) and in the form of Global Depository 

Receipts (GDRs) on the London Stock Exchange. Depository 

receipts are also traded in the US OTC market. 


The 2009 Corporate Responsibility Report, p. 18 

In 2010, there were two changes in the structure of holders 

of more than 5% of the Company’s share capital. 

First, on 5 February 2010, Aviva Otwarty Fundusz Emerytalny 

Aviva BZ WBK acquired 5.08% of PKN ORLEN 

share capital. Later on that year, on 23 November 2010, 

ING Otwarty Fundusz Emerytalny notified the Company 

that it reduced its share in the total number of votes 

at PKN ORLEN General Meeting to less than 5%. ING 

Otwarty Fundusz Emerytalny was a holder of more than 

5% of the Company share capital since 18 February 2009. 

Corporate Governance 

In 2010, PKN ORLEN applied all the principles of corporate 

governance, established both in the previous 

and in the updated version of the Code of Best Practice 

for WSE Listed Companies. In mid 2010, the Warsaw 

Stock Exchange revised the Code of Best Practice for 

WSE Listed Companies, adjusting it to the changes 

in legislation, international guidelines and stakeholders’ 

expectations. The Company applies both the mandatory 

and the optional recommendations defined in the Code. 

PKN ORLEN shareholding structure as on 31 December 2010 

27,52% 

State Treasury 

67,40% 

Other** 

5,08% 

Aviva OFE* 

* according to information submitted to the Company on 9 February 2010. 

**On 23 November 2010, the Company was notified that on 18 November 2010 ING OFE decreased its share to less than 5%. 

16


PKN ORLEN implements various measures to streamline 

communication with the environment and ensure equal 

access to information to anyone who might be interested. 

In order to reach a broad audience, we apply both 

traditional and modern tools of communication with 

representatives of the capital market. We organise live 

online transmissions (with simultaneous interpretation 

into English) of press conferences organised after each 

important event in the Company, such as publication 

of quarterly results, strategy announcements or General 

Meetings of PKN ORLEN Shareholders. Video recordings 

of conferences are available on the Company website. 

The investor relations section of the www.orlen.pl website 

has a bookmark related to the Code of Best Practice for 

WSE Listed Companies. The bookmark offers downloadable 

annual reports on implementation of the Best Practice 

in the Company as well as the Code of Best Practice for 

WSE Listed Companies. It also features short information 

about the Best Practice applied by the Company 

and the rules for selecting an auditor of the Company’s 

financial statements. 

The corporate website offers information on dates of General 

Meetings, draft resolutions, as well as a complete 

set of documents presented to shareholders at General 

Meetings. Moreover, the company has a special online 

contact form for its shareholders, which is intended for 

communication in matters concerning General Meetings. 

Relations with the capital market 

PKN ORLEN has been regularly increasing the standards 

of communication with the capital market in order 

to guarantee access to reliable and exhaustive information 

about the Company’s operations to its shareholders, 

investors and other stakeholders. The Management 

Board pays particular attention to the relationship with 

this group of stakeholders, as they have a major impact 

on the Company’s valuation and image in the global 

market. For this reason, the company publishes official 

stock exchange communications in Polish and in English 

Dariusz Grębosz 

Director of the Investor Relations Office 

For many years, we have been working hard 

to make sure that PKN ORLEN is perceived 

as a healthy body of contemporary business, 

where a lot of attention is focused on the right 

relationship with shareholders and investors as well 

as other stakeholders. Where the principles 

of Corporate Governance are a standard 

rather than an obligation. 

We are constantly improving the process 

of communicating the environment, 

e.g. by incorporating new ICT technologies. 

We establish internal procedures to ensure 

the safety, reliability and up-to-dateness 

of information communicated to the public. 

Continuous monitoring of the information needs 

of our shareholders and investors, who, 

as we are well aware, have a major say 

in the market valuation of our company, 

is an essential element of our communication. 

The prestigious international IR Magazine award, 

which we have once again received for the best 

investor relations in Poland, as well as our 

inclusion in the RESPECT Index have reassured 

us that we have chosen the right direction. 

17


and has a bilingual website. The corporate website offers 

an extensive collection of information and tools presenting 

the details of the Company’s strategy and financial stance. 

PKN ORLEN regularly and actively participates in meetings 

with investors and analysts both in Poland and abroad. 

The Company attends conferences, individual and group 

meetings, and teleconferences with representatives of capital 

markets, observers and journalists. The ways of communication 

with the capital market include so-called 

roadshows – a series of meetings with representatives 

of foreign financial institutions and investors operating 

in the global capital market. 

Every now and again the Company organises site visits 

for its investors and analysts. Site visits are a specially 

designed series of meetings at the Company’s premises 

with its managerial staff, combined with visits to selected 

operating assets, such as production units, warehouse 

facilities or fuel stations. 

The meetings with capital market players are an opportunity 

to find out how they perceive the Company 

and what their expectations regarding the types and channels 

of communicating information are. 

Our efforts to communicate with capital market players 

have not gone unnoticed. In 2010, we received a number 

or awards in the area of investor relations. 

RESPECT Index 

PKN ORLEN shares have been listed in the RESPECT Index 

of socially responsible companies since 19 November 

2009. The Company maintained this elite status after 

the 2010 update of the Index. 

The RESPECT Index project followed certain measures 

taken by the WSE in 2009 which have resulted in the first 

index of socially responsible companies on the Warsaw 

Stock Exchange. The aim of the index is to promote 

the highest standards of responsible management. 

Companies included in the index have been selected 

on the basis of an extensive analysis of many aspects 

of their business. Only the companies with highest 

liquidity may qualify. The WSE, accompanied by the Association 

of Stock Exchange Issuers, take into account 

the companies’ corporate governance and communication 

practice. During the final stage of the selection process, 

a comprehensive questionnaire and audit are conducted 

in order to review the measures taken by companies 

in the field of sustainable development, corporate governance 

and functioning on the Stock Exchange as well 

as management systems and social and environmental 

projects implemented by the company, and its attitude 

towards various groups of stakeholders. It is the intention 

of the WSE to review the Index every six months. 

Inclusion in the index motivates PKN ORLEN to further 

intensify their efforts to recognize and satisfy the requirements 

of shareholders and other social groups related 

to the Company. 

r COMMITMENT 

more i format 

PKN ORLEN will take all reasonable efforts to remain 

in the index in the years to come. 


www.odpowiedzialni.gpw.pl 

18


1.2. The Supervisory Board 

The PKN ORLEN Supervisory Board continuously super vises 

the Company’s operations in all areas of business. The Supervisory 

Board has the powers established in the Polish 

Code of Commercial Partnerships and Companies 

and the Company’s Articles of Association. Its members 

are appointed and dismissed by the General Meeting 

of Shareholders in accordance with the Company’s 

Articles of Association. The Supervisory Board consists 

of 6 to 9 members appointed for a joint term of office. 

Individual members of the Supervisory Board, 

and the whole Supervisory Board, can be recalled any 

time prior to the end of the term of office. The Chair 

of the Supervisory Board is appointed and dismissed 

by the General Meeting, while the Vice-Chair and the Secretary 

are elected by the Super visory Board from among 

the rest of its members. The State Treasury is entitled 

to appoint and dismiss one member of the Supervisory 

Board. This privilege will expire if the State Treasury sells 

all the shares held in the Company. 

At least two Supervisory Board members must be independent 

from the Company and entities closely associated 

with the Company. In order to be appointed 

to the Supervisory Board, independent members submit 

to the Company a written statement confirming that they 

meet the criteria established in § 8 (5) of the Company’s 

Articles of Association. The Company informs the shareholders 

about the current number of independent members 

of the Supervisory Board via its website. If the number 

of independent members of the Supervisory Board 

is smaller than two, the Company’s Management Board 

is obliged to immediately convene the General Meeting 

of Shareholders in order to change the composition 

of the Supervisory Board. Until any changes are made, 

the Supervisory Board continues to work in its current 

composition. As on December 31, 2010, the PKN ORLEN 

Supervisory Board had 4 independent members. 

The Supervisory Board has the following standing committees: 

Audit Committee, Strategy and Development 

Committee, Appointment and Remuneration Committee 

and Corporate Governance Committee. 8 members 

of those committees are male and 1 is female. 

In 2010, the work of the Supervisory Board was managed 

by the Chair. 

The Supervisory Board is authorised to review all 

of the Company’s documents, order the Management 

Board and employees to provide reports and explanations, 

and inspect the Company’s assets. Moreover, the Supervisory 

Board may request the Management Board to prepare 

expert opinion or appraisal, or to engage an advisor. 

In 2010, the PKN ORLEN Supervisory Board held 11 recorded 

meetings and adopted 95 resolutions. Besides, 

members of the Supervisory Board attended 12 recor ded 

meetings of the Audit Committee, 1 meeting of the Strategy 

and Development Committee and 4 meetings 

of the Corporate Governance Committee, and 4 meetings 

of the Appointment and Remuneration Committee, 

of which 1 meeting was held jointly with the Audit 

Committee. 

In 2010, the PKN ORLEN Supervisory Board had 8 male 

members and 1 female member. The age structure was 

as follows: 

• 30–50 years – 6 persons; 

• over 50 years – 3 persons. 

In accordance with the Company’s Articles of Association, 

the policy of remunerating members of the Supervisory 

Board, is determined by the General Meeting. In 2010, 

members of the Supervisory Board were remunerated 

pursuant to the Resolution of the Extraordinary General 

Meeting of Shareholders of 10 January 2001 on changes 

in the policy of remunerating members of the Supervisory 

19


Board. Monthly remuneration constitutes a certain multiple 

of the average monthly salary in the corporate 

sector, excluding profit bonus payments in the fourth 

quarter of the previous year, announced by the President 

of the Polish Central Statistical Office. 

in Supervisory Boards of subordinate, jointly controlled 

and associated companies of the ORLEN Group. The only 

exception was UNIPETROL a.s., but in this case remuneration 

for membership in the Supervisory Board was 

donated to the ORLEN – Dar Serca Foundation. 

The Supervisory Board is authorized to represent the Company 

in contract negotiations with the Management 

Board members, including with respect to the terms 

and conditions of employment and remuneration. There 

is an incentive scheme for the members of the Management 

Board. The amount of annual bonus depends 

on the Company’s operating results and achievement 

of individual tasks defined by the Supervisory Board for 

individual members of the Management Board. 

In order to avoid a conflict of interests in the ORLEN 

Group, the Company applies the provisions of the Polish 

Code of Commercial Partnerships and Companies, provisions 

of the Constitution of the Supervisory Board, as well 

as the Code of Best Practice for WSE Listed Companies. 

In accordance with the rule no. 6 of the 1st Section 

of the Code of Best Practice for WSE Listed Companies 

– “A member of the Supervisory Board should have relevant 

knowledge and experience and be able to devote 

the time required to properly perform his/her duties. 

A member of the Supervisory Board should undertake 

relevant For mo e measures information to ensure visit: that the Supervisory Board 

receives information on any significant issues concerning 

the Company”. 

1.3. Integrated Management System 

PKN ORLEN has implemented an Integrated Management 

System (IMS). The system guarantees professional customer 

service and compliance with the highest standards 

in terms of HSE, data safety and food safety. 

The IMS system consists of the following systems: 

• Quality Management System according to PN-EN ISO 

9001:2009; 

• Quality Management System according to AQAP 

2120:2009 (supplies to NATO); 

• Environmental Management System according to PN- 

EN ISO 14001:2005; 

• Occupational Health and Safety Management System 

according to PN-N-18001:2004; 

• Data Safety Management System according to PN 

ISO/IEC 27001:2007; 

• Food Safety Management System HACCP according 

to Codex Alimentarius; 

In 2010, members of the PKN ORLEN Management 

Board did not receive remuneration for their membership 


The 2009 Corporate Responsibility Report, pp. 24 – 26 

and For more www.orlen.pl i orma 

20


Integrated Management System Policy 

Polski Koncern Naftowy ORLEN S.A. declares delivery of products and services of guaranteed and increasing quality to its Customers 

and Partners, while at the same time striving to achieve maximum possible environmental neutrality, high occupational health and 

safety standards and a high level of information security. 

Our objective being to maintain the leader position on the Polish and international market and the reputation of a professional 

and trustworthy Company that observes the principles of corporate governance and corporate social responsibility in all its operations, 

we undertake to: 

1. Constantly monitor the current and prospective development directions in the field of operational and environmental properties 

of our products in order to take measures taking into account the current and future needs of the Customers; 

2. Increase the economic performance of processes by ensuring continuous technological development, which enables us to manufacture 

products that meet the quality requirements of international standards. 

3. Achieve full compliance with the law and standards in the field of pollution prevention, environmental protection, safety at work 

and health protection while at the same time observing the principles of sustainable development. 

4. Ensure prevention of major industrial and radiological failures, monitoring of emissions to the environment, their spread in the air, 

soil, earth and underground waters, and their impact on human life and health. 

5. Prevent climate changes by effective greenhouse gas emission management. 

6. Constantly improve methods of hazard recognition and prevention of incidents at work and occupational diseases, and implement 

ergonomic solutions that reduce inconveniences of a workplace and occupational risks. 

7. Cooperate only with those contractors and suppliers that have the qualifications required by the Company and meet the quality, 

HSE, fire protection, radiological protection, process safety and information security standards determined by the Company. 

8. Enable all the interested parties to access information concerning the Company’s environmental impact and measures taken 

to improve safety of the working environment and health protection – continuation of the Responsible Care Programme. 

9. Constantly improve corporate culture by increasing the skills and environmental awareness of the employees and by promoting 

involvement in measures aimed at satisfying Customer expectations, protecting the environment and improving the working 

conditions. 

10. Take measures aimed at ensuring adequate protection of information in each of the Company’s information processing systems, 

including in ICT systems and networks and in paper document circulation, based on the best applicable standards and practices 

in the field of information security. 

11. Comply with the requirements of the generally applicable law in the field of processing of groups of information protected due 

to its confidentiality, in particular in the field of protecting classified information, personal data and information associated with 

public trading in securities. 

12. Constantly improve protection of information constituting business secret within the meaning of the Fair Trading Act. 

13. Ensure the required level of safety of the other groups of information protected due to its confidentiality, classified and processed 

in the Company. 

14. Ensure protection of entrusted information being the property of persons or entities that cooperate with the Company, where 

required by relevant contractual information protection clauses. 

15. Identify, assess, eliminate and supervise potential hazards relevant to the health safety of food products. 

16. Take all measures in the field of production, storage and distribution of finished food products, taking into account the principles 

of the Good Manufacturing Practice and the Good Hygienic Practice, and the requirements of the Codex Alimentarius. 

17. Monitor Critical Control Points and apply corrective measures at each stage of the process of manufacturing of and trading in food, 

to guarantee detection and removal of irregularities. 

18. Constantly improve the Integrated Management System by ensuring resources that make it possible, among others, to increase 

the performance of processes and to take effective corrective and preventive actions. 

These tasks define the Company’s strategy, which translates into the current and future development programmes and other measures 

undertaken on the basis of the Integrated Management System, implemented in compliance with the requirements of ISO 9001 and 

AQAP 2120 – Quality Management System, ISO 14001 – Environmental Management System, PN-N-18001 – Occupational Health 

and Safety Management System, PN-ISO/IEC 27001 – Information Security Management System and Codex Alimentarius – Food 

Safety Management System. We will continue measures aimed at harmonising the principles of the functioning of the Integrated 

Management System in the Company. 

Płock, on 20 April 2010 

President of the Management Board, 

Chief Executive Officer 

21


Compliance audit – internal and external verification 

of the Management Systems 

In 2010, the IMS was audited by Bureau Veritas Certification. 

Non-compliances were not reported and PKN 

ORLEN’s IMS received a certificate of compliance with 

the following four standards: PN-EN ISO 9001:2009, 

PN-EN ISO 14001:2005, PN-N-18001:2004 and PN-ISO/ 

IEC 27001:2007. 

Paweł Kukowski 

Head of the Management Systems Department 

With the Integrated Management System, 

we are able to supervise and improve processes 

across all the areas of the Company operations, 

which translates into their higher effectiveness 

and efficiency. The management systems help 

us better adjust our products and services 

to customer expectations. 

Successful implementation of the system 

is supported by an elaborate training system. 

In 2010, more than 300 persons participated 

in 9 training sessions. The purpose was to raise their 

awareness of the system. Multimedia training 

sessions were organised, including workshops 

for managers and internal auditors. E-learning 

training for all employees is being developed. 

The IMS enables us to deliver top quality products 

and at the same time take care of the environment, 

employee safety and the safety of the data 

provided by our customers and contractors. 

220 

200 

180 

160 

The Integrated Management System was once again 

re-cer tified for compliance with AQAP in July 2010. The audit 

confirmed that the Company complies with relevant 

procedures and requirements applicable to deliveries 

to the army. 

In 2010, the IMS was audited 804 times by internal auditors. 

13 audits concerned the HSE Management System 

(HMS) in the Fuel Terminal area and 26 were autonomous 

internal audits of the HSEMS in Płock. The audits 

confirmed that the IMS is functioning in compliance 

with relevant standards, but at the same time suggested 

possible improvements. 

Non-compliances reported during internal audits 

in 2009–2010 

185 

205 

140 

120 

2009 2010 

22


The 10% increase in the number of non-compliances 

reported in 2010 as a result of internal audits was interpreted 

as a challenge, and consequently a number 

of measures were taken in order to eliminate reasons 

of non-compliance. 

The compliance of operations conducted by suppliers 

and contractors was also audited in 2010. The 9 audits 

did not report any non-compliance. 

COMMITMENT 

To implement solutions which improve the quality 

of our products, higher safety and neutral impact 

on the environment. 

Process Management 

In March 2010, the Process Book, a supplement 

to the Inte grated Management System Book, was approved. 

The Process Book contains maps and charts of processes 

identified within the Quality Management System. 

The Book is being constantly improved. New processes 

are identified and described, and their monitoring via 

a system of approved process efficiency indicators is developed. 

In order to optimise those efforts, the Company 

purchased and is implementing an electronic application 

that supports process management (PM). Efficient 

management and improvement of existing processes 

based on actual and measurable data is possible through 

monitoring and measuring, comparing to the values 

of approved and planned criteria, and analysing any 

changes and differences. 

As a result of process identification, a process owner 

Development of the Integrated Management 

System 

In 2010, the Data Safety Management System was reconstructed 

as part of a broader project to develop the organisation 

and adopt our operations to the changing internal 

and external context. Requirements of the PN ISO/IEC 

27001:2007 standard were implemented and a relevant 

certificate of compliance was received. 

is associated with each process. The effect was optimisation 

of the decision-making process and process 

supervision. Another advantage of PM is that it raises 

the awareness of employees involved in process implementation 

and their impact on the work of other employees, 

improves transparency of operations and optimises information 

flow between respective organisational units 

involved in specific operations. 

The HSE Management System extended its area of operation: 

the requirements associated with that system 

were implemented at all fuel terminals. This was a step 

towards adding compliance with the PN-N-18001:2004 

standard to the current portfolio of certificates. 

In order to improve and develop its IMS, PKN ORLEN 

purchases and implements electronic applications that 

support process management, auditing, circulation of noncompliance 

related documentation, registering of potential 

hazards and assessment of professional risk. 

23


Moreover, the areas of environmental protection, health, 

data safety and food safety have their risk assessment 

conducted on an ongoing basis. This indirectly translates 

into implementation of innovative solutions that serve 

as a basis for continuous development and improvement 

of our customer offering. 

List of selected ORLEN Capital Group Companies and their Management System certificates 

Company ISO 9001 ISO 14001 

PN-N-18001 

/ OHSAS 

18001 

ISO 27001 

IMS 

Anwil SA yes yes - - yes 

Basell Orlen Polyolefins Sp. z o.o. yes yes yes - yes 

ORLEN Administracja Sp. z o.o. yes - - - - 

ORLEN Asfalt Sp. z o.o. yes yes yes - yes 

ORLEN Automatyka Sp. z o.o. yes yes yes - yes 

ORLEN Centrum Serwisowe Sp. z o.o. yes yes yes - yes 

ORLEN Eko Sp. z o.o. yes yes yes - yes 

ORLEN GAZ Sp. z o.o. - - - - - 

ORLEN KolTrans Sp. z o o. yes - - - - 

ORLEN Księgowość Sp. z o.o. - - - - - 

ORLEN Laboratorium Sp. z o.o. - yes yes - yes 

ORLEN Ochrona Sp. z o.o. yes - - - - 

ORLEN OIL Sp. z o.o. yes yes - - yes 

ORLEN PetroCentrum Sp. z o.o. - - - - - 

ORLEN PetroTank Sp. z o o. - - - - - 

ORLEN Prewencja Sp. z o.o. yes yes yes - yes 

ORLEN Transport SA - - - - - 

ORLEN Wir Sp. z o. o. yes yes yes - yes 

Rafineria Nafty Jedlicze SA yes - - - - 

Rafineria Trzebinia SA yes - - - - 

24


1.4. Relations with suppliers 

Suppliers are an important group of our stakeholders. 

It is very important for us what products we buy and from 

whom. We cooperate with our suppliers on a regular basis. 

The Company’s cooperation with suppliers is governed 

by our purchase policy. One of the key policy documents 

is the PKN ORLEN Purchase Instructions. The detailed 

terms and conditions established in the Instructions ensure 

transparency of the supplier selection process. A large 

number of our requests for quotation are published 

at www.orlen.pl. Via the website, suppliers have access 

to the ongoing purchasing procedures, which means 

that those procedures are open even to suppliers with 

no history of cooperation with PKN ORLEN. 

The procedure is the same for local suppliers as well 

as for all the other suppliers. The advantages of local 

suppliers are their good knowledge of the local market, 

flexibility, familiarity with PKN ORLEN and lower costs 

e.g. of transport. However, all suppliers are treated equally. 

We do not have any statistics of the ratio of expenditure 

on the services of local suppliers to total expenditure. 

The personnel of the Procurement Office are willing 

to contact any suppliers interested in cooperating with 

the Company. They are always very helpful during tender 

procedures. They advise suppliers on the purchase procedures 

and clarify any doubts concerning the respective 

stages of a tender procedure. They explain the general 

and specific requirements that tenderers are supposed 

to meet. Our personnel must be professional in performing 

their duties, but at the same time respect the primary 

values and principles of the PKN ORLEN Code of Ethics. 

Piotr Małowiejski 

Acting Manager 

of the Professional Service Procurement Team 

In order to maintain the highest standards 

of our relations with the customers, 

the PKN ORLEN Procurement Office applies 

a number of essential principles. They include 

maintaining a friendly working environment 

and creating a model of effective cooperation with 

internal customers. We achieve this 

by satisfying their expectations in the best 

possible way and by being ready to provide 

the required support. Developing partnership 

relations with reliable suppliers is extremely 

important for us. 

PKN ORLEN cooperates with reliable suppliers 

from all over the world. All of them are subject 

to regular verification; we have developed 

long-term cooperation models with our key 

suppliers. The Company does not hesitate 

to use the services of local suppliers 

(whose headquarters are located in the Płock 

District), thus supporting the local market 

and business. However, the final selection criterion 

is always the suppliers’ ability to satisfy 

our high expectations. 

25


It should be noted that in the reporting period, no penalties 

were imposed on the Company for breach of law 

and regulations relating to supplies and application of products 

and services. 2010 was also another year when 

none of our agreements with suppliers required inclusion 

of a human rights clause. Neither did we report any signs 

suggesting that there exists a risk of forced or child labour 

among our major suppliers. Thus, we do not maintain 

any statistics concerning that issue. 

is the ORLEN – Dar Serca Foundation. The Foundation 

allocates the money according to the specific suggestions 

of the donors. In 2010, the Foundation used the funds 

donated under the VITAY loyalty programme to pay for: 

• 6,462 dinners, 

• 557 hours of rehabilitation activities, 

• 153 sets of school supplies, 

• 84 monthly allowances for children from family-run 

children’s homes. 

1.5. Responsible marketing 

PKN ORLEN marketing and promotional activities are 

performed in view of the principles of corporate responsibility. 

Both the marketing activities and the accompanying 

communication take into account a long-term impact 

on the stakeholders and the surrounding environment. 

Our campaigns and communication rely on true and reliable 

information. The variety and complexity of the initiatives 

taken in this particular area are remarkable. Below 

is a brief presentation of those initiatives. 

In order to protect the environment and deal with 

the problem of growing volumes of waste, the ORLEN 

and Bliska fuel stations introduced environmentally friendly 

fully biodegradable shopping bags. Moreover, some 

fuel stations collect used batteries and accumulators 

from customers. 

Participants of the VITAY loyalty programme have the option 

to donate their loyalty points to family-run children’s 

homes supported by the ORLEN – Dar Serca Foundation. 

In 2010, the customers of ORLEN fuel stations donated 

almost 10 mn VITAY points, which is an equivalent of almost 

PLN 80,000. The beneficiary of the donated funds 

The Foundation also supports children from disadvantaged 

families, e.g. from the flooded areas, in particular by providing 

them with clothes, shoes and things for school. 

Children r mor are inform welcome t on at vi it our fuel stations. Some fuel 

stations even have baby change facilities. 

One For more of the information, corporate good visi practices : is to offer fair-trade 

certified coffee at the fuel stations. The fair-trade logo 

means that the coffee at our Stop Cafes is supplied 

f 

by fair suppliers. 



PKN ORLEN follows the principles of transparency and fair 

play. Since 2006, the Company has been applying 

the principles of good practice, developed in cooperation 

with the Advertising Agencies Association, in the process 

of selecting an Advertising Agency and a Media House. 

In the period when the Polish Association of Branded 

Goods Manufacturers ProMarka existed, PKN ORLEN 

was involved in developing, promoting and protecting 

trademarks as distinctive features of a product. 

26


The objective of the ProMarka Association was to establish 

the highest advertising standards in Poland and protect 

consumers and competition from unfair and unethical 

advertising. PKN ORLEN, as a member of the Association, 

undertook to apply the provisions of the Code 

of Ethics in Advertising. This meant that if a member 

company was reported to have breached the Code, it had 

to be disciplined by the Advertising Ethics Committee. 

The good practice of the Promotion and Advertising 

Department is to communicate true and reliable information 

to our customers. 

No cases of non-compliance with regulations and voluntary 

codes governing the marketing communication 

issues, including advertising, promotion and sponsoring, 

have been reported. One complaint was filed with 

the Advertising Council and dismissed by the Advertising 

Ethics Committee in the reporting period. 

Currently, PKN ORLEN is a party to three pending antimonopoly 

proceedings. 

Mystery Customers are evaluators who visit the Company 

establishments (institutions, organisations) under 

the disguise of a regular customer and assess the quality 

of customer service and their compliance with relevant 

standards. PKN ORLEN was one of the first companies 

to implement the Mystery Customer programme in 2001. 

The programme is one of the fundamental elements 

of the customer service management system within 

the PKN ORLEN retail network. It is an external audit 

of the functioning of key customer service standards. 

It enables incorporation of measurable (percentage 

points) evaluation results in the process of customer 

service quality management. The evaluation is a continuous 

process and it covers all the operating fuel 

stations. Each fuel station receives an evaluation sheet 

specifying which standards are on the required level 

and what needs impro vement. The reasons of each negative 

evaluation are explained. The results of evaluation 

are used to develop a customer service improvement 

plan tailored to the specific fuel stations. Those results 

may also be used for example in incentive programmes. 

1.6. Service Standards 

Customers and users of the products and services offered 

by PKN ORLEN repeatedly rewarded our corporate efforts 

with numerous awards and distinctions. In 2010, PKN 

ORLEN once again received the Golden Trusted Brand 

Logo. For the fourth time in succession, it was recognised 

as the Most Valuable Polish Brand. The BiznesTank Programme 

was acclaimed as the Fleet Product of the Year. 

For the second time in succession, the Company received 

the Golden Customer Laurel 2010. 

PKN ORLEN runs a number of projects dedicated to customer 

satisfaction analysis. The most important among 

them is the Mystery Customer programme the purpose 

of which is to verify compliance with relevant customer 

service standards. 

27


Another initiative is the Brand Barometer project, which 

involves periodic customer satisfaction assessment. 

The results of the assessment are thoroughly analysed 

and used to implement specific solutions. 

The idea behind those initiatives is continuous improvement 

of customer service standards and customer satisfaction 

levels, which is particularly important given 

the growing customer awareness and expectations 

concerning product and service quality, and the level 

of service provision. This is why we analyse very carefully 

every complaint made by customers and use their 

suggestions to improve our work. A strong brand reputation 

and loyal customers are a solid foundation for 

the economic success of a company. 

In 2010, PKN ORLEN centralised the complaints and claim 

management system in the retail sales area in order 

to be able to better and faster react to customer expectations. 

Actions were taken to streamline the document 

circulation process. The information we receive 

from customers is processed in a professional manner 

and thoroughly analysed in order to improve the offer 

of our fuel stations across the country. 

We do our best to meet the needs of various groups 

of For our m customers re information F example, visit: customers with special 

needs can now find a PKN ORLEN fuel station with 

the req uired disability facilities via the www.orlen.pl 

website. 



COMMITMENT 

We plan to launch new applications to enable online 

search of PKN ORLEN fuel stations in August 2011. 

These will be: 

• www.m.orlen.pl – a light version of our corporate 

website with a search engine, available from any 

mobile device with internet access 

• an advanced fuel station search engine for smartphones 

(compatible with Android, iPhone and Blackberry 

systems). 

Complaints and claims 

Year 2008 2009 2010 

Filed Accepted Dismissed Filed Accepted Dismissed Filed Accepted Dismissed 

Complaints 

553 

100 

453 

635 

147 

488 

1,080 

332 

748 

Claims 

597 

178 

419 

758 

227 

531 

826 

199 

627 

Total 

1,150 

278 

872 

1,393 

374 

1019 

1,906 

531 

1,375 

28

2. 

SOCIETY 

2.1. 

2.2. 

2.3. 

2.4. 

2.5. 

2.6. 

2.7. 

2.8. 


as a responsible 

citizen 

Expectations of our stakeholders 

Risk Management 

Participation in public life 

Participation in local and European projects 

National heritage 

Sports 

Charity 

ORLEN “Safe Roads”

PKN ORLEN as a responsible citizen 

SOCIETY 


as a responsible 

citizen 

2.1. Expectations of our stakeholders 

Andrzej Kozłowski 

Executive Director, Strategies 

and Project Management 

It is no news that the sector in which we operate is a very 

demanding one. The ORLEN Group is affected by a number 

of macroeconomic, market and regulatory factors. 

In order to maintain our leading position in the market, 

we adjust our business to the changing environment 

and quickly react to the new market challenges. 

We are not only the largest company on the Polish market, 

but also one of the largest corporations in Central 

and Eastern Europe. We are a regional leader and we are 

active on a number of markets, among others in Poland, 

the Czech Republic, the Baltic states or in Germany. 

We have used M&A projects and consistent implementation 

of organic project to build our strong position 

in the refinery and retail sectors. Our current strategy 

is to focus on the development of new segments: 

electricity and upstream. At the same time, we strive 

to achieve our other strategic priorities: further improvement 

of effi ciency and debt reduction. These activities 

are accompanied by our awareness of the impact 

we have on the environment. Accordingly, our responsibility 

towards stakeholders and pro-environmental 

efforts are a natural element of all the economic projects 

we undertake. 

In 2010, PKN ORLEN launched an innovative study which, 

alongside other studies incorporating social elements, 

was dedicated to two specific groups of our stakeholders: 

the customers and the local society of the city 

of Płock. The purpose of the study was to find out what 

the respon dents thought about CSR activities in PKN 

ORLEN. We asked our stakeholders, among other things, 

about their knowledge, understanding and asse ssment 

of the activities undertaken by the Company and whether 

they thought those activities to be effective and appropriate. 

The process was prepared in recognition of the fact 

that pro-social work is what our stakeholders expect, but 

at the same time affects the perception of our brand. 

Consequently, the benefits of such work are reciprocal. 

By better understanding the expectations of the environment, 

the Company acts more efficiently, which in turn 

serves to strengthen the Company’s brand. 

COMMITMENT 

To continue studies concerning the perception 

of PKN ORLEN’s CSR activities by the respective 

groups of stakeholders. 

30


According to two-thirds of the residents of Płock, PKN 

ORLEN is involved in pro-social work to a sufficient 

extent. The same group is also familiar with the specific 

actions taken by the Company. The following are 

the most popular projects: the purchase of medical devices 

for the hospital in Płock, construction of a modern 

playground for children and training programmes for 

students of local universities. 

Our customers positively evaluate the “ORLEN Safe Roads” 

programme that promotes road traffic safety. The ORLEN – 

Dar Serca Foundation, which supports family-run children’s 

homes and undertakes other social assistance initiatives, 

is also positively perceived. The assi stance programme 

dedicated to professional and voluntary fire brigades 

that PKN ORLEN implements under one of the priorities 

of its charity policy, namely life and health protection, 

is becoming increasingly popular. 

Apart from the above studies, PKN ORLEN constantly 

monitors the impact of its efforts on the local society. 

Two periodic studies are conducted: ORLEN Brand 

Reputation and Brand Reputation Index (GfK, Pentor RI), 

and the issue of local societies is an important module 

of both studies. 

CSR 

in ORLEN 

2010 

2009 

Fundacja 

„Fundusz 

Grantowy 

dla Płocka” 

BEZPIECZNE DROGI 

2006 

2007 

2008 

Forum 

dla 

Płocka 

2002 

2003 

2004 

2005 

2001 

2000 

31


2.2. Risk Management 

Risk is inherent in business. In order to minimise hazards 

that are hard to foresee, PKN ORLEN operates 

a risk management system enabling business decisions 

to be made with full awareness of the existing risks. 

In 2010, the company was well prepared to respond 

to actual risks so as to minimise their possible impact 

on the continuity and possibilities of achieving the business 

goals. 

Risk management is based on procedures that enable 

identification of respective risks, risk allocation to respective 

owners, risk analysis in the Company’s key areas 

and recommendation of preventive measures. To support 

the system, we have internal reviews (both with respect 

to internal procedures and the external environment) 

relating to the Company’s most important business areas 

in terms of its current operations. By integrating the risk 

management system we are able to implement a uniform 

approach to risk management, which will translate into 

uniform approach to strategic planning on the level 

of strategic business operations and internal control. 

Operating 

– caused by improper or unreliable internal processes, 

production, storage and distribution technologies, employees 

or malfunctioning processes. 

External 

– caused by external factors associated with customers, 

suppliers, competitors, new market players, substitute 

services or changes in the external environment. 

IT risks 

– associated with improper management of ICT resources 

processed by means of information and communication 

technologies, outdated information and communication 

technologies, incoherent ICT strategies, disturbances 

in the operation of the ICT infrastructure. 

Organisational 

– associated with the Company’s stakeholders and caused 

by inappropriate organisational structure and system 

of delegating the authorities and responsibilities, and lack 

of adequate rules of conduct for the employees and managers 

of organisational units. 

The risk management system responds to the needs 

of a broad circle of the Company’s stakeholders who 

want to better understand a wide range of the risks 

facing the Company so as to be certain that those risks 

are properly managed. 

Legal and regulatory 

– risks caused by non-compliance with the law, corporate 

regulations and contractual provisions, and risks associated 

with the safety of information processed using 

information technologies. 

The Company’s operations involve the following types 

of risk: 

Strategic 

– due to wrong assumptions of strategic planning 

and wrong assessment of strategic options, including 

internal strategic decisions. 

Financial 

– associated with financial transactions and financial 

accounting and reporting requirements. 

Physical safety 

– risks associated with property and personal security 

(e.g. fire, accidents, theft). 

At PKN ORLEN, risk management is not restricted only 

to the oil industry. Instead, it relates to the broad macroeconomic 

context of the Company operations. Implementation 

of the integrated risk management system makes 

it possible to perceive the existing risks not only as threats, 

but also as an opportunity to increase the Company’s 

goodwill in all areas of its operations. 

32


2.3. Participation in public life 

In 2010, PKN ORLEN, as a market leader, was involved 

in important sectoral events intended to promote dynamically 

developing companies. Among others, the Company 

was a sponsor of the MARQA 2010 Ranking of the Most 

Valuable Polish Brands organised by the Rzeczpospolita 

daily, the Congress of Oil and Gas Industry in Bóbrka 

or the “Stock Exchange Listed Company of the Year” 

ranking organised by the Puls Biznesu daily. 

PKN ORLEN organised a discussion panel about “Strategic 

implications and international significance of shale 

gas production in Poland” during the 20th Economic 

Forum in Krynica. The discussion was attended by experts 

and focused on the regional and international 

consequences of potential discovery of unconventional 

gas sources in Poland. 

In 2010, PKN ORLEN launched the “Future Fuelled 

by Knowledge” project whose goal is to initiate discussions 

on issues of strategic importance for the European 

and global economy. The project involves organisation 

of conferences and discussion panels, and publication 

of materials. 

The first event in the series was a conference: “1990 –2010 

– 2030: how much state in the market, how much market 

in the state. Experience and prospects for the development 

of the Polish and European economy.” The first 

twenty years of privatisation in Poland and the difficult 

crisis environment challenging both politician and entrepreneurs 

was the right moment to initiate a series 

of meetings that would serve as a platform for the exchange 

of opinions and experience concerning the most 

vital economic issues. 

The “1990 – 2010 – 2030: how much state in the market, 

how much market in the state” conference is an effort 

to review the entire process of political and economic 

transformation. The date of the conference – 16th September 

– was not a coincidence: it is associated with 

a series of historic events that took place 20 years ago 

following adoption of the Act on privatisation of stateowned 

enterprises in the summer of 1990. That act 

initiated the gradual process of reducing the presence 

of the State in economy, leading to thorough social 

and economic changes in our country. However, the recent 

global economic downturn made the Polish and European 

experts – politicians, economists and journalists – review 

their opinion on the relationship between the State 

and the market and redefine the role of the State in this 

respect. On the one hand, there is a growing pressure 

on introducing such regulations as would protect 

the world from a similar crisis in the future, however, 

on the other hand, the interference of the State in economic 

development has in many countries pumped 

the public debt to enormous dimensions, threatening 

the future economic stability of the world. Specialists met 

to discuss the direction in which the World is heading 

in 2010 and the distribution of forces between the State 

and the market in 20 years time. 

PKN ORLEN is also actively represented in various organisations 

and associations, which is a chance to share experience, 

broaden the knowledge and improve qualifications. 

Another advantage of such membership is the ongoing 

and free of charge access to reports, draft legislation 

and information about normative acts concerning 

the refinery and petrochemical sector on the Polish 

and European market. It also matters that the Company 

may present the stance of the chemical sector, protect 

its interests and influence legal regulations and technical 

standards, etc. Members of sectoral organisations can also 

benefit from participation in training sessions, workshops, 

conferences and seminars Last but not least, this kind 

F i i 

of activity helps build a positive image of the chemical 

industry and petrochemical sector. 

In 2010, the Company was represented in 37 organisations 

and associations, The Company plans to be a member 

or of m 39 e organisations or a io , and isi : associations in 2011. 



33


Leszek Wieciech 

General Director, 

Polish Organisation of Oil Industry and Trade 

Do you think that the oil industry has 

to face any specific challenges in order 

to develop in a sustainable manner due to its 

specific character? 

The challenges facing the oil industry in the area 

of sustainable development could well 

be described as extreme. On the one hand, 

the global economy relies to a large extent 

on crude oil supplies and consumers consider 

unlimited mobility to be one of their basic rights 

but, on the other hand, the society and legislators 

insist, as they should, on limiting hazardous 

emissions, including CO 2 

emissions. 

The European oil industry accepted the challenge 

of supplying fuel and other products with as little 

negative environmental impact as possible: since 

1990, the energy efficiency factor has been 

growing by 1% a year. For several years now, outdated 

uncomplicated refinery systems have been 

gradually replaced with modern comprehensive 

units capable of thorough processing of crude oil. 

In terms of modernisation, Polish refineries 

are among leaders not only in Europe, 

but worldwide. 

PKN ORLEN’s participation in public life means also its lobbying 

policy in Poland and in Europe, which is conducted 

in a legal, conscious and fully transparent way. The Company 

bases its activities on direct lobbying, through active 

involvement of its own experts and indi rectly, through sectoral 

and environmental organisations to which it belongs. 

The main principles of PKN ORLEN lobbying policy include 

the principle of lobbying ethics, sustainable development, 

coordination, dialogue and adjustment. 

In 2010, the Company was particularly actively involved 

in issues related to increased safety of fuel supplies, fuel 

and energy market regulations, promoting renewable 

energy sources, investing in the energy sector, the energy 

and environment package, protecting the natural 

environment, establishing corporate governance policies 

and taxes in the fuel and energy sector. 

It should also be noted that the Company was involved 

in preparing legal regulations concerning mandatory 

oil and liquid fuel reserves, liberalisation of the rules 

of creating mandatory natural gas reserves, new requirements 

concerning the quality of liquid fuels, new 

The European oil industry has released a number 

of new fuels that cause much lower emission 

of hazardous substances (sulphur, lead, aromatic 

hydrocarbons and benzene). It was possible thanks 

to cooperation with the automotive industry 

and researchers and, most importantly, thanks 

to huge expenditure made by the oil companies. 

Finally, it should be mentioned that the European 

fuel industry is a major employer in the EU, 

with appr. 100,000 people working in refineries 

and 500,000 – in marketing and logistics, some 

of whom are highly qualified specialists, engineers 

and researchers. 

To sum up, it is right to say that the European 

fuel sector has become one of the leaders 

of sustainable development. 

34


emission allowances trading scheme and a system for 

the balancing and settlement of traditional emissions. 

2.4. Participation in local 

and European projects 

As one of the largest oil industry companies in Central 

and Eastern Europe, PKN ORLEN feels responsible for contributing 

to the European Union policies. We do our duty 

by means of active membership in European petroleum 

industry associations. One of those associations is EUROPIA, 

a European forum where we represent the interests of our 

region and the Company itself. The mission of EUROPIA 

is to contribute in a constructive way to the development 

of policies to safeguard the secure and sustainable 

manufacturing, supply and use of petroleum products 

by providing competent input and expert advice to the EU 

Institutions, Member State Governments and the wider 

community. One of the jobs of the Association in 2010 

was publication of the White Paper on EU Refining, 

a report that sparked discussion about the future role 

of our sector in the EU’s new renewable energy economy. 

Such efforts are supported by scientific and technological 

research conducted by PKN ORLEN together with other 

members of the CONCAWE Association. 

PKN ORLEN is also engaged in the work of European 

sectoral associations. Apart from EUROPIA and CON- 

CAWE, the Company is an active member of the Energy 

Working Group of the BUSINESS EUROPE Association, 

the Polish Organisation of Oil Industry and Trade (POPiHN) 

and the Polish Confederation of Private Employers 

(PKPP Lewiatan). The Company was involved in preparing 

the EU policy and legislation concerning strengthening 

the principles of corporate governance for the functioning 

of European enterprises and implementation by the Polish 

Standardisation Committee of Polish standards concerning 

corporate risk management in Polish enterprises. 

As a result of close cooperation with local organisations, 

such as POPiHN and PKPP, the Company was involved 

in preparing assumptions for a new law on mandatory 

crude oil and liquid fuel reserves, assumptions for comprehensive 

amendment of the biocomponent and liquid 

biofuel law and expert opinions concerning the impact 

of draft key EU legislation on the domestic oil industry. 

2.5. National heritage 

In 2010, PKN ORLEN continued its cooperation with the National 

Museum in Warsaw, becoming the patron of the Polish 

Painting Gallery. The Company was also engaged 

in the Museum’s celebrations of the 600th anniversary 

of the Battle of Grunwald as a patron of the “Celebrations 

of the 600th Anniversary of the Battle of Grunwald”. One 

of the elements of the celebrations was publication of book 

entitled “Jan Matejko – Bitwa pod Grunwaldem nowe 

spojrzenia” with essays written by domestic and foreign 

art historians about the battle itself and its presentation 

by the painter, Jan Matejko. A light and sound installation 

by Stanisław Syrewicz was prepared and a 3D film, 

inspired by Jan Matejko’s famous painting, “The Battle 

of Grunwald”, was produced in association with Tomasz 

Bagiński’s Platige Image studio. It should be added that 

the Company also contributed financially to the purchase 

of specialist conservation devices (microscopes) by the Museum 

in 2010. The microscopes were used to renovate 

Matejko’s painting and will also be used to reconstruct 

other masterpieces. The Company was also a patron 

of the National Theatre in Warsaw. Thanks to the Company’s 

involvement, the audience had a chance to see 

the famous opening night of “A Streetcar Named Desire”. 

Another 

r mor 

area 

i 

of 

rmati 

our activity 

, is : 

is the city of Płock. The Company 

is a permanent patron of the Płock Masovian Museum 

which uses our help to supplement its collections 

in i 

and make the current exhibitions more attractive. Moreover, 

PKN ORLEN is a regular supporter of educational and art 

conservation projects organised by the Zielińscy Library, 

f vi 

the city’s oldest cultural institution, for the local society. 

Last but not least, the list of cultural undertakings in which 

For we have more been information invo ved features visit: a concert of the National 

Philharmonic Symphony Orchestra at the Płock Cathedral. 


www.europia.eu; www.concawe.be; www.popihn.pl 

35


2.6. Sports 

For many years, PKN ORLEN’s marketing activities have 

been based on sport sponsoring. The Company is diversifying 

its portfolio of sponsoring activities and engages 

in projects that have the potential to yield measurable 

long-term benefits. Striving to become an important 

sports sponsor, the Company is investing in athletes 

and sporting initiatives aimed at improving the overall level 

of Polish sport, but also the development of individual 

disciplines and their representatives. Our contributions 

to sport are important both from the marketing and social 

perspective. PKN ORLEN constantly develops the portfolio 

of its sponsoring activities, selecting those that support 

most effectively the development of the respective 

disci plines and contribute to promoting the Company’s 

respective brands. 

Our sponsoring activities focus on the following two 

sports categories: motor racing and athletics. Motor 

racing was the first sport that PKN ORLEN was involved 

in, due to its proximity to the profile of our operations. 

More than 10 years ago, we established the ORLEN 

Team, the first professional cross-country racing team 

in Poland. Through the involvement of its members 

and the sponsor, the team has become one of the best 

recognised teams and has worked its way into the world 

top teams. In 2010, the company established another 

team – the VERVA Racing Team. The team consists 

of two young and very promising drivers who will be 

competing in the prestigious Porsche Supercup series. 

PKN ORLEN also supports athletes from the ORLEN 

Athletic Team who successfully compete in the most 

important international sporting events. 

©Adam Nurkiewicz ©Adam Nurkiewicz 

36


In 2010, PKN ORLEN was also the nominal sponsor 

of one of the six Swatch FIVB World Tour beach volleyball 

tournaments, the ORLEN Mazury Grand Slam. 

Moreover, the Company co-financed a series of local 

and international volleyball tournaments and one volleyball 

match with Brazil, the current world champion. 

2.7. Charity 

PKN ORLEN is involved in charity activities both directly 

and via its ORLEN – Dar Serca Foundation. 

PKN ORLEN also supports the Polish Olympic Movement 

and sponsors the Polish Athletics Federation. Last but 

not least, our sports-related CSR includes supporting 

the Athletic Thursdays – the most important athletic 

event for children and young athletes in Poland. 

PKN ORLEN traditionally supports the development 

of handball, no. 1 discipline in Płock. The Company 

is the General Sponsor of ORLEN Wisła Płock, one 

of the leading Polish teams, which since 1990 has not 

missed the podium in Polish Championship games. 

The Company also sponsors the ORLEN Handball Mini- 

League for teams of young players, boys and girls, from 

Płock and the neighbourhood. Thanks to the efforts taken 

and support provided by the Company, in 2010 Płock 

acquired a modern ORLEN Arena, a sports and entertainment 

hall, the seat of ORLEN Wisła Płock. 

The ORLEN – Dar Serca Foundation is celebrating its tenth 

anniversary in 2011. The Foundation is a public benefit 

organisation established in order to perform the social 

mission of its Founder – Polski Koncern Naftowy ORLEN. 

The aim of its flagship programme, continuously pursued 

since its establishment in 2001, is to support family-run 

children’s homes. Another area where the Foundation 

is increasingly active are scholarship programmes. Currently, 

four programmes are in progress: a nationwide 

F r more nformati n visit 

programme, a programme for children from familyrun 

For more children’s i form homes, io a visit programme for students from 

Płock, and a new programme which started in 2010 

and is addressed to students from the Płock District. 

Another important part of the Foundation’s activities 

is the promotion of health protection and human safety, 

i 

and supporting local societies. 


www.darserca.pl 

37


The experience gained over a number of years has helped 

us develop clear and precise principles of providing 

assistance. The priorities of the “Charity Policy” have 

been established. These are protection of life and health 

as well as education and child care. Accordingly, the prevailing 

group of beneficiaries are fire brigades, medical 

institutions and beneficiaries from the education sector. 

Małgorzata Masłyk 

Recipient of scholarship 

from the ORLEN – Dar Serca Foundation 

What is such a young and ambitious person 

guided by when determining the goals 

of her life? What inspires and stimulates 

you to pursue continuous development? 

I believe in the saying that if you work hard 

to achieve something beautiful, the effort will 

go away and the beauty will remain. 

This is why my every day is beautiful and has 

the colours of a rainbow. 

A notable change that took place over the last few years 

was the stabilisation of the group of non-government 

organisation with which PKN ORLEN has established 

permanent relationships supported by long-term agreements. 

Currently, a group of 7 foundations cooperate 

on a regular basis with the Company. It should be noted 

that some of the projects have continued for more 

than 10 years now. In accordance with the principles 

of corporate social responsibility, an important criterion 

in developing those relationships were their social 

and business aspects. 

Over the last three years of secondary school, 

I proved that there is no such word as “impossible” 

in my vocabulary. Thanks to the scholarship, 

I went to Denmark for one year, where I attended 

a German-Danish school. I was the first 

in the history of the school and so far the only 

student from Eastern Europe to be elected 

by peers as the school president. I am also 

a member of the School European Club. 

My involvement in the Club encouraged me 

in particular to participate in history and EU 

contests. The scholarship enabled me to invest 

in myself without worrying about the costs 

associated with developing my interests 

and pursuing my educational aspirations. 

The truth is that being a prize-winner 

in numerous Polish and international contests 

is associated with substantial costs. 

Being socially active is also very important 

for me. I am an active member of the Association 

of Young Democrats and in the “Pokolenie” 

(Generation) group that assists deaf-and-dumb 

children. I devote my free time to poetry 

and rowing. Thus, the scholarship enabled 

my personal development, but at the same 

time it allowed me to use my free time 

for active participation in voluntary work 

for the local society. 

38


Two organisations supporting local societies are particularly 

worth mentioning: “Fundusz Grantowy dla Płocka” (Grant 

Fund for Płock) and Stowarzyszenie “Fundusz Grantowy 

Dobrego Sąsiedztwa dla Ostrowa Wielkopolskiego” 

(The “Good Neighbourhood Grant Fund for Ostrów 

Wielkopolski” Association). Cooperation in this area 

has continued since 2002 for Płock, and since 2004 for 

Ostrów Wielkopolski. PKN ORLEN’s involvement in this 

project goes beyond charity work due to the fact that 

the activities and financial contribution of local governments 

are combined with the Company’s support. 

The purpose of these projects, based on the UNDP 

methodology in the area of sustainable development 

f 

strategy, is to broaden and strengthen cooperation 

between the public and private sector in a way that 

would serve both economic competitiveness and social 

justice. These activities promote development of partner 

relationships with the local society and create a positive 

image For m of r the inf rm Company ion v They i : also support third-sector 

development, since it is the local non-government organisations 

that are the beneficiaries of the aforementioned 

foundations. Fo more in 

In accordance with the principles of corporate social 

responsibility, PKN ORLEN takes part in numerous initiatives 

and projects, including those dedicated to safety 

improvement. We are also implementing our own original 

project benefitting fire brigades. 

The Company receives numerous requests for assistance 

from national and voluntary fire brigades concerning 

co-financing of e.g. specialist fire fighting and rescue 

equipment, such as fire engines, pumps and personal 

equipment for fire fighters. The Company appreciates 

the fact that fire brigades are at all times ready to bring 

help to others and react in various critical situations. 

Fire fighters have many times proven that they are well 

prepared to rescue people’s lives and property, if only 

they have the right rescue equipment and funds to cover 

their operating expenses. This makes them highly trusted 

by the society. 


www.funduszgrantowy.plock.eu.pl 

www.funduszgrantowy.pl 

COMMITMENT 

To continue cooperation within the framework 

of cross-sectoral partnerships 

39


PKN ORLEN supports fire brigades in appreciation of their 

incredible involvement and courage, and wishes to contribute 

to their proper functioning. The Company supports 

those fire brigades requesting for its assistance which 

need it the most. 

The principles of PKN ORLEN’s charity work are specified 

in detail on the www.orlen.pl website. Current information 

regarding donations granted is published online 

on the Company’s homepage and in the CSR folder 

as well as in corporate media (the Intranet, ORLEN Studio 

radio station, ORLEN ekspres newsletter). There was also 

a campaign in national media encouraging people to donate 

1% of their tax to support the activities of the corporate 

ORLEN – Dar Serca Foundation. The Foundation 

has a permanent place in the Szerokiej drogi magazine. 

Customers are encouraged to donate their VITAY points 

to family-run children’s homes and to contribute 1% 

of their tax. Information about PKN ORLEN’s assistance 

is also published by the beneficiaries on their websites 

and in local press. 

For several years now, PKN ORLEN has been ranked among 

the leaders in the “Philanthropy Leaders” competition, 

in the category of companies that donate the largest 

amount of funds for social purposes. 

2.8 „ORLEN.Bezpieczne drogi 

(safe roads)” 

Given the nature of the sector in which PKN ORLEN operates, 

initiatives aimed at improving road safety are very important. 

The Company has been implementing its “ORLEN. 

Bezpieczne drogi (safe roads)” programme since 2006. 

BEZPIECZNE DROGI 

In 2010, the programme focused on the problem of driver 

fatigue. The motto of the campaign was: “2 hours driving, 

20 minutes break”. A relaxed driver is a safe road 

user, and a tired driver may be as dangerous as a driver 

under the influence of alcohol. A solution is very simple. 

Each long trip should be planned in advance, taking into 

account the need to make short, 20-minute breaks after 

each 2 hours of driving. 

Other companies from the ORLEN Group also learn from 

PKN ORLEN’s experience. Some of them have adopted 

their own charity policies. A predominant part of donations 

granted by companies is directed to local needs. 

The “ORLEN.Bezpieczne drogi” safe roads programme has 

become a feature of the Polish landscape. It is appreciated 

and positively evaluated by drivers as an important effort 

to improve the level of safety on Polish roads. 

Number of fire brigade units that received assistance 

2008 2009 2010 

19 24 59 

40

3. 

SAFETY 

3.1. 

3.2. 

3.3. 

3.4. 

3.5. 

Safety – the key 

to development 

Safety Policy at PKN ORLEN 

More than HSE 

Fire Protection – In-House Fire Brigade 

Transport Safety – the SPOT system 

Disseminating the idea of safety - education

Safety – the key to development 

SAFETY 


3.1. Safety Policy at PKN ORLEN 

Dariusz Loska 

Director of the HSE Office 

Ensuring a high level of safety in the petrochemical 

industry is a huge challenge. The specific nature of this 

industry involves a higher risk of hazards than in other 

branches of the economy. This is why we always insist 

that health and life protection is our priority. The actions 

taken within the area of safety are aimed at achieving 

those objectives on all organisational levels, both 

during and outside working hours. 

We strive to achieve and maintain a safety level which 

will eliminate the risk of fatal, grave and group accidents, 

including accidents involving employees of outsourced 

contractors. An accident, fire or failure is not 

something that cannot be avoided. Their effective 

prevention is possible. 

Increasing safety is an extremely complicated process. 

It is important to apply the right training programme. 

To educate is often more effective than to control. 

The application of innovative technological and organisational 

solutions is not an insignificant issue, too. 

However, we must not forget that people are always 

in the centre of our attention. 

PKN ORLEN’s safety policy is based on two fundamental 

principles. First of all, human life and health protection 

is always regarded as superior. Moreover, the corporate 

operational activities take into account all the relevant 

HSE standards, good practice and the latest achievements 

of knowledge and technology. The direction 

of HSE-related activities is determined by the idea of full 

safety assumed by the Company: “Zero accidents means 

100% safety”. 

PKN ORLEN’s safety policy is described in the Integrated 

Management System Policy. In accordance with the document, 

we protect the life and health of our employees, 

outsourced contractors, suppliers and visitors by: 

• performing comprehensive technological, organi sational, 

economic and legal activities to prevent accidents 

among our employees and outsourced contractors, 

fire outbreaks and industrial or radiological failure; 

• ensuring a safe working environment for everybody; 

• systematically improving the safety culture; 

• integrating and improving cooperation between 

the ORLEN Group companies in the field of the safety 

of work via a common safety platform; 

• cooperation with leading scientific institutions 

and knowledge transfer to the Company. PKN ORLEN 

shall take reasonable efforts to continue such cooperation. 

42


WE INTEND TO INTRODUCE: 

• a safety passport for external contractors; 

• a HSE assistant; 

• training for outsourced contractors incorporating 

scenarios of possible crisis situations that 

may occur in the course of their work within 

the Company’s premises. 

Open communication with employees at all levels 

of the orga nisational structure enables cooperation in developing 

internal standards and documents in the area 

of HSE, fire prevention and process safety. Any suggestions 

made by the employees are recorded and are often used 

to solve work safety issues. 

The measures taken by PKN ORLEN to improve the safety 

and conditions of work have for the second time been 

rewarded with the “Gold Card of a Safe Work Leader”. 

Dialogue is the best way to develop and ensure maintenance 

of certain standards. A HSE Committee has been 

established at PKN ORLEN. The principles of the Committee’s 

activities were regulated in an agreement with 

trade unions. The agreement was executed on the basis 

of the provisions of the Corporate Collective Labour 

Agreement and generally applicable legislation. The Committee 

settles any issues associated with the development 

of HSE conditions in the Company. The same regulations 

serve as a basis for the functioning of a social labour 

inspection whose work is administered by labour unions. 

Cooperation aimed at developing good HSE conditions 

in the Company includes meetings of the Corporate Social 

Labour Inspector and Departmental Social Labour Inspectors 

with trade unions, attended by a member of the PKN 

ORLEN Management Board and employer’s representatives 

responsible for contacting the social labour inspectorate. 

Half of the Committee members are the employer’s representatives, 

including HSE service personnel and a medical 

doctor responsible for preventive medical care of the employees. 

The other half are representatives of the employees, 

including the Corporate Social Labour Inspector. 

It should be noted that the HSE Office cooperates directly 

with the Inspector. These activities result in solutions 

to difficult problems concerning HSE and establishment 

of work safety procedures within the Comprehensive 

Prevention System, among others. 

3.2. More than HSE 

Product safety 

The safety of all products offered by PKN ORLEN, both 

fuels and petrochemicals, is guaranteed in accordance 

with the EU and national legislation as well as corporate 

standards and regulations. Products are provided 

with material safety data sheets that constitute a basic 

source of information about the chemical substance 

and preparation. That information is forwarded throughout 

the entire supply chain. Material safety data sheets 

contain information concerning, among others, hazards, 

composition, behaviour in case of fire and other data. 

We implement rational management. We apply technologies 

and processes based on our theoretical and practical 

knowledge in the field of manufacturing specific products. 

We ensure adequate conditions and technical protection 

of production and logistic processes. 

43


Employee safety 

We maintain statistics of accidents and non-casualty 

incidents taking place within the Company’s premises. 

We do not have statistical data broken down into genders 

and regions, though it would be possible to collect such 

data. We monitor employee health, draw conclusions 

and take preventive actions. No grave, group or fatal 

accidents were reported in 2010. 

123 non-casualty incidents were reported within 

the premises of the Production Plant in Płock. Once 

again, the events were analysed in order to collect 

as much information as possible and avoid grave injuries 

in the future. 

Efforts taken to prevent accidents, industrial and radiological 

failures as well as fire outbreaks resulted 

in a limited number of accidents, also among employees 

of outsourced contractors. Many years of experience 

in the development of safe working conditions resulted 

in a reduction of accident rates at PKN ORLEN, which 

in recent years have remained similar. 

There is a close link between work safety culture 

and the number and type of accidents. This is why our 

current and planned actions focus on employee behaviour, 

their individual character and attitude, and the physical 

working environment. It is extremely important to develop 

safety awareness. 

COMMITMENT 

PKN ORLEN is planning to develop stress management, 

i.e. assessment and monitoring of employee 

stress levels, job satisfaction or ongoing 

preventive programmes. 

At PKN ORLEN, safety is regarded as an issue of key 

importance, and as such it is directly supervised 

by members of the Management Board. A number 

of projects and initiatives were implemented in 2010 

within the framework of the new concept of full safety 

at PKN ORLEN: 

• Involvement of Top Managers – expressed by promoting 

safe behaviour at work. Concern for employee safety 

as well as putting work safety issues on par with 

production issues help develop the right standards 

of behaviour. 

• Management “in a nutshell” – “nutshells” with 

graphics and descriptions are a synthetic presentation 

of the most important provisions of the Comprehensive 

Prevention System, thus making it easier for the employees 

to become familiar with them. 

• Supportive actions – 3 information movies concerning 

the HSE issues at the Production Plant in Płock were 

produced in several language versions (Polish, German, 

English and Russian). They concern the following issues: 

HSE during overhaul works, visitor safety within 

the Company’s premises and instructional material about 

Accident rate at PKN ORLEN 

Year 

No. of accidents 

Rate of 

Absence 

Total Fatal Grave Group Incidence 1 Severity 2 TRR 3 

2008 26 0 0 0 952 5.5 36.6 3.19 

2009 23 0 0 0 996 5.0 43.3 2.90 

2010 28 0 0 0 789 6.2 28.2 3.09 

1) 

incidence rate – number of accidents per 1,000 employees 

2) 

severity rate – number of days of inability to work per 1 accident 

3) 

TRR – number of accidents per one million of man-hours 

44


hazards within the Plant. The movies are used during 

training sessions and in the framework of promotional 

and informational activities. 

• Motivating, promoting and enhancing safe behaviour 

at work and outside work by expressing approval 

and appreciation of employees who behave in a safe 

way and are committed to increasing safety at their 

workplace. 

• Work Safety as a corporate value – a proposal has been 

prepared to supplement the Key Corporate Values with 

“work safety” in order to promote and encourage safe 

behaviour at work. 

• Increasing employee awareness in this area is a priority 

for the Company. Instead of increasing the number 

of audits, we want to expand the system of counselling 

and training activities. Besides all that, an upgraded 

procedure for reporting accident risks enables the reporting 

person to suggest relevant preventive measures. 

COMMITMENT 

PKN ORLEN will continue reducing the number 

of audits and replacing them with counselling 

and training activities. 

Accidents in 2008–2010 (PKN ORLEN) 

28 

30 

25 

20 

15 

10 

5 

0 

26 

23 

2008 2009 2010 

Incidence rate in 2008–2010 (PKN ORLEN) 

8 

6 

4 

2 

5,5 

5,0 

6,2 

0 

• Introduction of: 

2008 2009 2010 

– anti-electrostatic protective clothing, protective helmets 

and impact goggles, and in the event of evacuation 

– gas masks with filters; 

TRR rate in 2008–2010 (PKN ORLEN) 

– anti-electrostatic and flame resistant clothing; 

– protective shoes: anti-electrostatic, resistant to oil, 

4 

petrols and other organic solvents. 3 

3,2 2,9 3,09 

2 

1 

0 

2008 2009 2010 

45


ORLEN Group regions and companies 

Actions taken by PKN ORLEN are also being gradually 

implemented within the ORLEN Group. The result was 

a drop in the number of accidents in 2010. Most accidents 

were minor and did not cause prolonged sick 

absence. No repetitive accidents, typical of the chemical 

industry, were reported. 

Absence due to accidents at work in 2008–2010 

(PKN ORLEN) 

1000 

800 

600 

952 

996 

789 

It should be noted that concern for safety has resulted 

in reduced accident rates at the ORLEN Group. The current 

level of the TRR rate is comparable to that of other 

international companies from the refinery and petrochemical 

industry. 

400 

200 

0 

2008 2009 2010 

Due to the diversity of operations of the respective 

companies from the ORLEN Group, a HSE management 

system and relevant safety standards have been 

developed. Most companies have implemented and certified 

a HSE Management System in accordance with 

the PN-N-18001:2004 standard. 

Severity rate in 2008–2010 (PKN ORLEN) 

50 

40 

30 

36,6 

43,3 

28,2 

COMMITMENT 

PKN ORLEN will continue to intensify cooperation 

among the ORLEN Group companies, including 

by developing data bases and implementing HSE 

management systems. 

20 

10 

0 

2008 2009 2010 

PKN ORLEN TRR rate in 2000–2010 (PKN ORLEN) 

Category Year ORLEN Group* 

5 

Accidents at work 

2009 85 

2010 73 

4 

Sick absence 

Severity rate 

Occupational diseases 

TRR rate 

2009 3501 

2010 2595 

2009 41.18 

2010 35.55 

2009 0 

2010 0 

2009 4.17 

2010 3.86 

3 

2 

1 

0 

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 

* 

data concerns 22 leading companies from the ORLEN Group. 

46


Safety of service suppliers and outsourced 

contractors 

One of PKN ORLEN’s objectives is to increase safety 

among subcontractors. We undertake various measures 

to achieve to achieve that objective, for example: 

• pursuant to the decision of PKN ORLEN Management 

Board of 11 August 2009, outsourced contractors 

were obligated to implement a HSE Management 

System in accordance with the Polish Standard 

PN–N–18001:2004 Health, Safety and Environment 

Management Systems. Requirements. Since 1 July 

2010, the implementation of this system has been 

one of the selection criteria for outsourced contractors 

of future works at the Production Plant in Płock; 

• we include a “Work safety” clause in contracts with 

outsourced contractors; 



of emergency situations. They ensure protection of people, 

natural environment and property. All the documents 

have been submitted to the local administration authorities, 

i.e. Regional Environmental Protection Inspectorates 

and National Fire Brigade units. 

The Company operates a Process Safety Management 

System based on the nine pillars referred to in Article 

252 of the Environmental Protection Law that guarantee 

protection of people and the environment. That 

system is an element of PKN ORLEN’s overall management 

and organisation system. It implements the Major 

Accidents Prevention Policy (MAPP) applicable to all 

the Company’s facilities and hazard analysis and process 

risk assessment instructions. 

The safety and protection measures applied at PKN ORLEN 

are adequately correlated with the potential hazards. This 

way, we are certain that we ensure an adequate level 

of safety in our technological facilities. 

• we have prepared a Guidebook for outsourced contractors 

and the PKN ORLEN services assisting outsourced 

r contractors; more in o 

• we have improved the monitoring of accidents involving 

outsourced contractors within the premises 

, 

of the Production Plant in Płock; 

• we organise training sessions and we talk to outsourced 

contractors and their employees. 

Technology safety and process safety 

The Production Plant in Płock, the PTA Plant in Włocławek 

and all the Fuel Terminals comply with the requirements 

of the EU Seveso II Directive implemented into the Polish 

Environmental Protection Law in the field of preventing 

major failure. 

In concern for safety, PKN ORLEN has developed and regularly 

updates documents containing systematic solutions 

for prevention of and protection against the effects 

PKN ORLEN performs process hazard analysis and safety 

assessment by using such tools as: Preliminary Hazard 

Analysis (PHA), Hazard and Operability Study (HAZOP) 

and Layer of Protection Analysis (LOPA). They help 

avoid mistakes already at the stage of issuing opinions 

about and recommendations for project plans involving 

the Company’s facilities. The Process Safety Management 

System undoubtedly minimises the risk of failure. 

For example, the very introduction of the HAZOP analysis 

resulted in a drop in the number of failures. 

The principles of process safety are implemented at PKN 

ORLEN at every stage of the functioning of technical 

facilities, beginning with designing through construction, 

operation and modernisation until disconnection and closure. 

The facilities are equipped with modern security 

and protection systems (e.g. monitoring and measuring 

systems, alarms, safety locks, fire safety systems and explosion 

prevention systems). 

47


3.3. Fire Protection 

– In-House Fire Brigade 

As far as safety is concerned, it is of crucial importance 

to prevent fire outbreaks, explosions and release of hazardous 

chemical substances. The PKN ORLEN In-House 

Fire Brigade specialises in fire-fighting and rescue operations 

in industry, especially in regard to chemical, high 

altitude, water and medical rescue. 

The Brigade’s main duties include: 

• organisation and conduction of fire-fighting and rescue 

operations not only at PKN ORLEN sites, but also anywhere 

in the country, within the National Fire-Fighting 

and Rescue System (KSRG) and the Hazardous Material 

Transportation Assistance System (SPOT); 

• monitoring fire and chemical safety of the Company’s 

facilities; 

• ensuring good technical condition of fire-fighting 

and rescue equipment; 

• evaluation and determination of building, installation 

and technological requirements concerning respective 

facilities in accordance with fire protection regulations 

and best available engineering knowhow; 

Jan Szrajber 

PKN ORLEN In-House Fire Chief 

PKN ORLEN In-House Fire Brigade is the largest unit 

of this kind in Poland and Central Europe. In 2001, 

it was incorporated into the National Fire-Fighting 

and Rescue System, which means that the National 

Fire Brigade may also count on its support. 

Our fire fighters are professionals of the highest 

calibre, ready to react wherever their help is needed, 

not only in industrial areas. The professional training 

and experience they have gained through fire-fighting 

and rescue operations, mock drills and training 

on fire training grounds abroad as well as 

the state-of-the-art fire fighting and rescue 

equipment they have access to make our In-House 

Fire Brigade a role model for other fire services. 

Our fire fighters also serve the local communities 

with devotion and courage. During the dramatic 

events of May 2010, a part of our team fought 

with the flood that attacked a part of the Płock 

District, e.g. near Dobrzyków, Jordanów and Wymyśl. 

We apply the latest solutions available in the field 

of fire protection. Many of them go beyond 

the current requirements of Polish legislation. 

Responsibility and concern for safety generate 

innovative solutions and stimulate continuous 

development. 

48


• organisation of training and mock drills at PKN ORLEN 

facilities in Płock attended by intervention services, 

employee teams, National Fire Brigade units and other 

rescue units incorporated in the National Fire-Fighting 

and Rescue System; 

• ensuring operating protection of the facilities of the following 

ORLEN Group Companies: BOP, ORLEN Oil, 

ORLEN Asfalt, ORLEN GAZ. 

PKN ORLEN is always concerned with increasing the safety 

level. This is why the training and development of professional 

rescuers is so important. In 2010, almost 150 tactical 

and practical drills were held. Fire fighters participate 

in specialist courses dedicated to removal of industrial 

leakage, road rescue, water rescue, high altitude rescue, 

qualified first aid or procedures to be followed in case 

of threat of terrorist attacks. 550 chemical rescuers 

participated in specialist training and drills co-organised 

by the In-House Fire Brigade. Our Fire-Fighters are ready 

to react immediately in emergency situations. In 2010, 

they were called out to 125 incidents. 

Fire statistics 2010 

140 

120 

100 

80 

60 

40 

20 

0 

Total local hazards 

92 

including emergency calls 

63 

False alarms 

Total fire outbreaks 

Fire outbreaks in company 

13 20 15 

Fire extinguished before arrival 

of the Fire Brigade 

External Fire outbreaks 

4 1 

125 

Total 

49


3.4. Transport Safety 

– the SPOT system 

PKN ORLEN undertakes various activities to ensure safety 

also beyond the premises of the Production Plant. We are 

actively involved in SPOT, and the In-House Fire Brigade 

manages the National SPOT Centre. 

SPOT is a Polish information and assistance system, 

the purpose of which is to prevent road accidents involving 

hazardous chemical materials or minimise their 

consequences. It is a perfect example of cooperation 

between chemical plants and transport companies handling 

hazardous materials. 

In 2010, assistance within the SPOT system was provided 

in eight incidents. 

Police 

Brzeg Dolny 

Bydgoszcz 

Kedzierzyn 

Kozle 

Wloclawek 

Plock 

Pulawy 

Nowa 

Sarzyna 

Trzebinia 

Tarnow 

Jedlicze 

Oswiecim 

The better trained individual employees are, the higher 

the safety level. Two-day annual HSE and fire protection 

training courses have been introduced for employees 

involved in particularly dangerous work as well as those 

who work in areas where there is a risk of explosion. 

Emergency training and drills are organised for chemical 

rescuers from the respective departments, the In-House 

Fire Brigade and the crew. 

Employee education is supported by interactive materials 

(movies, presentations, the Internet). An e-learning 

training system for the administration personnel was 

implemented and tested in 2010. Training materials 

regar ding good HSE practice are published in the Intranet. 

They concern such issues as e.g., HSE in the chemical 

industry or IT. 

PKN ORLEN’s concern for safety also means that relevant 

measures are taken on a regular basis. Within 

the framework of Work Safety Days (the first Thursday 

of each month), heads of organisational units perform 

a self-check of HSE, fire protection and process safety 

issues. These meetings include also Brief Talks about 

Safety with employees concerning professional hazards 

and self-protection against them. On those days, 

specialists from the HSE Department inspect randomly 

chosen units. 

Płock, the National SPOT Centre 

Signatories of the National SPOT Centre 

3.5. Disseminating 

the idea of safety – education 

Our objective is to continuously develop the work safety 

culture within the Integrated Management System. In order 

to develop ever better training programmes, PKN ORLEN 

applies the principle of behavioural safety, which involves 

promoting safe behaviour and modelling risky behaviour. 

The forms, methods and scope of HSE training programmes 

are tailored to the specific character of individual jobs. 

COMMITMENT 

PKN ORLEN will continue its activities related to educating 

and motivating employees and outsourced 

contractors. The following initiatives are planned: 

• Safety Open Day; 

• work safety promotion programme – a HSE 

competition. 

50

4. 

ENVIRONMENT 

4.1. 

4.2. 

4.3. 

4.4. 

4.5. 

4.6. 

4.7. 

4.8. 

4.9. 

4.10. 

PKN ORLEN activities 

and their impact 

on the climate and environment 

Climate changes – challenges 

In the heart of Poland 

Water and wastewater management 

Waste 

Greenhouse gas emissions 

Expenditure and investments 

in environmental protection 

Together, we change the world 

Responsible Care 

Green Company 

Responsible production

PKN ORLEN activities and their impact on the climate and environment 

ENVIRONMENT 

PKN ORLEN activities 

and their impact 

on the climate and environment 

4.1. Climate changes – challenges 

Adam Czyżewski 

Chief Economist at PKN ORLEN 

Climate changes concern the entire globe rather than 

individual continents or countries. Preventing climate 

changes requires coordination of climate policies 

on a global scale. Socially acceptable solutions are 

developed through international negotiations. Poland 

is involved in climate negotiations at the EU level, 

and the EU represents its Member States at international 

climate summits. Polish Presidency of the Council 

of the European Union obliges us all to pay particular 

attention to shaping the EU’s new climate architecture 

in such a way that it has coherent objectives 

and is achievable in terms of safe financing, and acceptable 

for all the Member States. 

As it is, climate policy is shaped in the process of multilateral 

negotiations which start on the national level 

before they move to the international arena. The national 

level of negotiations is a very important link 

in the climate process, since this is where negotiation 

mandates are established, determining the framework 

within which Government delegations will operate 

during international negotiations. Due to the fact 

that any arrangements made on the international 

level have to be implemented by the respective countries, 

each local entity has the right to express their 

opinion on the desired direction of changes in climate 

and to actively participate in the process of developing 

an official negotiating stance on the national level. 

In 2010, PKN ORLEN strengthened its position 

of the leader in environmental protection. However, 

we must not forget that the years to come will bring 

major changes in the broadly understood chemical 

industry. The new Community legislation that is about 

to enter into force requires ever more restrictive solutions 

in the area of enviro nmental management. 

Companies from the energy sector (in the broad meaning 

of the term), whose practical know-how related 

to the possibilities and costs of adapting to climate 

challenges may serve the negotiation process, play 

a particularly important role here. Shaping the future 

EU climate policy is the domain of the Government. 

However, the government does not act on its own 

behalf. Instead, it represents companies which create 

jobs and households that, in the end, will pay the costs 

of climate policy. PKN ORLEN, as an operator to whom 

the energy and climate policies apply may – and should 

– influence their future shape. The best way to make 

use of the potential of economic and business knowhow 

concerning climate change policies and their 

impact on the economy and business is to participate 

in the public debate. 

52


One important challenge that faces the chemical industry 

are the assumptions of the Climate Package, such 

as the assumed reduction of greenhouse gas emissions 

and energy consumption by businesses. Despite the transition 

periods that the Polish Government succeeded 

in negotiating, it will be very difficult for chemical processes 

which inherently generate high energy consumption 

and, consequently, high emissions, to comply with 

the assumptions of the Climate Package. Beginning with 

2013, Poland and nine other Member States of the EU 

will be allowed to allocate free-of-charge only a portion 

of greenhouse gas emission allowances to its energy 

sources. 

The number of free-of-charge emission allowances to be 

allocated to the respective power plants will be calculated 

by Governments of the EU Member States in relation 

to technologies that emit the least pollutants in the process 

of generating electricity from the respective fuels, 

such as gas or coal. 

However, beginning with 2020, Polish power plants will 

be forced to buy all their emission allowances at auctions. 

This will undoubtedly affect energy prices. The chemical 

companies are forced to buy most of the energy they 

consume on the market, and even if they have – like 

PKN ORLEN – their own energy sources, they have to pay 

for emission allowances for those sources. The chemical 

industry is preparing to function in the new settings, 

which in many cases can be detrimental to competitiveness. 

Measures are being taken to reduce energy 

consumption, use biomass as fuel, etc. However, they 

are not sufficient. We will need decisions and actions 

concerning replacement of the basic energy sources to be 

taken on the country level. The obligation to reduce 

greenhouse gas emissions applies not only to energy 

sources. Beginning with 2013, practically all chemical 

plants will have to participate in the emissions trading 

scheme. For those of them which might otherwise be 

forced to move their production outside the EU, a protective 

mechanism has also been prepared in the form 

of free-of-charge allocation of emission allowances. 

However, the volume of those allocations will promote 

only low emission technologies. Those plants that do not 

meet the emission indicators will have to buy their emission 

allowances, which will make their products less 

competitive. All those measures are aimed at reducing 

greenhouse gas emissions caused by energy generation 

and refinery and chemical production processes. 

Another courageous step towards setting the objectives 

of modernising and reducing the burden of industry, 

including the chemical industry in Europe, was the entry 

into force of the Directive 2010/75/EU of the European 

Parliament and of the Council on industrial emissions 

– the Industrial Emission Directive (IED). The provisions 

of the Directive concerning new conditions associated 

with obtaining an integrated permit that systematically 

regulates not only all the conditions of exploiting the environment 

(emissions, resources), but also the principles 

of production processes, must be transposed to the Polish 

legal system by 7 January 2013. For more than 3,000 

Polish plants that are obliged to have an integrated 

permit, it will be a sort of an environmental permission 

to conduct their business. 

What is important now is the form of transposing the provisions 

of the IED Directive to the national legislation, especially 

the revision of the Environmental Protection Law. Our 

previous experience shows that during the transposition 

r m s 

of the EU laws the Polish legislator tends to adopt provisions 

more restrictive than those in the underlying Directives, 

thus reducing the competitiveness of our companies. 


Full text of the Directive 2010/75/EU of European Parliament 

For more and of i the formation Council on isitindustrial 

emissions 

http://eur-lex.europa.eu/ 

Climate package: 

www.europarl.europa.eu/sides/ 

53


4.2. In the heart of Poland 

Arkadiusz Kamiński 

Environmental Protection Office Director 

The chemical industry cannot exist without power 

engineering: both professional and industrial 

combined heat and power plants. From their 

perspective, the new Directive imposes particularly 

tough requirements in terms of emission standards 

for: SO 2 

, NOx, CO and particulates. 

In order to adapt the PKN ORLEN Combined Heat 

and Power Plant to the new requirements 

that will enter into force in 2016, calls 

for tenders for the construction of an exhaust gas 

desulphurisation unit and an exhaust gas catalytic 

denitrogenation unit have been announced. 

Reducing emissions and impact to the conditions 

determined in the conclusions of reference 

documents describing the best available techniques 

(BAT) will be a major challenge. In our Company, 

the process of introducing technological improvements, 

emission reductions and better utilisation 

of raw materials has been going on for years. 

Because of that, the new requirements do not 

mean that the Company has to cross a huge gap, 

but rather that it has to continue investing 

in adapting its technology to the growing 

requirements. 

The environment in which we operate is extremely 

important for us. Even though the PKN ORLEN Production 

Plant is not located in protected areas or in direct 

vicinity thereof, its impact zone includes landscape 

parks and nature reserves. All initiatives undertaken 

by the Company are aimed at ensuring the highest 

possible environmental neutrality of production, storage 

and distribution processes. Production installations 

do not exert a significant impact on biodiversity thanks 

to procedures that guarantee safe exploitation and adherence 

to permissible emission parameters. The same 

applies to products, which are properly used thanks 

to material safety data sheets. 

Compliance of processes with environmental permits was 

verified twice by representatives of the Marshal’s Office 

of the Mazowieckie Voivodeship in Warsaw. No noncompliance 

was reported. Besides, 9 inspections were 

conducted by the services of the Mazowieckie Voivodeship 

Environmental Protection Inspectorate, as a result of which 

one post-inspection order was issued and complied with. 

In 2010, no accidental release of hazardous substances 

was reported at the Production Plant in Płock that could 

affect human life, soil, vegetation, water reservoirs 

or underground water. 

54


4.3. Water and wastewater 

management 

Water or m re as a ormatio technological , visi medium is used in many 

ways in the production process. For example, it is used 

as a coolant or charge for the production of steam 

r i a , s 

in the CHP. It is also used for fire-fighting purposes. 



The Vistula River is a natural water source for the Production 

Plant in Płock. This is where the water intake 

r i : 

with a pumping station to transport water to the Plant 

is located. PKN ORLEN has a separate water permit for 

the uptake of surface water and ground water for the entire 

Production Plant in Płock – decision of the Governor 

of Mazowieckie Voivodeship, ref. no. WŚR-P.6811/1/03 

of 22 December 2003 allowing: 

• uptake of surface water from the Vistula – valid until 

31 December 2013; 

• uptake of ground water from the water intake 

in the “Biała” region – 8 wells – valid until 31 December 

2013. 

Despite the growing number of production facilities 

and the growing volume of oil processing, water uptake 

from the Vistula River remains practically unchanged. 

This is possible thanks to the constant modernisation 

of production facilities and increasing their energy efficiency. 

Wastewater management is also improving. 

It is possible to e.g. reuse a part of treated production 

wastewater in the industrial water network. 

The Central Wastewater Treatment Plant (CWTP), where 

wastewater from the Production Plant is delivered by four 

wastewater systems, treats wastewater until it complies 

with the parameters established in the integrated permit. 

There are also 21 local pre-treatment plants linked with 

respective units. They play an important role in reducing 

pollution in wastewater delivered to the CWTP. 

In 2010, we reported an increase in the volume of wastewater 

discharged to the Vistula by appr. 12.4%. This 

was due to a 28% increase in the delivery of rainwater 

and drainage water to the CWTP as compared to 2009 

due to heavy rains and a high ground water level. 

Volume and type of water uptake in 2008-2010 

Parameter 

2008 2009 

2010 

Up/Down trend 

[%] 

Water uptake from the Vistula 

[m 3 ] 

22,991,953 

22,448,565 

22,785,313 

1.5 

Water uptake from deep 

water well [m 3 ] 

513,000 

489,000 

509,000 

4.1 

Volume of reused water [m 3 ] 

2,643,956 

4,196,598 

4,139,784 

- 1.4 

Drainage from the desalting 

of blocks for industrial 

and fire-fighting water [m 3 ] 

1,261,677 

1,311,230 

1,315,784 

0.3 

55


For the last 14 years, the Company has been implementing 

a “Method for wastewater treatment for industrial 

purposes” developed 

n 

by the 

: 

Water and Wastewater 

Treatment Institution. It consists in closing the water 

and wastewater circuit and generating industrial water 

f , 

from treated wastewater. 

4.4. Waste 

In 2010, we reported a 1.6 k Mg increase in the amount 

of generated sewage compared to 2009. The excess waste 

was generated mainly by works related to disassembly 

and investment projects performed in 2010. 


The 2009 Corporate Responsibility Report, pp. 63-64 

Quantity and quality of wastewater discharged in 2008–2010 

Parameter 

2008 2009 

2010 

Up/Down trend 

[%] 

Wastewater discharge 

to the Vistula [m 3 ] 

12,381,024 

11,351,599 

12,757,779 

12.4 

COD load in wastewater 

discharged to the Vistula 

[kg/y] [m 3 ] 

676,524 

726,812 

889,310 

18.3 

Comparison of the amounts of waste generated in 2008–2010 

[’000 Mg] 

12 

10 

8 

6 

4 

11,9 

9,4 

7,8 

10,7 

7,8 

6,2 

7,6 

4,6 

3,1 

2008 2009 2010 

4,3 4,7 4,8 

2 

0 

Total waste 

Recycled 

Non-hazardous waste 

(excl. municipal waste) 

Hazardous waste 

56


The recycled waste ratio has remained stable at approx. 

80% of total generated waste over the last few years. 

Of the 4.8 k Mg of hazardous waste generated in 2010, 

3.8 k Mg was recycled outside Poland, 0.5 k Mg was 

collected by domestic operators and the other 0.5 k 

Mg was stored. 

In 2010, PKN ORLEN, in accordance with the relevant 

decision, collected waste in the warehouses pertaining 

the Plant. The waste collected in 2010 amounted 

to 115 Mg. 

In 2010 we generated 4.6 k Mg of non-hazardous waste 

(other than municipal waste). 

Amount of waste generated in 2008-2010 

Waste 2008 2009 2010 

Total generated waste: 

including: 

11.9 

7.8 

9.4 

- hazardous waste 

4.3 

4.7 

4.8 

- other waste (excl. municipal waste) 

7.6 

3.1 

4.6 

Waste disposal methods in 2008-2010 

Waste 2008 2009 2010 

Recycled 

10.7 

6.2 

7.8 

Total neutralised waste 

including: 

0.5 

0.8 

0.7 

- thermal 

0.3 

0.5 

0.5 

- stored 

0.2 

0.1 

0.2 

- other 

0.0 

0.2 

0 

Stored waste 

0.7 

0.8 

0.9 

57


In the reported period, PKN ORLEN did not recycle iron 

sulphate or iron (III) sulphate. 

Transfer of hazardous waste in 2010 was as follows: 

• domestic transport: 

– for recycling – 154.790 Mg, 

– for neutralisation – 584.952 Mg, 

• to other countries for recycling – 4,128.937 Mg. 

This applied both to waste generated in 2010 and waste 

stored from previous years. 

4.5. Greenhouse gas emissions 

In the National CO 2 

Emission Allowance Allocation Plan for 

2008 – 2012, PKN ORLEN received the total of 32,895,735 

allowances for the Refinery, CHP and Petrochemical 

Cracking units operated by the Company. 

Utilisation of the allocated allowances is calculated based 

on reports made as for 31 December 2010 and verified 

by an authorised auditor. 

Even though emissions from the CHP units exceeded 

the amount of allocated allowances, the missing allowances 

may be transferred from the units that have excess 

allowances. Consequently, PKN ORLEN will avoid buying 

the missing allowances on the market. 

In 2010, the Company obtained decisions modifying 

the permissions to participate in the CO 2 

emission allowance 

trading scheme for the CHP and Refinery units – valid 

until 14 December 2019. The modification concerned 

the CO 2 

emission monitoring method. 

Emissions from the respective units owned by PKN ORLEN in 2010 

Installation 

Allowance 

allocation 

in 2010 

Actual 

emission 

in 2010 

% of allowances 

used in annual 

scale 

Remaining 

allowances 

CHP 

Refinery 

Petrochemical cracking 

Total for PKN ORLEN 

3,358,958 3,360,762 100.05 -1,8204 

2,161,551 2,021,453 93.52 140,098 

1,058,638 771,024 72.83 287,614 

6,579,147 6,153,239 93.53 425,908 

58


The Petrochemical Cracking unit – Olefins II – has a permit 

valid until 31 December 2017. 

Emission of major pollutants by the Płock 

Production Plant in 2000-2010 

GHG emission is generated from units which handle 

processes covered by the CO2 emission allowance trading 

scheme: 

• fuel combustion in fuel combustion units (CHP); 

• combustion in the elements of the Refinery units, 

in particular in: 

– furnaces, 

– flares, 

• refinery processes: 

– hydrogen production, 

– catalyst regeneration, 

– decoking of furnace chambers (pipes), 

• F combustion more information, the production visit of propylene and ethylene 

in petrochemical cracking process (Olefins II). 

45 

40 

35 

30 

25 

20 

15 

10 

5 

0 

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 

Calculation of emissions 

Total emission Sulphur dioxide Total 

(excl. CO 2 ) 

hydrocarbons 



Emission of NOx, SOx and other major pollutants emitted 

to the air, by type and weight. 

Emission of selected substances in 2008–2010 

Pollutant 

Volume of emission [Mg] Up/down trend compared to 2009 

2008 2009 2010 [Mg] [%] 

Sulphur dioxide 20,444.59 20,975.23 22,381.42 1,406.19 6.70 

N trogen monoxide 

(as per nitrogen dioxide) 

6,821.48 7,124.27 8,460.74 1,336.47 18.76 

Carbon monoxide 812.16 1,010.87 1,309.07 298.20 29.50 

Total hydrocarbons 1,384.01 1,238.12 1,412.07 173.95 14 05 

Fuel combustion particulates 453.34 399.75 509.65 109.90 27.49 

Carbon dioxide 6,158,959.11 6,126,894.42 6,351,440.32 224,545.90 3.67 

Other pollutants 270.71 370.05 370.98 0.93 0.25 

Total pollutant emission 6,189,145.40 6,158,012.71 6,385,884.25 227,871.54 3.70 

59


In 2010, we reported a minor increase in pollutant emission 

compared to 2009. Higher emission of SO 2 

, NOx 

and particulate matter was generated mainly by the emitters 

of the CHP. Increased emission of gas pollutants 

was due to intensified operation of the CHP processes 

caused by periods of extreme weather conditions in winter 

months as well as the fuel structure. Increased emission 

of particulate matter was mainly due to a higher ash 

content in the combusted fuel. 

The growth in carbon monoxide was generated by the Hydrogen 

Sulphide Disposal unit, which was primarily due 

to a higher demand for hydrogen sulphide gases. Another 

reason was the intensified operation of post-combustion 

furnaces at the Hydrosulfreen unit and changing the composition 

of post-combusted chimney gas and fuel gas. 

Despite the increase, emissions remained within the limits 

established in the integrated permit. 

Pollutant emission measurements 

Ongoing measurements: 

• conducted at 3 emitters at the CHP; 

• measurements concerned emission of: SO 2 

, NOx 

(NO 2 

), particulates. 

Periodic measurements: 

• in 2010, pollutant emission was measured 84 times 

at the emitters of the PKN ORLEN Production Plant 

in Płock, 62 of which were mandatory measurements. 

The results were submitted to the Regional Environmental 

Protection Inspectorate and to the Marshal’s 

Office of Mazowieckie Voivodeship; 

• emission measurements were carried out at emitters 

covered by the integrated permit twice during 

the year, once in each half-year; 

• the scope of periodic emission measurements covered 

(depending on the emitter) the following pollutants: 

SO 2 

, NO 2 

, NOx (NO 2 

) CO, particulates, H 2 

S, aliphatic 

hydrocarbons, aromatic hydrocarbons: benzene, toluene, 

xylene, cumene. 

Emission measurements around the Production Plant 

in Płock 

On 1 January 2010, the air monitoring system applied 

at PKN ORLEN was reorganised. Following consultations 

with the Regional Environmental Protection Inspection 

in Warsaw, emission measurements at the Maszewo 

and Trzepowo stations were discontinued. Currently, 

the corporate monitoring network includes only one 

station located outside the fenced premises of the Production 

Plant in Płock (at Junior High School no. 5). 

Location of automatic air monitoring stations around the PKN ORLEN Production Plant 

Nowe 

Trzepowo 

Nowa Biała 

Trzepowo 

Stare 

Trzepowo 

I Łukasiewicza 

Maszewo 

Duże 

559 

W. Zgienieckiego 

Chemików 

Kolonia 

Biała 

Okólna 

Krzywa 

Sierpecka 

Długa 

60 

552 

Maszewo 

Szpitalna 

Dobrzyńska 

552 

559 

Medyczna 

559 

Gimnazjum nr 5 

60 

Bielska 

Fabryka Maszyn 

Kostrogaj 

O 3, CO, SO 2, NO 2, BTX 

60


In 2010, PKN ORLEN performed the following measurements 

of air pollutant emissions: 

• Junior High School no. 5 – emission of O 3 

, CO, SO 2 

, 

NO 2 

, BTX. 

It should be noted that the station at the Junior High 

School no. 5 monitors the most densely populated area 

in direct vicinity of the Plant. 

Parameter 

Ozone [µg/m 3 ] 

NO 2 

[µg/m 3 ] 

SO 2 

[µg/m 3 ] 

CO [µg/m 3 ] 

Monitoring station 

Concentration 

Admissible values* 

Junior High School 

no. 5 

max D8 159.6 120 1 

No. of days of exceeded D8 21 25 days 

average annual concentration 52.4 --- 

max D1 126.3 200 

number of excess D1 0 18 times 

average annual concentration 11.5 40 

max D1 168.2 350 


max D24 63.7 125 


average annual concentration 9.3 20 

max D8 1,744 10,000 

number of excess D8 0 --- 

average annual concentration 346 --- 

H 2 

S [µg/m 3 ] average annual concentration --- 5 

Total hydrocarbons with methane [mg/m 3 ] average annual concentration --- --- 

Benzene [µg/m 3 ] average annual concentration 2.43 5 

* acc. to the Regulation of the Minister of Environment of 3 March 2008 (Journal of Laws /Dz. U / No.47, item 281) 

1 

target level – achieved in 2010 

D8 – 8-hour rolling average 

D1 Ý 1-hour average 

D24 – 24-hour average 

The admissible average annual concentration outside 

the premises of the Plant was not reported for any 

of the pollutants. 

constituted 20.93 % of total expenditure incurred on implementation 

of investment projects at the PKN ORLEN 

Production Plant in Płock in 2010. 

4.6. Expenditure and investments 

in environmental protection 

In 2010, capital expenditure on tasks related to environmental 

protection at the PKN ORLEN Production Plant 

in Płock amounted to PLN 148.12 mn, which is appr. 23% 

less compared to 2009, due to completion of a number 

of projects. Capital expenditure on environmental projects 

COMMITMENT 

Over the next seven years we plan to implement 

other energy and environmental projects worth PLN 

1.4 bn. The purpose of the programme is to continue 

the measures already taken by the Company to protect 

the environment and to increase the power 

output and balance PKN ORLEN’s energy demand. 

61


Environmental fees charged on the Production Plant 

in Płock for air emission and the volume of wastewater 

discharge went up in 2010. 

Reasons for increased fees for air emissions: 

• fuel quality changed, and average sulphur content 

in oil and heating gas went up, 

• a new production unit – Hydrogen Production Plant 

II – was put into operation, 

• more fuel was combusted in winter due to low temperatures. 

The higher fees for wastewater discharge are mainly attributable 

to high rainfall and the high ground water level. 

Environmental fees charged on the Production Plant in Płock 

Type of fee 

Aggregate fee [PLN] Up/down trend compared to 2009 

2008 2009 2010 [PLN] [%] 

Total 16,572,326.63 17,226,918.00 19,644,093.00 2,417,175.00 14.03 

Emission fees (including transport)* 14,784,628.49 15,461,484.00 17,679,435.00 2,217,951.00 14.35 

Water uptake fees 1,085,833.47 1,082,459.00 1,146,012.00 63,553 00 5.87 

Wastewater discharge 701,866.67 682,975.00 818,646.00 135,671 00 19.86 

The amount includes fees for CO 2 

emission allowance allocation. 

Environmental fees charged on the Production Plant in Płock in 2009–2010 

[PLN mn] 

20,00 

15,00 

17,23 

19,64 17,68 

16,57 

15,46 

15,46 

2008 2009 2010 

10,00 

5,00 

0 

1,09 1,081,15 0,7 0,680,82 

Total Emission Water uptake Wastewater 

62


4.7. Together, we change the world 

PKN ORLEN consequently undertakes measures aimed 

at environmental protection. The milestones: 

• in 1999, two nest boxes were fixed on chimneys 

of the Combined Heat and Power Plant and the Claus 

Unit; 

• in 2000, the Company started cooperation with 

the ”Peregrine Falcon Restitution in Poland” Programme 

Board, which changed name to FALCON 

Society for Wild Animals in 2002; 

• the first birds hatched in 2002. 

Find a falcon! 

http://webcam.peregrinus.pl/pl/telemetria-satelitarna 

More birds hatched in 2010. Four peregrine falcon chicks 

were seen in the nest boxes on the CHP chimney. 

The Polish Red Book of Animals lists the peregrine falcon 

as CR – critically endangered species. 


www.peregrinus.pl 

Mr Sławomir Sielicki, a falconer and the Chair of the FAL- 

CON Society for Wild Animals, ringed young females 

with yellow ornithological rings. Rings are put on birds 

that hatch in municipal and built-up areas. They also 

wear blue bird-watching rings displaying large letters 

and digits. This way, information may be read from 

large distances with the help of field glasses. It is very 

likely that the parents of the new chicks are the couple 

which settled at ORLEN’s premises in 2002. Since then, 

29 chicks were born at ORLEN. 

4.8. Responsible Care 

Since 1997, PKN ORLEN has participated in the Responsible 

Care Programme (RC). In 2010, we completed 

the process of implementing the Framework Responsible 

Care Management System. An audit of the system, conducted 

at the turn of 2010 and 2011, confirmed that 

the level of the implementation entitled the Company 

to apply for a certificate to the Programme Board. 

What was new this year was that two females were 

provided with small satellite emitters that send radio 

signals to the satellite. The information received from 

the emitter makes it possible to determine the bird’s 

whereabouts with 1 km precision. Satellite emitters 

also enable tracking young peregrine falcons in order 

to analyse the routes of their migration and the areas 

they occupy in the first years of their life. 

In 2010, the Company implemented 43 tasks associated 

with all areas of the RC Programme and completed 

28 of 

m 

them. 10 

o m 

of those 

i , 

tasks 

i : 

are in progress and will 

be continued in 2011. Out of the remaining five tasks, 

whose status was determined to be “incomplete”, two 

, i 

were once again proposed for implementation in 2011. 



63


4.9. Green Company 

Environmental awareness is present in PKN ORLEN’s dayto-day 

operations at all levels of the Company. The CEO, 

Jacek Krawiec, has received a Polish Environmental Partner 

Certificate from the National Environmental Council. 

The Production Plant in Płock has started implementing 

a municipal waste segregation system directly 

at the places where the waste is generated (offices, 

conference rooms, kitchen, staff rooms). The system 

is being gradually introduced in the Company’s facilities. 

During the first stage we provided: 

• 411 different colour containers for PAPER, PLASTIC 

and GLASS; 

• 5 “REBA – small cylinder” containers for used batteries; 

• 277 small rectangular cuboid containers for used 

batteries; 

• 12 1.1 m 3 collective containers. 

The volume of segregated municipal waste has grown, 

and consequently the volume of waste dumped at landfills 

has reduced. This, in turn, translates into lower waste 

management-related environmental fees. 

4.10. Responsible production 

Our employees learn how to be green every day during 

environmental training sessions. We organise a very 

popular “Catch the Hare” competition. The purpose 

of the competition is, above all, to raise environmental 

awareness and sensitivity among our employees. 

We use e-invoices for fuel wholesale transactions in Poland. 

The application of the electronic data exchange 

system has significantly reduced paper consumption 

in our Company. Other advantages of the include cost 

reduction, time saving, easier storage and browsing 

of documents as well as unlimited, safe and quick access 

to invoices at any time and place. Currently, more than 

60% of invoices are generated electronically. 

In 2010, the Company continued implementing investment 

projects aimed at limiting the impact exerted 

by the Production Plant on the respective environmental 

components initiated in the previous years. These projects 

included the construction of the HON VII unit (Diesel Oil 

Hydrodesulphurisation Unit) and the related infrastructure, 

the construction of the Claus II unit and the related 

infrastructure, and the reconstruction of the CHP fuel 

system. Moreover, we continued the replacement of pilot 

burners at the main torch burners with energy efficient 

burners, and the alteration of process filling in wet cooling 

towers in the cooling system. 

The HON VII unit was launched in November 2010. 

The unit allows to increase the production of low-sulphur 

components for production of high-quality diesel oil 

and light heating oil. Another effect is the increased 

production of diesel oil – by appr. 1 mn tonnes a year. 

Once the PX/PTA complex is launched, crude oil processing 

at the units in Płock will increase. 

64


The new paraxylene unit, launched in 2011 at the Production 

Plant in Płock, uses very high quality charge. Therefore, 

in 2010, the Company constructed and launched a new 

ORP (Olefins Removal Process) system at the V Reforming 

Unit. 

Piotr Giżyński 

Head of the Process Department 

Despite the adverse economic conditions with which 

the companies are forced to cope now, we can say 

that 2010 was a good year. The Diesel Oil Hydrodesulphurisation 

Unit HON VII that we launched will 

enable us to increase the pool of low sulphur 

diesel oil and heating oil. Meanwhile, the launch 

of the Paraxylene Plant, a part of the high-tech PX/ 

PTA complex, is a strategic project for the development 

of the Polish petrochemical industry, both 

in regard to the invested capital and the scale 

of production and the application of state-of-the-art 

technologies, which are unlike anything that has 

been used in Poland until now. The construction 

of the new PX/PTA units by PKN ORLEN is an example 

of cooperation and exchange of know-how 

between specialists from Poland, Japan, the USA 

and Italy which is unique on the national level. 

Consequently implemented monitoring of key 

parameter indicators enables a more effective 

on-going evaluation of the operation of production 

units and at the same time constitutes a basis 

for future decision making. 

The currently implemented energy programme will 

yield higher efficiency of the units and higher 

power output, which will enable balancing 

the Company’s energy demand. 

Another important event was also the commencement 

of construction works of a new gas turbine powered 

by natural gas – “blue fuel” characterised by the lowest 

emission indicators. 

In 2010, the Płock refinery processed 14,452,000 tonnes 

of oil. 

On 8 March 2010, a foundation act for construction 

of the most high-tech steam boiler used in industrial 

power engineering was signed. This event inaugurated 

a long-term Programme of Environmental and Power 

Engineering Investment Projects at the Production Plant 

in Płock. Construction of a steam boiler of the capacity 

of 300 MW is to be completed in the 2nd quarter of 2012. 

The purpose of the programme is to protect the environment, 

increase the power output and balance the energy 

demand, while at the same time reducing by appr. 90% 

emissions from the CHP. Investment projects worth PLN 

1.4 bn will be implemented over the next few years. These 

are, among others, the construction of a boiler of the capacity 

of 300 MWt accompanied by the first Polish exhaust 

gas denitrogenation unit, and the construction of units 

which will adapt the other boilers at the CHP to the new 

emission standards that will be required in the future, 

i.e. an exhaust gas desulphurisation unit, an exhaust gas 

catalytic denitrogenation unit and electrofilters. 

The programme will yield higher efficiency of the units 

and higher power output, which will enable balancing 

the Company’s energy demand. Moreover, it will enable 

a very cost-effective utilisation of various low quality fractions 

of gudrons and oils, even those with high sulphur 

content, as fuel for power generation, with much lower 

emission of gas and particulates from the Płock power 

engineering facilities than currently. 

65


Energy consumption in 2010 

Description UoM 2010 performance 

Crude oil processing Mg 14,452,000 

Gudron consumption – only EC, and it is partly heating oil 

Mg 936,482 

GJ 38,296,482 

Heating oil consumption 

Mg 

GJ 

Mg 

136,369 only EC 

Fuel gas consumption 

GJ 

6,644,100 only EC 

(incl. natural gas) 

Mg 

GJ 

Diesel fuel consumption in PZC 

Mg 410 

GJ 17,547 

Electric ty purchase 

MWh 51,333 

GJ 184,801 

Heat energy purchase GJ 361,906 

Total consumption of fuel and purchased energy 

GJ 

Electricity sale 

MWh 585,783 

GJ 2,108,819 

Heat energy sale GJ 4,630,310 

Heat energy production in PZC boilers (gross) GJ 41,759,439 

Heat uptake in steam by the Industrial Complex 

(from PZC + purchase from Polyolefin and Asphalts) 

GJ 24,529,738 

Heat consumption in hot water 

GJ 2,606,851 

including: – the c ty 

GJ 2,308,912 

– Industrial complex + external recipients 

GJ 297,939 

Supply to steam network from production units GJ 5,268,836 

Heat production in waste heat boilers GJ 18,220,263 

Electricity production MWh 2,076,295 

Electricity consumption (Industrial Complex + PZC) MWh 1,541,845 

Production volumes of selected refinery products at the Production Plant in Płock, in ‘000 tonnes 

2009 

2010 

Dynamics 

2009/2010 

Crude oil processed 14,526 14,452 -1% 

Total petrol 3,055 2,736 -10% 

Total diesel fuel 5,330 5,359 1% 

Ekoterm Plus heating oil 790 699 -12% 

Aviation fuel 291 394 35% 

Propane-butane fraction (LPG) 210 241 15% 

Total fuels 9,676 9,429 -3% 

Fuel output (%) 66.61 65.24 -1.37 pp 

Output of white products (%) 78.08 78.19 0.11 p.p. 

66


In order to increase the output of the most valuable 

products (depending on the current market situation), 

the Production Plant in Płock implements advanced 

process control systems. 

In the autumn of 2010, the Company completed 

the construction of a modern heat recovery steam boiler 

at the Fluid Catalytic Cracking II (FKKII) unit for technological 

gas cooling. The energy recovered in this way 

is used to produce 4 MPa technological steam. 

The Company has independently developed several 

tools to monitor certain key indexes such as: EII energy 

index, MA (mechanical availability index), OA (operational 

availability) index, PU (plant use) index. Data collected 

in this way is used for ongoing operational assessment 

of used assets. It is also an indicator to be considered 

in current and future decisions. These activities form a part 

of the Company’s Fuel Studies conducted by Solomon 

Associates, which are aimed at assessing the Company 

from the perspective of competitiveness on the world 

refinery market. 

Pro-environmental effects in terms of fuel production 

All types of petrol produced at PKN ORLEN contain 

a combination r mo e in r of a the io best visit quality purifying additives, 

whose main component is a detergent that guarantees 

compliance with the highest criteria of intake valve 

a , 

cleanliness established in the World-Wide Fuel Charter. 



In late November 2010, the Company launched 

the production of a new type of base petrol containing 

1.2 %(V/V) of a bio-component: ethyl tert-butyl 

e n m t , v 

ether [BB95E1.2] compliant with the corporate standard 

ZN-ORLEN 43:2010, and alcohol petrol ES95A 4.8 E 1.2 

on the basis of the same standard, compliant with 

the PN-EN 228:2008 standard and the Regulation 

of the Polish Minister of Economy of 9 December 2008. 

Quality and range of motor fuels in 2009-2010 

Product range 

Eurosuper 95 

Eurosuper 95 

w th EETB 

Super Plus 98 

w th EETB 

Eurosuper 95 

w th Ethanol Płock 

Prod. Plant*) 

Eurosuper 95 w th 

Ethanol 

Storage Facilities 

VERVA 98 

Storage Facilities 

Average content 

of substances 

in motor fuels 

Production 

volume 

[Mg] 

Average 

sulphur content 

[% weight] 

Benzene 

content 

[% V/V] 

Ethanol 

content 

[% V/V] 

ETBE 

content 

[% weight] 

2009 140,689 0.0007 0.77 - - 

2010 172,090 0.0009 0.67 - - 

2009 778,178 0.0008 0.80 - 8.53 

2010 592,611 0.0009 0.67 - 9.68 

2009 295,200 0.0008 0.66 - 10.56 

2010 239,863 0.0008 0.55 - 10.26 

2009 917,906 0.0008 0.74 4.89 - 

2010 771,602 0.0008 0.61 4.89 - 

2009 920,024 0.0008 0.74 4.84 - 

2010 969,892 0.0008 0.61 4.83 - 

2009 128,233 0.0008 0.66 - 10.56 

2010 119,045 0.0008 0.55 - 10.26 

2009 0.0008 0.62 1.39 4.24 

2010 0.0008 0.61 1.38 4.31 

* Including the total of 61,557 t of ethyl-alcohol petrol since 29 November 2010. 

67


Share [%] of individual types of petrol in the entire petrol production in 2009-2010 

Petrol type 2009 2010 

Unleaded petrol 95 

Unleaded petrol 98 

VERVA 98 

86.69 

9.28 

4.03 

87.47 

8.38 

4.15 

Production of the purest components of green petrol in 2009-2010 [Mg] 

Component type 2009 2010 

ETBE 

Alkylate 

Isomerizate 

97,853 

115,323 

477,458 

89,125 

108,192 

463,798 

Ether share [%] in unleaded petrol (Eurosuper 95, Super Plus 98, VERVA 98) in 2009–2010 

2009 2010 

Content 

Unleaded petrol: 

– Eurosuper 95 

– Super Plus 98 

– VERVA 98 

Unleaded petrol: 

– Eurosuper 95 

– Super Plus 98 

– VERVA 98 

ETBE 9.55 

9.97 

68


In 2010, PKN ORLEN produced the following types 

of diesel oil: 

“Super” urban diesel oil is used in road transport, 

mainly in public transport, in big urban agglomerations 

and environmentally protected areas. Usage of this kind 

of fuel is associated with lower emission of particulates, 

which was achieved by selecting components that guarantee 

the right distillation parameters. 

Ekodiesel Ultra diesel oil is top quality diesel fuel that 

meets the strictest quality and environmental requirements 

for For diesel more informatio fuels the , European v sit Union Member States. 

In the diesel oil group, the Ekoterm Plus heating oil 

is a r mo top-quality, e n o modern at o , v and s t safe energy source. 



Range and quality of diesel fuel 

Production volume [Mg] 

Sulphur content [% weight] 

Product range 2009 

2010 2009 2010 

Ekodiesel Ultra* 

excl. ON diesel stored in salt caverns 

ONM Super 

5,179,475 5,238,677 0.00082 0.00078 

114,977 108,387 0.00046 0.00036 

* Including ON Verva diesel oil. 

69


Range and quality of heating oil 

Production volume [Mg] 

Sulphur content [% weight] 

Product range 2009 

2010 2009 2010 

Ekoterm Plus heating oil 

Heavy heating oil C-3 

Heavy heating oil 1 

Furnace oil for industrial 

process furnaces 

753,387 699,047 0.060 0.054 

930,999 960,788 2.00 2.19 

27,734 17,399 0.85 0.82 

129,263 99,057 0.13 0.18 

Sulphur content in fuel manufactured by PKN ORLEN 

Aggregate amount [Mg] 

Up/down trend 

Sulphur content 

2009 

2010 [Mg] [%] 

In heating oil 

In diesel oil 

Recovered from 

processed crude oil 

19,476 21,740 2,264 11.6 

43 41.2 -1.8 -4.2 

134,850 145,425 10,575 7.84 

70

5. 

WORKPLACE 

5.1. 

5.2. 

5.3. 

5.4. 

5.5. 

5.6. 

5.7. 

5.8. 

Responsible employer 

Code of Ethics and core values 

as the foundation of our operations 

PKN ORLEN employee figures 

Recruitment 

Professional development 

Employee support provided by the employer 

Dialogue with the employees 

Responsibility for retired employees 

Employee Volunteering


WORKPLACE 


5.1. Code of Ethics and core values 

as the foundation of our operations 

Rafał Sekuła 

Executive Director, HR 

Global success starts locally, and it is achieved by people 

who work for the company. PKN ORLEN is guided 

by this principle in the field of employee relations. 

We know that the key to success is the involvement, 

responsibility and professionalism of our employees, 

as well as good communication in mutual relations, 

which is why we want to be near the employee from 

the beginning of his or her employment. At the same 

time, we remember about and appreciate long years 

of experience of our current employees, and we keep 

in touch with those who have already retired, but still 

feel a part of the ORLEN family. 

Our intention is to make the work for the Company not 

only a source of financial satisfaction, but also a chance 

for professional development. However, to be responsible 

means not only to work, but also to take care of our 

environment, which is why we promote and support 

numerous pro-social initiatives of our employees. We are 

convinced that individual approach to each employee 

helps build involvement and acquire the best personnel. 

What is also important is the dialogue and collaboration 

with social partners in search of new solutions 

that would both benefit the employees and boost 

the Company’s development. 

The general principles of the Code of Ethics, adopted 

in 2005, and the chapter devoted to relations within 

the Company emphasise the need to observe the law 

and good habits, and the principle of respecting the dignity 

of each human being. Activities aimed at popularizing 

the Code of Ethics have always highlighted its strong links 

with the Human Rights Charter. We wrote in greater detail 

about PKN ORLEN’s current Code of Ethics and the core 

values applied by our Employees in their work in previous 

Reports. 



PKN ORLEN has established the post of Ethics Officer 

in order to make sure that all stakeholders are free 

to For report more any i formation, violations of si the provisions of the Code 

of Ethics. Employees may also report to the Ethics Offi cer 

any irregularities, which makes them feel that they have 

r 

a say in ensuring observance of the values. The Ethics 

Officer is obliged to guarantee anonymity of any person 

submitting a complaint He or she justifies complaints 

For more n rm tio v it 

and takes or initiates corrective measures. The Ethics Officer 

presents any reported ethical problems to the Management 

Board, making sure that the person reporting 

a problem cannot be identified. In special circumstances, 

when the welfare of the Company is at stake, the Ethics 

Officer reports directly to a competent Member 

of the Management Board. He or she also presents 

to the Management Board annual reports of actions 

undertaken by him or her to promote corporate culture 

based on PKN ORLEN’s corporate ethics and values. 

72


The Ethics Officer is obligated to monitor the application 

of the Code of Ethics in relation to any issues 

reported to him or her, and submit a consolidated report 

to the Management Board. As the employee awareness 

of standards arising from the Code of Ethics grows, 

they get involved in discussing problems and morally 

equivocal situations. The majority of problems reported 

in 2010 concerned internal relations in the Company 

and moral issues. Each reported problem was analysed 

in the context of the provisions of the Code of Ethics, 

and actions were taken to explain and resolve each issue. 

As a result of engaging many business areas in corrective 

measures, the percentage of resolved issues is growing 

every year. The Ethics Officer is obliged to develop 

open communication, thoroughly analyse the principles 

applied in the Company, make people trust him or her, 

get involved in difficult discussions concerning ethical 

dilemmas, and publicly comment on behaviour that 

is incompliant with the Code of Ethics. We are aware 

that it takes a long time to change the people’s attitude 

to moral issues, which is why we regularly organise education 

and communication activities. Proper behaviour 

is promoted in corporate media (52 articles and auditions 

in “ORLEN ekspres” and ORLEN Studio). The Company 

has also organized group meetings and workshops 

concerning ethical problems. 

PKN ORLEN shares the knowledge and presents the experience 

gained in this area. In 2010, the Ethics Officer 

presented them: 

• at the Business Centre Club and to the students 

of a post-graduate course on “Ethics in Business” 

at the Leon Koźmiński University in Warsaw; 

• during a panel at the International Conference on Business 

Ethics; 

• in a publication entitled “Ku Rzeczypospolitej gospodarczej”, 

edited by Professor Gasparski. 

PKN ORLEN applies the general principles of law and respect 

for human rights in its operations. Consequently, 

the Company’s activities are not associated with the risk 

of child labour or forced labour. Moreover, there have 

been no cases of violation of the rights of indigenous 

people in the history of our Company. In 2010, the Ethics 

Officer received no complaints on corruption. 

73


5.2. PKN ORLEN employee figures 

The total number of employees is the number of persons 

who worked for PKN ORLEN in 2010 (even if they were 

employed for 1 day only), including employees with 

“suspended” status, i.e. those who were on maternity 

leave, unpaid leave or rehabilitation leave. 

PKN ORLEN employee figures 

3709 

P³ock 

4708 

Total 

999 

Other 

Total number of employees engaged in 2010* New employees who left the Company in 2010* 

300 

271 

300 

250 

200 

150 

100 

50 

0 

168 

103 

P³ock Other Total P³ock Other Total 

250 

200 

150 

100 

50 

0 

11 11 

0 

* Excl persons re-employed in 2010 

74


New employees by gender and age 

Age groups 

250 

228 

250 

200 

200 

153 

150 

100 

50 

43 

150 

100 

50 

88 

24 6 

0 

Female 

Male 

0 


In 2010, PKN ORLEN employed 4,708 persons based 

on a work contract, of which: 

• 4,246 were open-ended contracts; 

• 400 were closed-ended contracts; 

• 36 were trial period contracts; 

• 26 were contracts with substitute employees. 

The ratio of the lowest salary in the Company to the statutory 

minimum salary in Poland is 205%. 

PKN ORLEN does not apply separate procedures for 

employment of persons from the local market. 

Managerial personnel (employment based on a work contract) by category 

Gender 

Female 

Male 

943 3,765 

Age groups 

60 Total 

698 1,405 1,158 1,305 142 4,708 

The total number of employees who left the Company 

was 240 (number of employment contracts terminated 

between 31.12.2009 and 30.12.2010). 

Fluctuation 

Age groups 

60 Total 

40 74 40 70 16 240 

Fluctuation by age groups 

60 Total 

0.85 1.57 0.85 1.49 0.34 5.10 

Gender 

Female 

Male 

75 165 

Fluctuation by gender 

Female 

Male 

1.60 3.50 

76



http://www.grasz.pl 

http://www.orlen.pl/PL/OFIRMIE/KARIERA/AKTUALNOSCI/ 

r i 

Strony/default.aspx 

5.3. Recruitment 

Joanna Burgieł 

Director, Employee Skills and Development 

Management Office, Human resources 

PKN ORLEN, as a company located in Płock, 

pays particular attention to developing long-term 

relationships with the societies among which 

it operates. Activities aimed at promoting 

PKN ORLEN’s image on the local market are 

a permanent item of the Recruitment Team’s 

agenda. We are eager to get involved in the promotion 

of skills training and education of youth. For 

many years, we have been closely cooperating with 

high schools and universities located in Płock, i.e. 

the Zespół Szkół Centrum Edukacji (school of chemical 

engineering) and Zespół Szkół Budowlanych 

(school of building engineering). The cooperation 

consists mainly in organising apprenticeship 

programmes. One of the projects associated with 

our involvement on the local market was a series 

of workshops for students of the local high schools 

(Liceum, Technikum, Zespół Szkół Centrum Edukacji 

and IV LO in Płock). The projects were dubbed 

“The Entrepreneurship Week”. Moreover, PKN ORLEN 

has established cooperation with the Business School 

of the Warsaw University of Technology. 

For Our mo recruitment e in o m processes tio , visi : focus mainly on employees 

who already work for PKN ORLEN and the Capital Group. 

We also recruit employees from the external labour 

F vi 

market, taking into account the diversity and specific 

nature of the corporate business segments. 

We undertake a broad range of recruitment activities. 

The following activities which were particularly actively 

implemented in 2010 should be noted: 

• the Company initiated cooperation with a number 

of university career offices; 

• an employer profile was developed and published 

on the largest Polish job search portal pracuj.pl 

and on the website of the Wrocław University of Technology; 

PKN ORLEN promotes professional development 

not only of its employees, but also of young 

people – university and secondary vocational 

schools graduates – giving them opportunities 

to gain their first professional experiences. 

Since 2002, the Company, in association with 

Labour Offices across Poland, has implemented 

an Apprenticeship Programme. Additionally, 

PKN ORLEN joined, for the first time, a nation-wide 

competition entitled “Grasz o staż” 

(win an apprenticeship) in 2010. 

77


• the Company was represented at numerous job fairs, 

such as those organised by the Cracow University 

of Technology or the Płock Labour Office, at the Virtual 

Job Fairs organised by the pracuj.pl job search portal, 

and the Academic Job Fairs organised by the Łódź 

University of Technology. The Company was also 

represented at the Engineering Job Fairs organised 

in Warsaw by the BEST Students Association; 

• the Company was a co-founder of the 15th edition 

of the Płock Job Fairs: “From Education through Innovation 

to Employment”. In association with the Płock 

Labour Office, the company developed the formula 

of the Fairs and prepared a conference that accompanied 

the Fairs. The name of the conference was: 

“Highly qualified staff as the basis of innovative 

economy”. 

In order to help our new employees feel comfortable 

at work, we have prepared for them an Adaptation 

Programme through which they get acquainted with 

the Company’s operations and corporate culture, and with 

their own duties. The tools of the Adaptation Programme 

are adjusted accordingly to the current needs. 


www.orlen.pl – the Career bookmark 

5.4. Professional development 

The process of educating and ensuring professional 

development of our employees is an investment that 

enables us to build a strong market position. The goal 

of the Company’s training policy in 2010 was to support 

business areas in implementing strategic tasks and goals 

through the provision of personnel with the required 

knowledge and practical skills. 

All employees are subject to regular assessment under 

a bonus system based on qualitative and quantitative 

performance indicators. Employees are evaluated 

on a monthly, quarterly or annual basis, depending 

on their position. Performance indicators are individually 

planned for each employee. They are determined through 

cascading of strategic objectives from the top to the bottom 

of the job hierarchy. This way, we have the certainty 

that tasks carried out by individual employees are 

in line with the Company’s strategic objectives. In 2010, 

a skills study was conducted for the entire Company. 

The purpose was to diagnose the skills and the effect 

was a training and development agenda for the next 

year. During the study, the employees and their superiors 

had the opportunity to plan an employee’s professional 

development in line with his or her professional plans. 

Employees are offered participation in various activities 

designed to stimulate their skills, development and training, 

which translates into their better performance at work 

and enables them to achieve their professional plans. 

PKN ORLEN offers various possibilities of professional 

development: 

• soft skills training (managerial skills, communication, 

innovation, work management); 

• specialist (hard) skills training; 

• foreign language courses; 

• skills training through participation in university or postgraduate 

courses, legal advisor internship, ACCA, 

CIMA or other courses. 

78


In 2010, more than 8,800 PKN ORLEN employees participated 

in professional training courses. The number 

includes employees who participated in more than one 

training course. The average number of hours of training 

per employee per category is: 

• 28.03 hours – per employee in the category of managerial 

jobs, 

• 27.84 hours – per employee in other job categories. 

Moreover, our employees attend various local and international 

conferences, which is an opportunity for them 

to broaden and share their knowledge, and to gain new 

experience. Conferences are also a great way to learn 

about good practice applied by other companies and about 

most recent trends in various areas of operation. 

In order to ensure the safety of its staff, PKN ORLEN 

organises obligatory training in accordance with relevant 

legal provisions. These include HSE training and training 

required in order to be allowed to perform specific jobs. 

Apart from performing their everyday duties, the employees 

had the opportunity to check their skills by managing 

a virtual company under the Global Management 

Challenge Poland 2010 project. 

Moreover, the Company provides outplacement support 

for employees made redundant as a result of reorganisation 

processes. The Outplacement Programme includes, 

among others, a training package consisting of dedicated 

training, guaranteed by the Company, and optional training, 

suggested by an employee, for employees who decide 

to take part in the Voluntary Job Resignation Programme. 

Training guaranteed by the Company includes: BLOCK 1 

“Parachute – active job search techniques” and BLOCK 2 

“Entrepreneurship – starting one’s own business”. 

5.5 Employee support provided 

by the employer 

PKN ORLEN employees have access to an extensive social 

benefit package: 

• co-financing of holidays or spa treatment; 

• holiday co-financing for children and teenagers; 

• co-financing of sporting and recreational activities; 

rehabilitation treatment and cultural and educational 

activities; 

• non-returnable monetary or in-kind donations; 

• housing loans; 

• Christmas presents or gift vouchers for children. 

In 2010, the Company implemented a programme for 

the development of managerial skills, the “Energetic 

Leadership” for senior managers. The purpose of the programme 

is to develop managerial skills from line management 

to strategic management, which requires such 

features as being passionate about one’s work or being 

able to inspire others to always do better. 

Another HR development project is the “Champions 

League”, dedicated to production foremen whose duties 

include team management. The purpose of the programme 

was to broaden the set of tools necessary 

for adequate employee management. It consists of three 

two-day workshop modules, each of which is devoted 

to a different topic: leadership, team management 

and communication skills. 

Employees receive the aforementioned benefits on the basis 

of a work contract, irrespective of whether they work 

full or part time. 

Polski Koncern Naftowy ORLEN provides its employees 

with a broad range of health services which, apart from 

occupational medicine, include comprehensive specialist 

consultancy, comprehensive diagnostics and lab tests, 

outpatient treatment, flu vaccination and rehabilitation. 

The Company, in association with Wojskowy Instytut 

Medyczny (the Military Institute of Medicine) in Warsaw 

and ORLEN Medica in Płock, studies the impact 

of the working environment on the health of PKN ORLEN’s 

employees. 

79


The Company also reacts to various crisis situations affecting 

our employees, such as the flood in Poland in 2010. 

PKN ORLEN and the corporate trade unions initiated 

an aid programme using the resources of the Company 

Social Benefits Fund. The employees who had suffered 

from the flood received non-refundable donations and/ 

or preferential housing loans. 

Employees who find themselves in a particularly difficult 

situation may count on psychological support offered 

by the Company, which includes counselling, assistance, 

therapy and advice on how to cope with professional, 

health or family problems The corporate media were used 

to advise the employees on how to achieve a work-life 

balance. 

Our employees have access to an intranet services dedicated 

to the HR area, where they can find the necessary 

information and frequently asked questions answered 

by the personnel of the Office of the Executive Director 

for HR. 

5.6. Dialogue with the employees 

Any cases concerning collective rights and interest at PKN 

ORLEN are resolved in the light of the principle of social 

dialogue and respect for mutual interests. 

In accordance with the Collective Labour Agreement, 

PKN ORLEN respects the principle of freedom of activity, 

equality of trade unions, and non-discrimination 

on the grounds of trade union membership. 

Each process leading to termination of work contracts for 

reasons not associated with employees is first consulted 

with the trade unions. Depending on the process type, 

minimum notice period before implementing a process 

is 7 to 45 days, which goes beyond the time limits 

established in relevant legal provisions. 

100% of the employees working for the Company are 

covered by collective agreements. 

Assistance provided to employees and their families 

2210 

363 

by the Medical Institute of Medicine in Warsaw 

Health prevention programmes organised 

Influenza vaccination programme 

Financial aid from the Company Social 

Benefits Funds 

Non-refundable donations to employees 

who suffered from the flood 

40 8 5 

Housing loans to employees 

who suffered from the flood 

80


A number of initiatives are undertaken to promote 

dialogue, including, in particular: 

• periodical meetings of the PKN ORLEN Management 

Board members and the employer’s representatives 

with leaders of the corporate trade unions, the purpose 

of which is to exchange information, consult and negotiate. 

The meetings focus on the most significant social 

and employee issues; 

• execution of collective agreements with trade unions 

concerning the rights of employees affected by reorganisation 

programmes and the agreement concerning 

outplacement services offered to PKN ORLEN employees 

under reorganisation processes to be implemented 

until 31 December 2012; 

• ongoing communication with trade unions concerning 

reorganisation measures. 

PKN ORLEN has also implemented a programme of special 

celebrations of 70th, 75th, 80th, 85th etc. birthday 

anniversaries of its former employees. The celebrations 

include meetings with representatives of the Company’s 

top management and giving special diplomas signed 

by the President of the Management Board, flowers, 

gifts and money. 

PKN ORLEN has established Senior Club Boards for 

its retired employees. The objectives of those Boards 

are, above all, to integrate the pensioners, to provide 

regular or emergency assistance and to take care of family 

members (children in schools). Currently, there are 

12 Senior Club Boards in various cities in Poland (Białystok, 

Gdańsk, Katowice, Cracow, Lublin, Łódź, Płock, Poznań, 

Rzeszów, Słupsk, Szczecin, Warsaw). 

5.7. Responsibility for retired 

employees 

PKN ORLEN takes care of appr. 8,000 pensioners 

in Poland by: 

• providing them with a social and medical package 

(e.g. non-refundable donations, co-financing of holidays 

or spa treatment or housing loans); 

• supporting people in a difficult personal, family 

or finan cial situation (e.g. non-refundable donations, 

preferential housing loans for flood victims, financial 

help for people living on their own and suffering from 

a terminal illness); 

• providing assistance to the children of former employees, 

such as buying their school supplies or co-financing 

their holidays; 

• access to specialist medical treatment, consultations 

and hospitalisation at the Military Institute of Medicine. 

Besides, PKN ORLEN provides its premises (free of charge) 

for the meetings of its former employees: old age and disability 

pensioners who are members of various groups, 

such as the Polish Association of Diabetics, the Polish 

Association of Old Age and Disability Pensioners, the Polish 

Tourist Association (PTTK) or the Solidarity movement 

(NSZZ Solidarność). 



81


5.8. Employee volunteering 

PKN ORLEN supports volunteering projects initiated 

and implemented by its employees. Employee Volunteering 

is very important for the employees who do good 

out of the kindness of their hearts. A growing number 

of both projects and volunteers leaves no doubt that this 

area of activity matters a lot to the employees of our 

Company. 

In May 2010, our volunteers helped families from 

the Płock District and other regions of the country who 

had suffered during the flood. With logistic assistance provided 

by the Company, employees of the ORLEN Group, 

moved by the suffering of the inhabitants of flooded 

area, organised a charity collection. The things they 

managed to collect were delivered to the Crisis Management 

Headquarters in Gąbin. The collection was 

spontaneous, and the organisers managed to collect 

many useful things, such as detergents, houseware, 

food, clothes, toys for children, pots and pans, and even 

stoves and gas cylinders. More than 50 families benefited 

from the collection. 

In June, PKN ORLEN and Płock City Hall, the organisers 

of the Chemist’s Day and Płock History Days, organised 

a fundraising event for flood victims. During the threeday 

celebrations, funds were collected in the streets 

of Płock by local scout groups. PKN ORLEN employees 

actively participated in fundraising and donated their 

contributions during company integration meetings. 

All the funds raised were allocated to renovate a school 

building in Borki which had been damaged by the flood. 

In May, another edition of the “Let’s paint a smile” event 

was organised. Employees of PKN ORLEN’s Retail Trade 

West Region gave joy and happiness to children from 

the children’s home in Lisków near Kalisz. Our volunteers 

equipped the children’s home with three state-of-the-art 

computers and internet connection, a barbecue corner 

in the garden and stands at a professional beach volleyball 

stadium. During the renovation, the children, their 

caretakers and volunteers went on a trip to Poznań, 

where the kids had a lot of fun. 

82


In July and August 2010, the 2nd edition of the “Magic 

Schoolbag” event took place. The Company’s volunteers 

brought joy and smiles to the faces of more than 

250 children, 1st to 3rd grade primary school pupils 

from disadvantaged families (beneficiaries of the Social 

Care Institution in Płock). Children received colourful 

schoolbags with nice notebooks, colourful pencil cases 

and other things they need at school. The event was 

culminated during the “Back to school time” family picnic, 

attended by children and their parents, representatives 

of the Social Care Institution in Płock and volunteers. 

A number of contests and games with prizes were 

prepared for the children. There were also music performances. 

The Company volunteers organised interesting 

sports and art competitions, too. 

In December 2010, the 4th edition of the “Make dreams 

come true” event took place. PKN ORLEN volunteers 

helped make come true the dreams of younger and older 

children from family-run children’s home all over Poland. 

Once again, we proved to be a Company with a heart 

of gold. More than 100 children found the presents 

they had been dreaming of under their Christmas trees. 

In August 2010, PKN ORLEN, in association with 

the ORLEN – Dar Serca Foundation, bought 60 sets 

of colourful bedding (pillowcases, sheets, covers) and cutlery 

for the new children’s ward at the Płock hospital. 

More than 20 volunteers delivered the bedding bought 

by PKN ORLEN to the hospital. They also left teddy 

bears for children patients in each room of the ward. 

Their involvement in the project once again confirmed 

that the Employee Volunteering motto: Together we can 

do more is true. The volunteers, full of energy and ready 

to help, devoted their free time to take part in the project. 

The “Make dreams come true” project is an addition 

to the Christmas card competition organised by ORLEN. 

Each year, we organise a Christmas meeting for all children 

from family-run children’s homes to thank them for 

their beautiful Christmas cards and their involvement. 

We host more than 500 children and caretakers. We 

prepare numerous attractions for our guests. Each author 

of a Christmas card receives a bag full of sweets. We also 

have attractive prizes for winners of the competition. 



www.wolontariat.orlen For more inform tion vis pl 

83


Awards 

• IT Leader for the best application of Information Technology in industry and IT Consolidation within the ORLEN 

Capital Group, a project aimed at consolidating IT processes of the Group’s Polish, Czech, Lithuanian and German 

Companies. 

• Polish Economy Ambassador in the “European Brand” category of the second edition of the competition 

organized by Business Centre Club under the honorary patronage of the Minister of Foreign Affairs. 

• The best managed Polish company according to the ranking of the Best Managed Companies in CEE 2010 

organised by the British Euromoney magazine. 

• Leader of the List of 500 largest Polish enterprises published by the Polityka weekly. 

• First place in the 4th edition of the Europa 500 list of leading companies in Central and Eastern Europe. 

• Winner (for the 9th time) of the Polish edition of the largest consumer survey – European Trusted Brands – 

organised by Reader’s Digest. 

• Stock Exchange Listed Company of the Year in the Investor Relations category according to a ranking organised 

by the Puls Biznesu daily and the Pentor Research Company, and fourth place in the overall classification 

of the most dynamically developing companies. 

• Winner (for the third time, previous awards – in 2007 and 2009) of the Best Investor Relations in Poland award 

granted each year by the specialist international IR Magazine. 

• Winner (for the fourth time) of the title of the Most Valuable Polish Brand in the MARQA Ranking of Polish 

Most Valuable Brands organised by the Rzeczpospolita daily in association with Nielsen and Acropolis Advisory. 

The value of the ORLEN brand was estimated at PLN 3.8 bn, which represents a 4% increase compared 

to 2009. The BLISKA brand came 16th and its value was estimated at PLN 699.7 mn. 

• European Medal for the Stop Cafe brand in the 21st edition of a competition organised by the Business Centre 

Club, Polish Office of the Committee for European Integration (UKIE) and the European Economic and Social 

Committee. The medal is awarded to products and services that comply with the highest EU standards. 

• The PKN ORLEN Biznestank card for SMEs as the Fleet Product of the Year in the Polish Fleet Awards 2010 

competition organised by Magazyn Flota periodical and the Fleet Management Institute. 

• Golden Customer Laurel 2010 in the Fuel Stations category for the PKN ORLEN fleet offering for business 

customers (for the second time in succession). 

• Winner of the prestigious 2010 Poland Competitive Strategy Leadership Award in the fleet card category, 

awarded by a team of experts from the Frost&Sullivan international consulting company. 

• Award for an Institution supporting implementation of environmental projects (for the peregrine falcon project) 

in the Polish Environmental Pantheon competition (for the second time). 

• 2nd place in the Responsible Companies Ranking in the fuel, energy and upstream sector and 8th place 

in the overall classification. 

• The corporate responsibility report recognised as one of the best reports in the Social Reports 2010 competition. 

• 14th place in the “Philanthropy Leaders” competition, in the category of companies that donated the most 

money for the purposes of social assistance in 2009. 

• PKN ORLEN as one of the leaders of the BI-NGO 2010 Index. 

• The Queen of Sport Laurel in the Sponsors category awarded by the Polish Athletics Federation for the Company’s 

contribution to the development of athletics in 2010 (for the second time in succession). 

• The Sport Business award granted to companies directly involved in the development and international promotion 

of Polish sport in the Sport Sponsor category – the DEMES award. 

• Silver Statuette awarded for a promotional campaign of the Stop Cafe brand (“Zapraszamy – My stawiamy”) 

in the Polish edition of the EFFIE Awards 2010, one of the most important marketing competitions in the world, 

• The Tourism Crown 2010 awarded for PKN ORLEN fuel stations as the tourists’ first choice in a popularity 

contest organised by the Polska Wita periodical. 

• First place in the Regional Forbes CSR Awards competition in the Mazowieckie region for the highest corporate 

responsibility standards. 

• 1st place in WarsawScan 2010 – the best information policy and corporate governance. 

• 1st place in WarsawScan 2010 – the best website dedicated to investor relations. 

84


Certificates 

• The Integrated Management System Certificate 

• PN-EN ISO 9001:2009 – Quality Management System 

• PN-EN ISO 14001:2005 – Environmental Management System 

• PN-N-18001:2004 – HSE Management System 

• PN-ISO/IEC 27001:2007 – Data Safety Management System 

• Quality Management System Certificate – AQAP 2120:2009 

• Environmentally Friendly Company Certificate 

• Polish Environmental Partner Certificate 

85


Useful websites 

www.orlen.pl 

(Polski Koncern Naftowy ORLEN) 

www.fairtrade.net 

(Fairtrade) 

www.darserca.pl 

(Fundacja ORLEN – Dar Serca) 

www.unglobalcompact.org 

(United Nations Global Compact) 

www.wolontariat.orlen.pl 

(Employee voluntary services PKN ORLEN) 

www.odpowiedzialni.gpw.pl 

(RESPECT Index) 

www.funduszgrantowy.plock.eu 

(Grant Fund for Płock) 

www.europia.eu 

(EUROPIA) 

www.funduszgrantowy.pl 

(Good Neighbourhood Grant Fund 

for Ostrów Wielkopolski Association) 

www.orlenbezpiecznedrogi.pl 

(ORLEN Safe Roads) 

www.bobrka.pl 

(Bóbrka Museum of Oil and Gas Industry Foundation) 

www.pppt.pl 

(Płock Industry and Technology Park) 

www.globalreporting.org 

(Global Reporting Initiative) 

www.peregrinus.pl 

(Society for Wild Animals „SOKÓŁ”) 

www.concawe.be 

(CONCAWE) 

www.popihn.pl 

(Polish Organisation of Oil Industry and Trade) 

www.grasz.pl 

(Apprenticeship competition) 

http://eur-lex.europa.eu/LexUriServ/LexUriServ.do?uri=O 

J:L:2010:334:0017:01:PL:HTML 

(Full text of the Directive 2010/75/EU of European Parliament 

and of the Council on industrial emissions) 

www.europarl.europa.eu/sides/getDoc.do?language= 

pl&type=IM-PRESS&reference=20080825FCS35404 

(Climate package) 

www.rc.com.pl 

(Responsible Care) 

86


GRI Index 

Indicator 

Strategy and Analysis 

Page no. 

1.1 5 

1.2 5, 7-8, 30, 32-33, 52-53 

Organisational profile 

2.1 7 

2.2 7-9 

2.3 7 

2.4 6, 88 

2.5 6-7 

2.6 16 

2.7 6-8 

2.8 12, 16 

2.9 16 

2.10 84 

Report Parameters 

3.1 9-10 

3.2 9-10 

3.3 9-10 

3.4 88 

Report scope and range 

3.5 9-10, 15, 30-31 

3.6 6-10 

3.7 9-10 

3.8 6-10 

3.9 9 

3.10 10 

3.11 10 

GRI Content Index 

3.12 87 

Assurrance 

3.13 10 

Governance 

4.1 19-20 

4.2 19 

4.3 19-20 

4.4 19-20 

4.5 19-20 

4.6 20 

4.7 20 

4.8 6, 72-73 

4.9 19-20 

4.10 19-20 

Commitments to External Initiatives 

4.11 32-33 

4.12 5, 17, 26, 31, 50, 63 

4.13 33-35 

4.14 15 

4.15 14, 30-31 

4.16 30-31 

4.17 

16-17, 30-32, 35-39, 63-64, 

82-83 

Indicator 

Page no. 

Economic Performance indicators 

EC1 12 

EC2 52-53, 65 

EC5 76 

EC6 25-26 

EC7 76 

EC8 35-39, 79-82 

Environmental Performance Indicators 

EN1 12, 65-66 

EN3 66 

EN4 66 

EN6 64-65 

EN8 55 

EN9 55 

EN11 54 

EN12 54 

EN15 63 

EN16 58-59 

EN20 58-59 

EN21 55-56 

EN22 56-57 

EN23 54 

EN24 58 

EN26 20-21, 64-65, 67-69 

EN28 54 

EN30 61-62 

Labour Practices and Decent Work 

LA1 74, 76 

LA2 74-76 

LA3 79 

LA4 81 

LA5 81 

LA6 43 

LA7 44-46 

LA9 42-43 

LA10 78-79 

LA11 78-79 

LA12 78 

LA13 19, 74-76 

Human Rights Performance Indicators 

HR2 26 

HR4 73 

HR5 81 

HR6 73 

HR7 73 

HR9 73 

Society Performance Indicators 

SO5 33-35 

SO7 27 

Product Responsibility Performance Indicators 

PR3 43 

PR5 27-28, 30-31 

PR6 26-27 

87


Contact us: 

Polski Koncern Naftowy ORLEN Spółka Akcyjna 

Chemików 7, 09–411 Płock 

Headquarters: 

phone: +48 (24) 365 00 00, fax +48 (24) 365 40 40 

www.orlen.pl 

Warsaw Office 

Warsaw Trade Tower, Chłodna 51, 00–867 Warszawa 

Headquarters: 

phone: +48 (22) 778 00 00, fax +48 (22) 695 35 17 

Corporate Social Responsibility Team 

Barbara Tęcza 

phone: +48 (22) 778 05 92, e-mail: barbara.tecza@orlen.pl 

Ethics Officer 

Ewa Bielicka-Piesyk 

phone: +48 (24) 256 90 95, e-mail: rzeczniketyki@orlen.pl 

Press Office in Płock 

Beata Karpińska 

phone: +48 (24) 256 92 92, (24) 256 92 93 

e-mail: media@orlen.pl 

Useful contact e-mail addresses: 

media@orlen.pl 

Press Office in Warsaw 

phone: +48 (22) 778 01 09, (22) 778 01 10 

sponsoring@orlen.pl 

zarzad@orlen.pl 

naszklient@orlen.pl 

88

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