7 4 - PKN ORLEN

Transcription

7 4 - 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
4
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
We would like to thank you for your support for our social
PKN ORLEN’s success would not be possible. This is why
activities. We are pleased to note that more and more
we create a friendly work environment, promote safety
Customers are asking for environmentally-friendly fuels
on the roads and engage in the development of Płock,
at our fuel stations and order Fairtrade certified coffee at
the city where our largest refinery is located.
the Stop Cafe bars. We are also very happy to report that
participants of the VITAY programme share our concern
One of the proofs of our social sensitivity and responsibility
for children in family-run children’s homes and donate
is our 8-year participation in the Global Compact pro-
a portion of their points to them. Another generation
gramme initiated by the UN Secretary-General. According
of peregrine falcons that hatched in the nesting boxes
to the assumptions of the programme, we respect human
at the premises of the Production Plant in Płock lets
rights and the standards of work and environmental
us believe that we have achieved a balance between
protection, and we support anti-corruption activities.
the needs of contemporary people and respect for
the nature. There are plenty of other examples that
We improve environmentally-friendly technologies be-
could be found in PKN ORLEN to prove that it is worth
cause we are aware that what we do today influences
to be a socially responsible company.
our future and the future of the generations to come.
We have been involved in the Responsible Care Pro-
The Report you will find enclosed presents last year’s
gramme for the last fourteen years. During that period,
achievements in the field of corporate responsibility as well
we have implemented more than a hundred projects,
as our future commitments. We hope that the Report
some of which went far beyond the markets where our
will reassure you that we are a trustworthy Company.
business operates.
To conclude, I would like to emphasize that as much
To our satisfaction, PKN ORLEN has been once again
as we are satisfied with current achievements, we are
included in the RESPECT Index, the first Polish index of so-
also aware of the huge amount of work that still needs
cially responsible companies. The inclusion of our company
to be done in a dynamically changing world.
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
Dariusz Jacek Krawiec
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
President of the Management Board of PKN ORLEN
effective business management with responsibility for
the environment in which it operates.
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
PLOCK
HAMBURG
BERLIN
PRAGUE
6
WARSAW
What is worth knowing about
PKN ORLEN?
Oil
The ORLEN Group oil segment consists of ORLEN Oil
(Poland) and Paramo (the Czech Republic).
PKN ORLEN is a regional leader of the crude oil industry
and the leading producer and dealer of refinery and pet-
Chemistry
rochemical products. The main activities of the Company
The ORLEN Group chemical segment comprises ANWIL
include the processing of crude oil into petrol, diesel
in Włocławek and its subsidiary, Spolana, based in Nera-
fuel, furnace oil, aviation fuel, plastics and petrochemi-
towice, the Czech Republic (ANWIL Group).
cal products.
Upstream
The Company manages seven refineries in Poland,
This area is entirely operated by ORLEN Upstream.
the Czech Republic and Lithuania, including refinery
The company coordinates, among others, exploration
and petrochemical facilities located in Płock, Poland, which
and production projects at the Baltic Shelf in the Latvian
have been ranked among the most modern and efficient
Economic Zone, in the Lublin region and in the Polish
facilities of the kind in Europe.
Lowlands as well as projects aimed at the exploration,
recognition and documentation of unconventional shale
gas resources.
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
Kambr (Cambrian) Project
and a network of long-distance pipelines
Refinery
LITHUANIA
THE BALTIC SEA
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
POLAND
refineries (the Czech Republic), and the ORLEN Lietuva
refinery (Lithuania).
Sierakow Project
Karbon
(Carboniferous) Project
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.
7
Our major brands
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.
Wholesale
ORLEN Group deals in wholesale of fuel and non-fuel
ORLEN
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).
Retail
ORLEN Group offers its products for retail sale in Po-
Verva
land, 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.
Logistics
The ORLEN Group’s infrastructure, which ensures a smooth
FLOTA
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.
All products are available both to wholesale and retail
Club Vitay
customers. We do our best to make sure that our customers and beneficiaries are satisfied with our products
and services.
Club Super Vitay
8
About the Report
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
Stop Cafe
corresponds to the level of incorporation of the GRI G3.1
Guidelines and GRI Reporting Framework.
Ekoterm Plus
For more information on application levels and the GRI
G3.1 Guidelines, visit:
BLISKA
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.
Among the 117 Capital Group companies, 80 are sub-
For more information, visit:
sidiaries, of which 36 are direct and the other 44 indirect.
The 2009 Corporate Responsibility Report, pp. 14 –15
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 asso
ciated with PKN ORLEN.
2008
2009
2010
106
101
95
Number of directly
associated companies
37
35
36
Number of indirectly
associated companies
69
66
59
Year
Total number of ORLEN
Capital Group companies
The 2010 Report contains a revised employment
The Report as a whole was not verified by an external
level as on 31 December 2009, due to the fact that
auditor.
the 2009 Report quoted the total number of persons
employed in 2009 instead of the number of employees
as on 31 December.
Optional
Third party
verification
10
B
B+
A
A+
External verification
of the report
Internal
declaration
C+
of the report
Mandatory
C
of the report
Compliance
with GRI 2002
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
report is comparable to the previous editions.
and external environment.
The 2010 CSR Report, which is once again
an interesting and comprehensive presentation
When a company has been reporting its data
of the company’s objectives and achievements
for so many years in a row, it inevitably faces
in the field of responsible business management,
the challenge of presenting the data in an ever
shows that PKN ORLEN is not only aware
more innovative and attractive manner,
of the challenges, but also knows how
at the same time making sure that each
to tackle them.
11
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)
Selected financial data (in ‘000 PLN)
(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)
(3.67)
3.82
IX Net profit/(loss) and diluted profit/(loss) per ordinary share (in PLN)
as on 31 December 2008
5.51
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
1,057,635
1,057,635
1,057,635
427,709,061
427,709,061
427,709,061
35.96
40.06
45.68
XVI Share cap tal
XVII Number of shares
XVIII Book value and diluted book value per share (in PLN)
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
Water consumption from the Vistula (in m3)
22,991,953
22,448,565
22,785,313
Sewage discharge to the Vistula (in m3)
12,381,024
11,351,599
12,757,779
676,524
726,812
889,310
6,189,145.40
6,158,012.71
6,385,884.25
20,444.59
20,975.23
22,381.42
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
453.34
399.75
509.65
6,158,959.11
6,126,894.42
6,351,440.32
270.71
370.05
370.99
16,572,326.63
17,226,918.00
19,644,093.00
14,784,628.49
15,461,484.00
17,679,435.00
1,085,832.47
1,082,459.00
1,146,012.00
701,865.67
682,975.00
818,646.00
259,126,877.37
191,757,998.86
148,118,479.00
4,725
4,482
4,513
26
23
28
952
996
789
Environmental impact
COD load in sewage discharged to the Vistula (kg/y)
Total emissions of all pollutants (in Mg),
including:
Sulphur dioxide
Nitrogen monoxide (as per n trogen dioxide)
Fuel combustion dust
Carbon dioxide
Other pollutants
Responsible production
Environmental charges (in PLN),
including:
for emission (including transport)
for water consumption
for sewage discharge
Investment expend tures for environmental protection (in PLN)
Our employees
Employment as on 31 December
Accidents at work (including major)
Absence from work following accidents at work
Selected financial data concerns PKN ORLEN and applies to the year that ended on 31 December.
COD – chemical oxygen demand.
3)
The amount includes charges for CO2 emission allowance allocation.
1)
2)
12
1.
MARKET
PKN ORLEN – a brand
open to dialogue
1.1.
1.2.
1.3.
1.4.
1.5.
1.6.
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
In 2010, we conducted an innovative study in order
and attentive to the environment. Such an attitude
to better understand the expectations of our stake-
is a very important proof of the company’s genuine invo
holders. We dedicated the study entirely to the CSR
lvement in implementing the CSR concept, and its success
issues. We hope that its consecutive editions will help
to a large extent depends on the quality and effectiveness
us improve the quality of our contacts with the envi-
of communication with the environment.
ronment and make the dialogue easier. This objective
is also to be served by advancing the methods of com-
Long-term relations with stakeholders should be based
munication.
on dialogue and mutual understanding of each other’s
needs and expectations. This is the way to turn respon
And indeed, we communicate proactively by means
sibility into a natural element of the mechanism creating
of a broad variety of information channels, ranging
the company’s goodwill.
from the corporate website to other channels dedicated
to the respective areas of PKN ORLEN activities. Our
Each of the large groups of PKN ORLEN’s stakeholders
stakeholders have also noted our presence in new
requires an individual approach. Let me explain this
media. Setting up the VERVA Street Racing Facebook
on the example of corporate communication. We have
page in the spring of 2011 proved a great success.
developed time-tested methods of communication
The actions taken on the fan page resulted in an almost
and dialogue with our employees. Our internal bi-weekly
500% increase in fan activity.
newsletter “ORLEN ekspres” has been a popular medium
of communication for many years. The programmes
These results entitle us to believe that we have taken
broadcast by ORLEN Studio, the corporate radio sta-
the right direction towards improved dialogue with our
tion, have also found an eager audience among our
stakeholders, incorporating a broad range of means
employees. These traditional media are accompanied
and methods of communication. We continue apply-
by the dynamically developing intranet.
ing time-tested methods, but at the same time we are
aware of and react to the changing requirements
of our environment.
14
Stakeholder map
UN
RS
IVE
ITIES
EMPLOYEES
SHARE
N
IE
S
LDE
ME
RS
BU
DIA
SI
RT
L GR
OU
P
PA
CO
S
NE
CA P I T A
CA
LIE
TIT
GA
ION
PP
OR
PE
SU
C
ER
M
RS
L SOCIETY
M
STRIAL AND CONSU
NI
SA
TIO
N
S
BL
RS
LO
INDU
O
PU
RS
ES
E
EM
H
T
HO
STO
N
M
PA
NG
OS
CU
IC
AD
MI
NIS
TRA
AGE
TION
AND LO
ES
CAL AUTORITI
15
NT
S
1.1. PKN ORLEN on the Capital Market
at PKN ORLEN General Meeting to less than 5%. ING
Otwarty Fundusz Emerytalny was a holder of more than
PKN ORLEN shares are listed on the Warsaw Stock
5% of the Company share capital since 18 February 2009.
Exchange (WSE) and in the form of Global Depository
Receipts (GDRs) on the London Stock Exchange. Depo
Corporate Governance
sitory receipts are also traded in the US OTC market.
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
The 2009 Corporate Responsibility Report, p. 18
Stock Exchange revised the Code of Best Practice for
WSE Listed Companies, adjusting it to the changes
In 2010, there were two changes in the structure of hold-
in legislation, international guidelines and stakeholders’
ers of more than 5% of the Company’s share capital.
expectations. The Company applies both the mandatory
First, on 5 February 2010, Aviva Otwarty Fundusz Em-
and the optional recommendations defined in the Code.
erytalny 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
PKN ORLEN shareholding structure as on 31 December 2010
27,52%
State Treasury
67,40%
O t her **
5,08%
Aviva O FE*
* 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
Dariusz Grębosz
of quarterly results, strategy announcements or General
Director of the Investor Relations Office
Meetings of PKN ORLEN Shareholders. Video recordings
of conferences are available on the Company website.
For many years, we have been working hard
The investor relations section of the www.orlen.pl website
to make sure that PKN ORLEN is perceived
has a bookmark related to the Code of Best Practice for
as a healthy body of contemporary business,
WSE Listed Companies. The bookmark offers download-
where a lot of attention is focused on the right
able annual reports on implementation of the Best Practice
relationship with shareholders and investors as well
in the Company as well as the Code of Best Practice for
as other stakeholders. Where the principles
WSE Listed Companies. It also features short informa-
of Corporate Governance are a standard
tion about the Best Practice applied by the Company
rather than an obligation.
and the rules for selecting an auditor of the Company’s
financial statements.
We are constantly improving the process
of communicating the environment,
The corporate website offers information on dates of Gen-
e.g. by incorporating new ICT technologies.
eral Meetings, draft resolutions, as well as a complete
We establish internal procedures to ensure
set of documents presented to shareholders at General
the safety, reliability and up-to-dateness
Meetings. Moreover, the company has a special online
of information communicated to the public.
contact form for its shareholders, which is intended for
Continuous monitoring of the information needs
communication in matters concerning General Meetings.
of our shareholders and investors, who,
as we are well aware, have a major say
Relations with the capital market
in the market valuation of our company,
PKN ORLEN has been regularly increasing the standards
is an essential element of our communication.
of communication with the capital market in order
The prestigious international IR Magazine award,
to guarantee access to reliable and exhaustive informa-
which we have once again received for the best
tion about the Company’s operations to its sharehold-
investor relations in Poland, as well as our
ers, investors and other stakeholders. The Management
inclusion in the RESPECT Index have reassured
Board pays particular attention to the relationship with
us that we have chosen the right direction.
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
17
and has a bilingual website. The corporate website offers
RESPECT Index
an extensive collection of information and tools presenting
PKN ORLEN shares have been listed in the RESPECT Index
the details of the Company’s strategy and financial stance.
of socially responsible companies since 19 November
PKN ORLEN regularly and actively participates in meetings
2009. The Company maintained this elite status after
with investors and analysts both in Poland and abroad.
the 2010 update of the Index.
The Company attends conferences, individual and group
meetings, and teleconferences with representatives of cap-
The RESPECT Index project followed certain measures
ital markets, observers and journalists. The ways of com-
taken by the WSE in 2009 which have resulted in the first
munication with the capital market include so-called
index of socially responsible companies on the Warsaw
roadshows – a series of meetings with representatives
Stock Exchange. The aim of the index is to promote
of foreign financial institutions and investors operating
the highest standards of responsible management.
in the global capital market.
Companies included in the index have been selected
on the basis of an extensive analysis of many aspects
Every now and again the Company organises site visits
of their business. Only the companies with highest
for its investors and analysts. Site visits are a specially
liquidity may qualify. The WSE, accompanied by the Asso
designed series of meetings at the Company’s premises
ciation of Stock Exchange Issuers, take into account
with its managerial staff, combined with visits to selected
the companies’ corporate governance and communication
operating assets, such as production units, warehouse
practice. During the final stage of the selection process,
a comprehensive questionnaire and audit are conducted
facilities or fuel stations.
in order to review the measures taken by companies
The meetings with capital market players are an oppor
in the field of sustainable development, corporate gov-
tunity to find out how they perceive the Company
ernance and functioning on the Stock Exchange as well
and what their expectations regarding the types and chan-
as management systems and social and environmental
nels of communicating information are.
projects implemented by the company, and its attitude
towards various groups of stakeholders. It is the inten-
Our efforts to communicate with capital market players
tion of the WSE to review the Index every six months.
have not gone unnoticed. In 2010, we received a number
or awards in the area of investor relations.
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.
rCOMMITMENT
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 Supervisory Board has the following standing committees: Audit Committee, Strategy and Development
The PKN ORLEN Supervisory Board continuously supervises
Committee, Appointment and Remuneration Commit-
the Company’s operations in all areas of business. The Su-
tee and Corporate Governance Committee. 8 members
pervisory Board has the powers established in the Pol-
of those committees are male and 1 is female.
ish Code of Commercial Partnerships and Companies
and the Company’s Articles of Association. Its members
In 2010, the work of the Supervisory Board was man-
are appointed and dismissed by the General Meet-
aged by the Chair.
ing of Shareholders in accordance with the Company’s
Articles of Association. The Supervisory Board consists
The Supervisory Board is authorised to review all
of 6 to 9 members appointed for a joint term of of-
of the Company’s documents, order the Management
fice. Individual members of the Supervisory Board,
Board and employees to provide reports and explanations,
and the whole Supervisory Board, can be recalled any
and inspect the Company’s assets. Moreover, the Supervi-
time prior to the end of the term of office. The Chair
sory Board may request the Management Board to prepare
of the Supervisory Board is appointed and dismissed
expert opinion or appraisal, or to engage an advisor.
by the General Meeting, while the Vice-Chair and the Secretary are elected by the Supervisory Board from among
In 2010, the PKN ORLEN Supervisory Board held 11 recor
the rest of its members. The State Treasury is entitled
ded meetings and adopted 95 resolutions. Besides,
to appoint and dismiss one member of the Supervisory
members of the Supervisory Board attended 12 recorded
Board. This privilege will expire if the State Treasury sells
meetings of the Audit Committee, 1 meeting of the Strat-
all the shares held in the Company.
egy and Development Committee and 4 meetings
of the Corporate Governance Committee, and 4 meet-
At least two Supervisory Board members must be inde
ings of the Appointment and Remuneration Committee,
pendent from the Company and entities closely asso
of which 1 meeting was held jointly with the Audit
ciated with the Company. In order to be appointed
Committee.
to the Supervisory Board, independent members submit
to the Company a written statement confirming that they
In 2010, the PKN ORLEN Supervisory Board had 8 male
meet the criteria established in § 8 (5) of the Company’s
members and 1 female member. The age structure was
Articles of Association. The Company informs the share-
as follows:
holders about the current number of independent mem-
• 30–50 years – 6 persons;
bers of the Supervisory Board via its website. If the num-
• over 50 years – 3 persons.
ber of independent members of the Supervisory Board
is smaller than two, the Company’s Management Board
In accordance with the Company’s Articles of Association,
is obliged to immediately convene the General Meeting
the policy of remunerating members of the Supervisory
of Shareholders in order to change the composition
Board, is determined by the General Meeting. In 2010,
of the Supervisory Board. Until any changes are made,
members of the Supervisory Board were remunerated
the Supervisory Board continues to work in its current
pursuant to the Resolution of the Extraordinary General
composition. As on December 31, 2010, the PKN ORLEN
Meeting of Shareholders of 10 January 2001 on changes
Supervisory Board had 4 independent members.
in the policy of remunerating members of the Supervisory
19
Board. Monthly remuneration constitutes a certain mul-
in Supervisory Boards of subordinate, jointly controlled
tiple of the average monthly salary in the corporate
and associated companies of the ORLEN Group. The only
sector, excluding profit bonus payments in the fourth
exception was UNIPETROL a.s., but in this case remu-
quarter of the previous year, announced by the President
neration for membership in the Supervisory Board was
of the Polish Central Statistical Office.
donated to the ORLEN – Dar Serca Foundation.
The Supervisory Board is authorized to represent the Com-
1.3. Integrated Management System
pany in contract negotiations with the Management
Board members, including with respect to the terms
and conditions of employment and remuneration. There
PKN ORLEN has implemented an Integrated Management
is an incentive scheme for the members of the Man-
System (IMS). The system guarantees professional cus-
agement Board. The amount of annual bonus depends
tomer service and compliance with the highest standards
on the Company’s operating results and achievement
in terms of HSE, data safety and food safety.
of individual tasks defined by the Supervisory Board for
The IMS system consists of the following systems:
individual members of the Management Board.
• Quality Management System according to PN-EN ISO
9001:2009;
In order to avoid a conflict of interests in the ORLEN
• Quality Management System according to AQAP
Group, the Company applies the provisions of the Polish
2120:2009 (supplies to NATO);
Code of Commercial Partnerships and Companies, provi-
• Environmental Management System according to PN-
sions of the Constitution of the Supervisory Board, as well
EN ISO 14001:2005;
as the Code of Best Practice for WSE Listed Companies.
• Occupational Health and Safety Management System
according to PN-N-18001:2004;
In accordance with the rule no. 6 of the 1st Section
• Data Safety Management System according to PN
of the Code of Best Practice for WSE Listed Companies
ISO/IEC 27001:2007;
– “A member of the Supervisory Board should have rel-
• Food Safety Management System HACCP according
evant knowledge and experience and be able to devote
to Codex Alimentarius;
the time required to properly perform his/her duties.
A member of the Supervisory Board should undertake
relevant
to ensure
For mo emeasures
information
visit: that the Supervisory Board
receives information on any significant issues concerning
the Company”.
In 2010, members of the PKN ORLEN Management
Board did not receive remuneration for their membership
The 2009 Corporate Responsibility Report, pp. 24 – 26
For more i orma
and www.orlen.pl
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 2010President 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.
The Integrated Management System was once again
Paweł Kukowski
re-certified for compliance with AQAP in July 2010. The au-
Head of the Management Systems Department
dit confirmed that the Company complies with relevant
procedures and requirements applicable to deliveries
to the army.
With the Integrated Management System,
we are able to supervise and improve processes
across all the areas of the Company operations,
In 2010, the IMS was audited 804 times by internal audi-
which translates into their higher effectiveness
tors. 13 audits concerned the HSE Management System
and efficiency. The management systems help
(HMS) in the Fuel Terminal area and 26 were autono-
us better adjust our products and services
mous internal audits of the HSEMS in Płock. The audits
to customer expectations.
confirmed that the IMS is functioning in compliance
with relevant standards, but at the same time suggested
possible improvements.
Successful implementation of the system
is supported by an elaborate training system.
Non-compliances reported during internal audits
in 2009–2010
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
220
training for all employees is being developed.
200
The IMS enables us to deliver top quality products
and at the same time take care of the environment,
180
185
205
employee safety and the safety of the data
160
provided by our customers and contractors.
140
120
22
2009
2010
The 10% increase in the number of non-compliances
Process Management
reported in 2010 as a result of internal audits was inter
In March 2010, the Process Book, a supplement
preted as a challenge, and consequently a number
to the Integrated Management System Book, was appro
of measures were taken in order to eliminate reasons
ved. The Process Book contains maps and charts of pro-
of non-compliance.
cesses identified within the Quality Management System.
The Book is being constantly improved. New processes
The compliance of operations conducted by suppliers
are identified and described, and their monitoring via
and contractors was also audited in 2010. The 9 audits
a system of approved process efficiency indicators is de-
did not report any non-compliance.
veloped. 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
COMMITMENT
based on actual and measurable data is possible through
To implement solutions which improve the quality
monitoring and measuring, comparing to the values
of our products, higher safety and neutral impact
of approved and planned criteria, and analysing any
on the environment.
changes and differences.
As a result of process identification, a process owner
is associated with each process. The effect was opti-
Development of the Integrated Management
System
misation of the decision-making process and process
In 2010, the Data Safety Management System was recon-
the awareness of employees involved in process implemen-
supervision. Another advantage of PM is that it raises
structed as part of a broader project to develop the orga
tation and their impact on the work of other employees,
nisation and adopt our operations to the changing internal
improves transparency of operations and optimises in-
and external context. Requirements of the PN ISO/IEC
formation flow between respective organisational units
27001:2007 standard were implemented and a relevant
involved in specific operations.
certificate of compliance was received.
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
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
-
-
-
-
-
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 Wir Sp. z o. o.
yes
yes
yes
-
yes
Rafineria Nafty Jedlicze SA
yes
-
-
-
-
Rafineria Trzebinia SA
yes
-
-
-
-
Company
ORLEN GAZ Sp. z o.o.
ORLEN KolTrans Sp. z o o.
ORLEN Transport SA
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
Piotr Małowiejski
transparency of the supplier selection process. A large
Acting Manager
number of our requests for quotation are published
of the Professional Service Procurement Team
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
In order to maintain the highest standards
no history of cooperation with PKN ORLEN.
of our relations with the customers,
the PKN ORLEN Procurement Office applies
The procedure is the same for local suppliers as well
a number of essential principles. They include
as for all the other suppliers. The advantages of local
maintaining a friendly working environment
suppliers are their good knowledge of the local market,
and creating a model of effective cooperation with
flexibility, familiarity with PKN ORLEN and lower costs
internal customers. We achieve this
e.g. of transport. However, all suppliers are treated equally.
by satisfying their expectations in the best
We do not have any statistics of the ratio of expenditure
possible way and by being ready to provide
on the services of local suppliers to total expenditure.
the required support. Developing partnership
relations with reliable suppliers is extremely
The personnel of the Procurement Office are willing
important for us.
to contact any suppliers interested in cooperating with
the Company. They are always very helpful during tender
PKN ORLEN cooperates with reliable suppliers
procedures. They advise suppliers on the purchase pro-
from all over the world. All of them are subject
cedures and clarify any doubts concerning the respective
to regular verification; we have developed
stages of a tender procedure. They explain the general
long-term cooperation models with our key
and specific requirements that tenderers are supposed
suppliers. The Company does not hesitate
to meet. Our personnel must be professional in perform-
to use the services of local suppliers
ing their duties, but at the same time respect the primary
(whose headquarters are located in the Płock
values and principles of the PKN ORLEN Code of Ethics.
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 pen-
is the ORLEN – Dar Serca Foundation. The Foundation
alties were imposed on the Company for breach of law
allocates the money according to the specific suggestions
and regulations relating to supplies and application of prod-
of the donors. In 2010, the Foundation used the funds
ucts and services. 2010 was also another year when
donated under the VITAY loyalty programme to pay for:
none of our agreements with suppliers required inclusion
• 6,462 dinners,
of a human rights clause. Neither did we report any signs
• 557 hours of rehabilitation activities,
suggesting that there exists a risk of forced or child labour
• 153 sets of school supplies,
among our major suppliers. Thus, we do not maintain
• 84 monthly allowances for children from family-run
children’s homes.
any statistics concerning that issue.
The Foundation also supports children from disadvantaged
1.5. Responsible marketing
families, e.g. from the flooded areas, in particular by providing them with clothes, shoes and things for school.
PKN ORLEN marketing and promotional activities are
Children
welcome
r mor are
inform
t on at
vi itour fuel stations. Some fuel
performed in view of the principles of corporate responsi-
stations even have baby change facilities.
bility. Both the marketing activities and the accompanying
communication take into account a long-term impact
good
is to offer fair-trade
One
of the corporate
For more
information,
visi practices
:
on the stakeholders and the surrounding environment.
certified coffee at the fuel stations. The fair-trade logo
Our campaigns and communication rely on true and reli-
means that the coffee at our Stop Cafes is supplied
able information. The variety and complexity of the initia-
by fair suppliers.
f
tives 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
PKN ORLEN follows the principles of transparency and fair
fuel stations collect used batteries and accumulators
play. Since 2006, the Company has been applying
from customers.
the principles of good practice, developed in cooperation
with the Advertising Agencies Association, in the process
Participants of the VITAY loyalty programme have the op-
of selecting an Advertising Agency and a Media House.
tion to donate their loyalty points to family-run children’s
homes supported by the ORLEN – Dar Serca Foundation.
In the period when the Polish Association of Branded
In 2010, the customers of ORLEN fuel stations donated
Goods Manufacturers ProMarka existed, PKN ORLEN
almost 10 mn VITAY points, which is an equivalent of al-
was involved in developing, promoting and protecting
most PLN 80,000. The beneficiary of the donated funds
trademarks as distinctive features of a product.
26
The objective of the ProMarka Association was to establish
Mystery Customers are evaluators who visit the Com-
the highest advertising standards in Poland and protect
pany establishments (institutions, organisations) under
consumers and competition from unfair and unethical
the disguise of a regular customer and assess the quality
advertising. PKN ORLEN, as a member of the Associa-
of customer service and their compliance with relevant
tion, undertook to apply the provisions of the Code
standards. PKN ORLEN was one of the first companies
of Ethics in Advertising. This meant that if a member
to implement the Mystery Customer programme in 2001.
company was reported to have breached the Code, it had
to be disciplined by the Advertising Ethics Committee.
The programme is one of the fundamental elements
of the customer service management system within
The good practice of the Promotion and Advertising
the PKN ORLEN retail network. It is an external audit
Department is to communicate true and reliable infor-
of the functioning of key customer service standards.
mation to our customers.
It enables incorporation of measurable (percentage
points) evaluation results in the process of customer
No cases of non-compliance with regulations and vol-
service quality management. The evaluation is a con-
untary codes governing the marketing communication
tinuous process and it covers all the operating fuel
issues, including advertising, promotion and sponsor-
stations. Each fuel station receives an evaluation sheet
ing, have been reported. One complaint was filed with
specifying which standards are on the required level
the Advertising Council and dismissed by the Advertising
and what needs improvement. The reasons of each nega-
Ethics Committee in the reporting period.
tive evaluation are explained. The results of evaluation
are used to develop a customer service improvement
Currently, PKN ORLEN is a party to three pending anti-
plan tailored to the specific fuel stations. Those results
monopoly proceedings.
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
We do our best to meet the needs of various groups
involves periodic customer satisfaction assessment.
of our
F example,
customers with special
For m customers
re information
visit:
The results of the assessment are thoroughly analysed
needs can now find a PKN ORLEN fuel station with
and used to implement specific solutions.
the required disability facilities via the www.orlen.pl
website.
The idea behind those initiatives is continuous improvement of customer service standards and customer sat-
isfaction 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 repu-
COMMITMENT
tation and loyal customers are a solid foundation for
We plan to launch new applications to enable online
the economic success of a company.
search of PKN ORLEN fuel stations in August 2011.
These will be:
In 2010, PKN ORLEN centralised the complaints and claim
• www.m.orlen.pl – a light version of our corporate
management system in the retail sales area in order
website with a search engine, available from any
to be able to better and faster react to customer expe
mobile device with internet access
ctations. Actions were taken to streamline the docu-
• an advanced fuel station search engine for smart-
ment circulation process. The information we receive
phones (compatible with Android, iPhone and Black-
from customers is processed in a professional manner
berry systems).
and thoroughly analysed in order to improve the offer
of our fuel stations across the country.
Complaints and claims
Year
2008
Filed
2010
2009
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
199
627
1,150
278
872 1,393
Total
28
826
374 1019 1,906
531 1,375
2.
SOCIETY
PKN ORLEN
as a responsible
citizen
2.1.
2.2.
2.3.
2.4.
2.5.
2.6.
2.7.
2.8.
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
PKN ORLEN
as a responsible
citizen
2.1. Expectations of our stakeholders
In 2010, PKN ORLEN launched an innovative study which,
Andrzej Kozłowski
alongside other studies incorporating social elements,
Executive Director, Strategies
was dedicated to two specific groups of our stakehold-
and Project Management
ers: the customers and the local society of the city
of Płock. The purpose of the study was to find out what
It is no news that the sector in which we operate is a very
the respondents thought about CSR activities in PKN
demanding one. The ORLEN Group is affected by a num-
ORLEN. We asked our stakeholders, among other things,
ber of macroeconomic, market and regulatory factors.
about their knowledge, understanding and assessment
In order to maintain our leading position in the market,
of the activities undertaken by the Company and whether
we adjust our business to the changing environment
they thought those activities to be effective and appropri-
and quickly react to the new market challenges.
ate. The process was prepared in recognition of the fact
that pro-social work is what our stakeholders expect, but
We are not only the largest company on the Polish mar-
at the same time affects the perception of our brand.
ket, but also one of the largest corporations in Central
Consequently, the benefits of such work are reciprocal.
and Eastern Europe. We are a regional leader and we are
By better understanding the expectations of the environ-
active on a number of markets, among others in Poland,
ment, the Company acts more efficiently, which in turn
the Czech Republic, the Baltic states or in Germany.
serves to strengthen the Company’s brand.
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 strat-
COMMITMENT
egy is to focus on the development of new segments:
To continue studies concerning the perception
electricity and upstream. At the same time, we strive
of PKN ORLEN’s CSR activities by the respective
to achieve our other strategic priorities: further improve-
groups of stakeholders.
ment of efficiency 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.
30
According to two-thirds of the residents of Płock, PKN
is also positively perceived. The assistance programme
ORLEN is involved in pro-social work to a sufficient
dedicated to professional and voluntary fire brigades
extent. The same group is also familiar with the spe-
that PKN ORLEN implements under one of the priorities
cific actions taken by the Company. The following are
of its charity policy, namely life and health protection,
the most popular projects: the purchase of medical devi
is becoming increasingly popular.
ces for the hospital in Płock, construction of a modern
playground for children and training programmes for
Apart from the above studies, PKN ORLEN constantly
students of local universities.
monitors the impact of its efforts on the local society. Two periodic studies are conducted: ORLEN Brand
Our customers positively evaluate the “ORLEN Safe Roads”
Reputation and Brand Reputation Index (GfK, Pentor RI),
programme that promotes road traffic safety. The ORLEN –
and the issue of local societies is an important module
Dar Serca Foundation, which supports family-run children’s
of both studies.
homes and undertakes other social assistance initiatives,
CSR
in ORLEN
2010
2009
Fundacja
„Fundusz
Grantowy
dla Płocka”
Forum
dla
Płocka
2005
2004
2003
2002
2001
2000
31
2008
BEZPIECZNE DROGI
2007
2006
2.2. Risk Management
Operating
– caused by improper or unreliable internal processes,
Risk is inherent in business. In order to minimise haz-
production, storage and distribution technologies, emplo
ards that are hard to foresee, PKN ORLEN operates
yees or malfunctioning processes.
a risk management system enabling business decisions
to be made with full awareness of the existing risks.
External
In 2010, the company was well prepared to respond
– caused by external factors associated with customers,
to actual risks so as to minimise their possible impact
suppliers, competitors, new market players, substitute
on the continuity and possibilities of achieving the busi-
services or changes in the external environment.
ness goals.
IT risks
Risk management is based on procedures that enable
– associated with improper management of ICT resources
identification of respective risks, risk allocation to respec-
processed by means of information and communication
tive owners, risk analysis in the Company’s key areas
technologies, outdated information and communication
and recommendation of preventive measures. To support
technologies, incoherent ICT strategies, disturbances
the system, we have internal reviews (both with respect
in the operation of the ICT infrastructure.
to internal procedures and the external environment)
Organisational
relating to the Company’s most important business areas
in terms of its current operations. By integrating the risk
– associated with the Company’s stakeholders and caused
management system we are able to implement a uniform
by inappropriate organisational structure and system
approach to risk management, which will translate into
of delegating the authorities and responsibilities, and lack
uniform approach to strategic planning on the level
of adequate rules of conduct for the employees and man-
of strategic business operations and internal control.
agers of organisational units.
The risk management system responds to the needs
Legal and regulatory
of a broad circle of the Company’s stakeholders who
– risks caused by non-compliance with the law, corporate
want to better understand a wide range of the risks
regulations and contractual provisions, and risks asso-
facing the Company so as to be certain that those risks
ciated with the safety of information processed using
are properly managed.
information technologies.
The Company’s operations involve the following types
Physical safety
of risk:
– risks associated with property and personal security
(e.g. fire, accidents, theft).
Strategic
– due to wrong assumptions of strategic planning
At PKN ORLEN, risk management is not restricted only
and wrong assessment of strategic options, including
to the oil industry. Instead, it relates to the broad macro-
internal strategic decisions.
economic context of the Company operations. Implementation of the integrated risk management system makes
Financial
it possible to perceive the existing risks not only as threats,
– associated with financial transactions and financial
but also as an opportunity to increase the Company’s
accounting and reporting requirements.
goodwill in all areas of its operations.
32
2.3. Participation in public life
following adoption of the Act on privatisation of stateowned enterprises in the summer of 1990. That act
In 2010, PKN ORLEN, as a market leader, was involved
initiated the gradual process of reducing the presence
in important sectoral events intended to promote dynami-
of the State in economy, leading to thorough social
cally developing companies. Among others, the Company
and economic changes in our country. However, the recent
was a sponsor of the MARQA 2010 Ranking of the Most
global economic downturn made the Polish and European
Valuable Polish Brands organised by the Rzeczpospolita
experts – politicians, economists and journalists – review
daily, the Congress of Oil and Gas Industry in Bóbrka
their opinion on the relationship between the State
or the “Stock Exchange Listed Company of the Year”
and the market and redefine the role of the State in this
ranking organised by the Puls Biznesu daily.
respect. On the one hand, there is a growing pressure on introducing such regulations as would protect
PKN ORLEN organised a discussion panel about “Stra-
the world from a similar crisis in the future, however,
tegic implications and international significance of shale
on the other hand, the interference of the State in eco-
gas production in Poland” during the 20th Economic
nomic development has in many countries pumped
Forum in Krynica. The discussion was attended by ex-
the public debt to enormous dimensions, threatening
perts and focused on the regional and international
the future economic stability of the world. Specialists met
consequences of potential discovery of unconventional
to discuss the direction in which the World is heading
gas sources in Poland.
in 2010 and the distribution of forces between the State
and the market in 20 years time.
In 2010, PKN ORLEN launched the “Future Fuelled
by Knowledge” project whose goal is to initiate discus-
PKN ORLEN is also actively represented in various organisa-
sions on issues of strategic importance for the European
tions and associations, which is a chance to share experi-
and global economy. The project involves organisation
ence, broaden the knowledge and improve qualifications.
of conferences and discussion panels, and publication
Another advantage of such membership is the ongo-
of materials.
ing and free of charge access to reports, draft legislation and information about normative acts concerning
The first event in the series was a conference: “1990 –2010
the refinery and petrochemical sector on the Polish
– 2030: how much state in the market, how much market
and European market. It also matters that the Company
in the state. Experience and prospects for the develop-
may present the stance of the chemical sector, protect
ment of the Polish and European economy.” The first
its interests and influence legal regulations and technical
twenty years of privatisation in Poland and the difficult
standards, etc. Members of sectoral organisations can also
crisis environment challenging both politician and en-
benefit from participation in training sessions, workshops,
trepreneurs was the right moment to initiate a series
conferences and seminars Last but not least, this kind
of meetings that would serve as a platform for the ex-
of activity helps build a positive image of the chemical
change of opinions and experience concerning the most
industry and petrochemical sector.
F
i
i
vital economic issues.
In 2010, the Company was represented in 37 organisaThe “1990 – 2010 – 2030: how much state in the market,
tions and associations, The Company plans to be a mem-
how much market in the state” conference is an effort
or of 39
m e organisations
or a io , and associations
isi :
ber
in 2011.
to review the entire process of political and economic
transformation. The date of the conference – 16th Sep-
tember – was not a coincidence: it is associated with
a series of historic events that took place 20 years ago
33
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 indirectly, 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.
Leszek Wieciech
General Director,
In 2010, the Company was particularly actively involved
Polish Organisation of Oil Industry and Trade
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
Do you think that the oil industry has
environment, establishing corporate governance policies
to face any specific challenges in order
and taxes in the fuel and energy sector.
to develop in a sustainable manner due to its
It should also be noted that the Company was involved
specific character?
in preparing legal regulations concerning mandatory
The challenges facing the oil industry in the area
oil and liquid fuel reserves, liberalisation of the rules
of sustainable development could well
of creating mandatory natural gas reserves, new requi
be described as extreme. On the one hand,
rements concerning the quality of liquid fuels, new
the global economy relies to a large extent
on crude oil supplies and consumers consider
unlimited mobility to be one of their basic rights
The European oil industry has released a number
but, on the other hand, the society and legislators
of new fuels that cause much lower emission
insist, as they should, on limiting hazardous
of hazardous substances (sulphur, lead, aromatic
emissions, including CO2 emissions.
hydrocarbons and benzene). It was possible thanks
to cooperation with the automotive industry
The European oil industry accepted the challenge
and researchers and, most importantly, thanks
of supplying fuel and other products with as little
to huge expenditure made by the oil companies.
negative environmental impact as possible: since
1990, the energy efficiency factor has been
Finally, it should be mentioned that the European
growing by 1% a year. For several years now, out-
fuel industry is a major employer in the EU,
dated uncomplicated refinery systems have been
with appr. 100,000 people working in refineries
gradually replaced with modern comprehensive
and 500,000 – in marketing and logistics, some
units capable of thorough processing of crude oil.
of whom are highly qualified specialists, engineers
In terms of modernisation, Polish refineries
and researchers.
are among leaders not only in Europe,
but worldwide.
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
crude oil and liquid fuel reserves, assumptions for com-
the balancing and settlement of traditional emissions.
prehensive amendment of the biocomponent and liquid
biofuel law and expert opinions concerning the impact
2.4. Participation in local
and European projects
of draft key EU legislation on the domestic oil industry.
2.5. National heritage
As one of the largest oil industry companies in Central
and Eastern Europe, PKN ORLEN feels responsible for con-
In 2010, PKN ORLEN continued its cooperation with the Na-
tributing to the European Union policies. We do our duty
tional Museum in Warsaw, becoming the patron of the Pol-
by means of active membership in European petroleum
ish Painting Gallery. The Company was also engaged
industry associations. One of those associations is EUROPIA,
in the Museum’s celebrations of the 600th anniversary
a European forum where we represent the interests of our
of the Battle of Grunwald as a patron of the “Celebrations
region and the Company itself. The mission of EUROPIA
of the 600th Anniversary of the Battle of Grunwald”. One
is to contribute in a constructive way to the develop-
of the elements of the celebrations was publication of book
ment of policies to safeguard the secure and sustainable
entitled “Jan Matejko – Bitwa pod Grunwaldem nowe
manufacturing, supply and use of petroleum products
spojrzenia” with essays written by domestic and foreign
by providing competent input and expert advice to the EU
art historians about the battle itself and its presentation
Institutions, Member State Governments and the wider
by the painter, Jan Matejko. A light and sound installa-
community. One of the jobs of the Association in 2010
tion by Stanisław Syrewicz was prepared and a 3D film,
was publication of the White Paper on EU Refining,
inspired by Jan Matejko’s famous painting, “The Battle
a report that sparked discussion about the future role
of Grunwald”, was produced in association with Tomasz
of our sector in the EU’s new renewable energy economy.
Bagiński’s Platige Image studio. It should be added that
Such efforts are supported by scientific and technological
of specialist conservation devices (microscopes) by the Mu-
research conducted by PKN ORLEN together with other
seum in 2010. The microscopes were used to renovate
members of the CONCAWE Association.
Matejko’s painting and will also be used to reconstruct
the Company also contributed financially to the purchase
other masterpieces. The Company was also a patron
PKN ORLEN is also engaged in the work of European
of the National Theatre in Warsaw. Thanks to the Com-
sectoral associations. Apart from EUROPIA and CON-
pany’s involvement, the audience had a chance to see
CAWE, the Company is an active member of the Energy
the famous opening night of “A Streetcar Named Desire”.
Working Group of the BUSINESS EUROPE Association,
the Polish Organisation of Oil Industry and Trade (POP-
r mor area
i of our
rmati activity
, is :is the city of Płock. The ComAnother
iHN) and the Polish Confederation of Private Employers
pany is a permanent patron of the Płock Masovian Mu-
(PKPP Lewiatan). The Company was involved in preparing
seum which uses our help to supplement its collections
the EU policy and legislation concerning strengthening
and make the current exhibitions more attractive. Moreover,
the principles of corporate governance for the functioning
PKN ORLEN is a regular supporter of educational and art
of European enterprises and implementation by the Polish
conservation projects organised by the Zielińscy Library,
Standardisation Committee of Polish standards concern-
the city’s oldest cultural institution, for the local society.
in
f
ing corporate risk management in Polish enterprises.
i
vi
Last but not least, the list of cultural undertakings in which
invo ved features
we have
For
morebeen
information
visit: a concert of the National
As a result of close cooperation with local organisations,
Philharmonic Symphony Orchestra at the Płock Cathedral.
such as POPiHN and PKPP, the Company was involved
in preparing assumptions for a new law on mandatory
www.europia.eu; www.concawe.be; www.popihn.pl
35
2.6. Sports
PKN ORLEN also supports athletes from the ORLEN
Athletic Team who successfully compete in the most
For many years, PKN ORLEN’s marketing activities have
important international sporting events.
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
©Adam Nurkiewicz
disciplines 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
©Adam Nurkiewicz
competing in the prestigious Porsche Supercup series.
36
2.7. Charity
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.
PKN ORLEN is involved in charity activities both directly
Moreover, the Company co-financed a series of local
and via its ORLEN – Dar Serca Foundation.
and international volleyball tournaments and one volleyball match with Brazil, the current world champion.
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 MiniLeague for teams of young players, boys and girls, from
Płock and the neighbourhood. Thanks to the efforts taken
The ORLEN – Dar Serca Foundation is celebrating its tenth
and support provided by the Company, in 2010 Płock
acquired a modern ORLEN Arena, a sports and entertain-
anniversary in 2011. The Foundation is a public benefit
ment hall, the seat of ORLEN Wisła Płock.
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. Cur-
F r more nformati n visit
rently, four programmes are in progress: a nationwide
programme, a programme for children from familyrun
children’s
homes,
for students from
For more
i form
io a programme
visit
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.
A notable change that took place over the last few years
Małgorzata Masłyk
was the stabilisation of the group of non-government
Recipient of scholarship
organisation with which PKN ORLEN has established
from the ORLEN – Dar Serca Foundation
permanent relationships supported by long-term agreements. Currently, a group of 7 foundations cooperate
What is such a young and ambitious person
on a regular basis with the Company. It should be noted
guided by when determining the goals
that some of the projects have continued for more
of her life? What inspires and stimulates
than 10 years now. In accordance with the principles
you to pursue continuous development?
of corporate social responsibility, an important criterion in developing those relationships were their social
and business aspects.
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.
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
in numerous Polish and international contests
a German-Danish school. I was the first
is associated with substantial costs.
in the history of the school and so far the only
Being socially active is also very important
student from Eastern Europe to be elected
for me. I am an active member of the Association
by peers as the school president. I am also
of Young Democrats and in the “Pokolenie”
a member of the School European Club.
(Generation) group that assists deaf-and-dumb
My involvement in the Club encouraged me
children. I devote my free time to poetry
in particular to participate in history and EU
and rowing. Thus, the scholarship enabled
contests. The scholarship enabled me to invest
my personal development, but at the same
in myself without worrying about the costs
time it allowed me to use my free time
associated with developing my interests
for active participation in voluntary work
and pursuing my educational aspirations.
for the local society.
The truth is that being a prize-winner
38
Two organisations supporting local societies are particularly
In accordance with the principles of corporate social
worth mentioning: “Fundusz Grantowy dla Płocka” (Grant
responsibility, PKN ORLEN takes part in numerous initia-
Fund for Płock) and Stowarzyszenie “Fundusz Grantowy
tives and projects, including those dedicated to safety
Dobrego Sąsiedztwa dla Ostrowa Wielkopolskiego”
improvement. We are also implementing our own original
(The “Good Neighbourhood Grant Fund for Ostrów
project benefitting fire brigades.
Wielkopolski” Association). Cooperation in this area
has continued since 2002 for Płock, and since 2004 for
The Company receives numerous requests for assistance
Ostrów Wielkopolski. PKN ORLEN’s involvement in this
from national and voluntary fire brigades concerning
project goes beyond charity work due to the fact that
co-financing of e.g. specialist fire fighting and rescue
the activities and financial contribution of local gov-
equipment, such as fire engines, pumps and personal
ernments are combined with the Company’s support.
equipment for fire fighters. The Company appreciates
The purpose of these projects, based on the UNDP
the fact that fire brigades are at all times ready to bring
methodology in the area of sustainable development
help to others and react in various critical situations.
strategy, is to broaden and strengthen cooperation
Fire fighters have many times proven that they are well
between the public and private sector in a way that
prepared to rescue people’s lives and property, if only
would serve both economic competitiveness and social
they have the right rescue equipment and funds to cover
justice. These activities promote development of partner
their operating expenses. This makes them highly trusted
relationships with the local society and create a positive
by the society.
f
image
For m of the Company
r inf rm ion v They
i : also support third-sector
development, since it is the local non-government organisations that are the beneficiaries of the aforementioned
Fo more in
foundations.
www.funduszgrantowy.plock.eu.pl
www.funduszgrantowy.pl
COMMITMENT
To continue cooperation within the framework
of cross-sectoral partnerships
39
2.8 „ORLEN.Bezpieczne drogi
(safe roads)”
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
Given the nature of the sector in which PKN ORLEN operates,
need it the most.
initiatives aimed at improving road safety are very important. The Company has been implementing its “ORLEN.
The principles of PKN ORLEN’s charity work are specified
Bezpieczne drogi (safe roads)” programme since 2006.
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 cor-
BEZPIECZNE DROGI
porate 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
In 2010, the programme focused on the problem of driver
is also published by the beneficiaries on their websites
fatigue. The motto of the campaign was: “2 hours driv-
and in local press.
ing, 20 minutes break”. A relaxed driver is a safe road
user, and a tired driver may be as dangerous as a driver
For several years now, PKN ORLEN has been ranked among
under the influence of alcohol. A solution is very simple.
the leaders in the “Philanthropy Leaders” competition,
Each long trip should be planned in advance, taking into
in the category of companies that donate the largest
account the need to make short, 20-minute breaks after
amount of funds for social purposes.
each 2 hours of driving.
Other companies from the ORLEN Group also learn from
The “ORLEN.Bezpieczne drogi” safe roads programme has
PKN ORLEN’s experience. Some of them have adopted
become a feature of the Polish landscape. It is appreciated
their own charity policies. A predominant part of dona-
and positively evaluated by drivers as an important effort
tions granted by companies is directed to local needs.
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
Safety – the key
to development
3.1.
3.2.
3.3.
3.4.
3.5.
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
PKN ORLEN’s safety policy is based on two fundamental
principles. First of all, human life and health protection
Dariusz Loska
is always regarded as superior. Moreover, the corporate
Director of the HSE Office
operational activities take into account all the relevant
HSE standards, good practice and the latest achievements of knowledge and technology. The direction
Ensuring a high level of safety in the petrochemical
industry is a huge challenge. The specific nature of this
of HSE-related activities is determined by the idea of full
industry involves a higher risk of hazards than in other
safety assumed by the Company: “Zero accidents means
branches of the economy. This is why we always insist
100% safety”.
that health and life protection is our priority. The actions
taken within the area of safety are aimed at achiev-
PKN ORLEN’s safety policy is described in the Integrated
ing those objectives on all organisational levels, both
Management System Policy. In accordance with the docu-
during and outside working hours.
ment, we protect the life and health of our employees,
outsourced contractors, suppliers and visitors by:
We strive to achieve and maintain a safety level which
• performing comprehensive technological, organisational,
will eliminate the risk of fatal, grave and group acci-
economic and legal activities to prevent accidents
dents, including accidents involving employees of out-
among our employees and outsourced contractors,
sourced contractors. An accident, fire or failure is not
fire outbreaks and industrial or radiological failure;
something that cannot be avoided. Their effective
• ensuring a safe working environment for everybody;
prevention is possible.
• systematically improving the safety culture;
• integrating and improving cooperation between
the ORLEN Group companies in the field of the safety
Increasing safety is an extremely complicated process.
of work via a common safety platform;
It is important to apply the right training programme.
To educate is often more effective than to control.
• cooperation with leading scientific institutions
The application of innovative technological and orga
and knowledge transfer to the Company. PKN ORLEN
nisational solutions is not an insignificant issue, too.
shall take reasonable efforts to continue such coop-
However, we must not forget that people are always
eration.
in the centre of our attention.
42
Open communication with employees at all levels
WE INTEND TO INTRODUCE:
of the organisational structure enables cooperation in deve
• a safety passport for external contractors;
loping internal standards and documents in the area
• a HSE assistant;
of HSE, fire prevention and process safety. Any suggestions
• training for outsourced contractors incorporat-
made by the employees are recorded and are often used
ing scenarios of possible crisis situations that
to solve work safety issues.
may occur in the course of their work within
the Company’s premises.
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 mainte-
3.2. More than HSE
nance 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
Product safety
trade unions. The agreement was executed on the basis
The safety of all products offered by PKN ORLEN, both
of the provisions of the Corporate Collective Labour
fuels and petrochemicals, is guaranteed in accordance
Agreement and generally applicable legislation. The Com-
with the EU and national legislation as well as corpo-
mittee settles any issues associated with the development
rate standards and regulations. Products are provided
of HSE conditions in the Company. The same regulations
with material safety data sheets that constitute a basic
serve as a basis for the functioning of a social labour
source of information about the chemical substance
inspection whose work is administered by labour unions.
and preparation. That information is forwarded through-
Cooperation aimed at developing good HSE conditions
out the entire supply chain. Material safety data sheets
in the Company includes meetings of the Corporate Social
contain information concerning, among others, hazards,
Labour Inspector and Departmental Social Labour Inspec-
composition, behaviour in case of fire and other data.
tors with trade unions, attended by a member of the PKN
ORLEN Management Board and employer’s representatives
We implement rational management. We apply technolo-
responsible for contacting the social labour inspectorate.
gies and processes based on our theoretical and practical
knowledge in the field of manufacturing specific products.
Half of the Committee members are the employer’s repre-
We ensure adequate conditions and technical protection
sentatives, including HSE service personnel and a medical
of production and logistic processes.
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.
43
Employee safety
We maintain statistics of accidents and non-casualty
COMMITMENT
incidents taking place within the Company’s premises.
PKN ORLEN is planning to develop stress man-
We do not have statistical data broken down into genders
agement, i.e. assessment and monitoring of em-
and regions, though it would be possible to collect such
ployee stress levels, job satisfaction or ongoing
data. We monitor employee health, draw conclusions
preventive programmes.
and take preventive actions. No grave, group or fatal
accidents were reported in 2010.
At PKN ORLEN, safety is regarded as an issue of key
123 non-casualty incidents were reported within
importance, and as such it is directly supervised
the premises of the Production Plant in Płock. Once
by members of the Management Board. A number
again, the events were analysed in order to collect
of projects and initiatives were implemented in 2010
as much information as possible and avoid grave injuries
within the framework of the new concept of full safety
in the future.
at PKN ORLEN:
• Involvement of Top Managers – expressed by promoting
Efforts taken to prevent accidents, industrial and radi
safe behaviour at work. Concern for employee safety
ological failures as well as fire outbreaks resulted
as well as putting work safety issues on par with
in a limited number of accidents, also among employees
production issues help develop the right standards
of outsourced contractors. Many years of experience
of behaviour.
in the development of safe working conditions resulted
• Management “in a nutshell” – “nutshells” with
in a reduction of accident rates at PKN ORLEN, which
graphics and descriptions are a synthetic presentation
in recent years have remained similar.
of the most important provisions of the Comprehensive
Prevention System, thus making it easier for the em-
There is a close link between work safety culture
ployees to become familiar with them.
and the number and type of accidents. This is why our
• Supportive actions – 3 information movies concerning
current and planned actions focus on employee behaviour,
the HSE issues at the Production Plant in Płock were
their individual character and attitude, and the physical
produced in several language versions (Polish, German,
working environment. It is extremely important to develop
English and Russian). They concern the following is-
safety awareness.
sues: HSE during overhaul works, visitor safety within
the Company’s premises and instructional material about
Accident rate at PKN ORLEN
Year
1)
2)
3)
No. of accidents
Absence
Rate of
1
Severity2
TRR3
Total
Fatal
Grave
Group
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
incidence rate – number of accidents per 1,000 employees
severity rate – number of days of inability to work per 1 accident
TRR – number of accidents per one million of man-hours
44
Incidence
Accidents in 2008–2010 (PKN ORLEN)
hazards within the Plant. The movies are used during
training sessions and in the framework of promotional
and informational activities.
30
• Motivating, promoting and enhancing safe behaviour
25
at work and outside work by expressing approval
and appreciation of employees who behave in a safe
26
23
28
20
way and are committed to increasing safety at their
workplace.
15
• Work Safety as a corporate value – a proposal has been
10
prepared to supplement the Key Corporate Values with
“work safety” in order to promote and encourage safe
5
behaviour at work.
• Increasing employee awareness in this area is a priority
0
for the Company. Instead of increasing the number
of audits, we want to expand the system of counselling
2008
2009
2010
and training activities. Besides all that, an upgraded
Incidence rate in 2008–2010 (PKN ORLEN)
procedure for reporting accident risks enables the repor
ting person to suggest relevant preventive measures.
8
6
COMMITMENT
PKN ORLEN will continue reducing the number
5,5 5,0
6,2
4
of audits and replacing them with counselling
and training activities.
2
0
• Introduction of:
2008
2009
2010
– anti-electrostatic protective clothing, protective helmets
and impact goggles, and in the event of evacuation
TRR rate in 2008–2010 (PKN ORLEN)
– gas masks with filters;
– anti-electrostatic and flame resistant clothing;
4
– protective shoes: anti-electrostatic, resistant to oil,
petrols and other organic solvents.
3
3,2 2,9 3,09
2
1
0
45
2008
2009
2010
Absence due to accidents at work in 2008–2010
(PKN ORLEN)
ORLEN Group regions and companies
Actions taken by PKN ORLEN are also being gradually
implemented within the ORLEN Group. The result was
1000
a drop in the number of accidents in 2010. Most acci
952 996
dents were minor and did not cause prolonged sick
800
absence. No repetitive accidents, typical of the chemical
industry, were reported.
789
600
It should be noted that concern for safety has resulted
400
in reduced accident rates at the ORLEN Group. The cur-
200
rent level of the TRR rate is comparable to that of other
international companies from the refinery and petro-
0
chemical industry.
2008
2009
2010
Due to the diversity of operations of the respective
Severity rate in 2008–2010 (PKN ORLEN)
companies from the ORLEN Group, a HSE management system and relevant safety standards have been
developed. Most companies have implemented and cer-
50
tified a HSE Management System in accordance with
40
the PN-N-18001:2004 standard.
36,6
43,3
30
28,2
20
COMMITMENT
PKN ORLEN will continue to intensify cooperation
10
among the ORLEN Group companies, including
0
by developing data bases and implementing HSE
management systems.
2008
2009
2010
PKN ORLEN TRR rate in 2000–2010 (PKN ORLEN)
Category
Accidents at work
Sick absence
Severity rate
Occupational diseases
TRR rate
*
Year
ORLEN Group*
2009
85
2010
73
2009
3501
2010
2595
2009
41.18
2010
35.55
2009
0
2010
0
2009
4.17
2010
3.86
5
4
3
2
1
0
data concerns 22 leading companies from the ORLEN Group.
46
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Safety of service suppliers and outsourced
contractors
of emergency situations. They ensure protection of people,
natural environment and property. All the documents
One of PKN ORLEN’s objectives is to increase safety
have been submitted to the local administration authori-
among subcontractors. We undertake various measures
ties, i.e. Regional Environmental Protection Inspectorates
to achieve to achieve that objective, for example:
and National Fire Brigade units.
• pursuant to the decision of PKN ORLEN Management
Board of 11 August 2009, outsourced contractors
The Company operates a Process Safety Management
were obligated to implement a HSE Management
System based on the nine pillars referred to in Article
System in accordance with the Polish Standard
252 of the Environmental Protection Law that guaran-
PN–N–18001:2004 Health, Safety and Environment
tee protection of people and the environment. That
Management Systems. Requirements. Since 1 July
system is an element of PKN ORLEN’s overall manage-
2010, the implementation of this system has been
ment and organisation system. It implements the Major
one of the selection criteria for outsourced contractors
Accidents Prevention Policy (MAPP) applicable to all
of future works at the Production Plant in Płock;
the Company’s facilities and hazard analysis and process
• we include a “Work safety” clause in contracts with
risk assessment instructions.
outsourced contractors;
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 contrac-
PKN ORLEN performs process hazard analysis and safety
tors and the PKN ORLEN services assisting outsourced
assessment by using such tools as: Preliminary Hazard
rcontractors;
more in o
Analysis (PHA), Hazard and Operability Study (HAZOP)
• we have improved the monitoring of accidents invol
and Layer of Protection Analysis (LOPA). They help
ving outsourced contractors within the premises
avoid mistakes already at the stage of issuing opinions
,
of the Production Plant in Płock;
about and recommendations for project plans involving
• we organise training sessions and we talk to out-
the Company’s facilities. The Process Safety Manage-
sourced contractors and their employees.
ment System undoubtedly minimises the risk of failure.
For example, the very introduction of the HAZOP analysis
Technology safety and process safety
resulted in a drop in the number of failures.
The Production Plant in Płock, the PTA Plant in Włocławek
and all the Fuel Terminals comply with the requirements
The principles of process safety are implemented at PKN
of the EU Seveso II Directive implemented into the Polish
ORLEN at every stage of the functioning of technical
Environmental Protection Law in the field of preventing
facilities, beginning with designing through construction,
major failure.
operation and modernisation until disconnection and closure. The facilities are equipped with modern security
In concern for safety, PKN ORLEN has developed and regu-
and protection systems (e.g. monitoring and measuring
larly updates documents containing systematic solutions
systems, alarms, safety locks, fire safety systems and ex-
for prevention of and protection against the effects
plosion 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.
Jan Szrajber
The Brigade’s main duties include:
PKN ORLEN In-House Fire Chief
• 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
PKN ORLEN In-House Fire Brigade is the largest unit
and Rescue System (KSRG) and the Hazardous Material
of this kind in Poland and Central Europe. In 2001,
Transportation Assistance System (SPOT);
it was incorporated into the National Fire-Fighting
• monitoring fire and chemical safety of the Company’s
and Rescue System, which means that the National
facilities;
Fire Brigade may also count on its support.
• ensuring good technical condition of fire-fighting
and rescue equipment;
Our fire fighters are professionals of the highest
• evaluation and determination of building, installation
calibre, ready to react wherever their help is needed,
and technological requirements concerning respective
not only in industrial areas. The professional training
facilities in accordance with fire protection regulations
and experience they have gained through fire-fighting
and best available engineering knowhow;
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
20 15
49
4
External Fire outbreaks
0
13
Fire extinguished before arrival
of the Fire Brigade
20
Fire outbreaks in company
40
63
Total fire outbreaks
60
Total local hazards
80
False alarms
92
100
including emergency calls
120
1
Total
125
140
3.4. Transport Safety
– the SPOT system
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
PKN ORLEN undertakes various activities to ensure safety
involved in particularly dangerous work as well as those
also beyond the premises of the Production Plant. We are
who work in areas where there is a risk of explosion.
actively involved in SPOT, and the In-House Fire Brigade
Emergency training and drills are organised for chemical
manages the National SPOT Centre.
rescuers from the respective departments, the In-House
Fire Brigade and the crew.
SPOT is a Polish information and assistance system,
the purpose of which is to prevent road accidents invol
Employee education is supported by interactive materi-
ving hazardous chemical materials or minimise their
als (movies, presentations, the Internet). An e-learning
consequences. It is a perfect example of cooperation
training system for the administration personnel was
between chemical plants and transport companies han-
implemented and tested in 2010. Training materials
dling hazardous materials.
regarding good HSE practice are published in the Intranet.
They concern such issues as e.g., HSE in the chemical
In 2010, assistance within the SPOT system was provided
industry or IT.
in eight incidents.
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
Police
of each month), heads of organisational units perform
Bydgoszcz
a self-check of HSE, fire protection and process safety
Wloclawek
issues. These meetings include also Brief Talks about
Plock
Safety with employees concerning professional haz-
Pulawy
ards and self-protection against them. On those days,
Brzeg Dolny
Kedzierzyn
Kozle
Nowa
Sarzyna
specialists from the HSE Department inspect randomly
Trzebinia
Tarnow
Jedlicze
Oswiecim
chosen units.
Płock, the National SPOT Centre
COMMITMENT
Signatories of the National SPOT Centre
PKN ORLEN will continue its activities related to educating and motivating employees and outsourced
3.5. Disseminating
the idea of safety – education
contractors. The following initiatives are planned:
• Safety Open Day;
• work safety promotion programme – a HSE
Our objective is to continuously develop the work safety
competition.
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.
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
In 2010, PKN ORLEN strengthened its position
Adam Czyżewski
of the leader in environmental protection. However,
Chief Economist at PKN ORLEN
we must not forget that the years to come will bring
major changes in the broadly understood chemical
Climate changes concern the entire globe rather than
industry. The new Community legislation that is about
individual continents or countries. Preventing climate
to enter into force requires ever more restrictive solutions
changes requires coordination of climate policies
in the area of environmental management.
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 ac-
Companies from the energy sector (in the broad mean-
ceptable for all the Member States.
ing of the term), whose practical know-how related
As it is, climate policy is shaped in the process of mul-
challenges may serve the negotiation process, play
tilateral negotiations which start on the national level
a particularly important role here. Shaping the future
before they move to the international arena. The na-
EU climate policy is the domain of the Government.
tional level of negotiations is a very important link
However, the government does not act on its own
in the climate process, since this is where negotiation
behalf. Instead, it represents companies which create
mandates are established, determining the framework
jobs and households that, in the end, will pay the costs
within which Government delegations will operate
of climate policy. PKN ORLEN, as an operator to whom
during international negotiations. Due to the fact
the energy and climate policies apply may – and should
that any arrangements made on the international
– influence their future shape. The best way to make
level have to be implemented by the respective coun-
use of the potential of economic and business know-
tries, each local entity has the right to express their
how concerning climate change policies and their
opinion on the desired direction of changes in climate
impact on the economy and business is to participate
and to actively participate in the process of developing
in the public debate.
to the possibilities and costs of adapting to climate
an official negotiating stance on the national level.
52
One important challenge that faces the chemical indus-
of free-of-charge allocation of emission allowances.
try are the assumptions of the Climate Package, such
However, the volume of those allocations will promote
as the assumed reduction of greenhouse gas emissions
only low emission technologies. Those plants that do not
and energy consumption by businesses. Despite the tran-
meet the emission indicators will have to buy their emis-
sition periods that the Polish Government succeeded
sion allowances, which will make their products less
in negotiating, it will be very difficult for chemical pro-
competitive. All those measures are aimed at reducing
cesses which inherently generate high energy consump-
greenhouse gas emissions caused by energy generation
tion and, consequently, high emissions, to comply with
and refinery and chemical production processes.
the assumptions of the Climate Package. Beginning with
2013, Poland and nine other Member States of the EU
Another courageous step towards setting the objectives
will be allowed to allocate free-of-charge only a portion
of modernising and reducing the burden of industry,
of greenhouse gas emission allowances to its energy
including the chemical industry in Europe, was the entry
sources.
into force of the Directive 2010/75/EU of the European
Parliament and of the Council on industrial emissions
The number of free-of-charge emission allowances to be
– the Industrial Emission Directive (IED). The provisions
allocated to the respective power plants will be calculated
of the Directive concerning new conditions associated
by Governments of the EU Member States in relation
with obtaining an integrated permit that systematically
to technologies that emit the least pollutants in the pro-
regulates not only all the conditions of exploiting the en-
cess of generating electricity from the respective fuels,
vironment (emissions, resources), but also the principles
such as gas or coal.
of production processes, must be transposed to the Polish
legal system by 7 January 2013. For more than 3,000
However, beginning with 2020, Polish power plants will
Polish plants that are obliged to have an integrated
be forced to buy all their emission allowances at auctions.
permit, it will be a sort of an environmental permission
This will undoubtedly affect energy prices. The chemical
to conduct their business.
companies are forced to buy most of the energy they
consume on the market, and even if they have – like
What is important now is the form of transposing the provi-
PKN ORLEN – their own energy sources, they have to pay
sions of the IED Directive to the national legislation, espe-
for emission allowances for those sources. The chemical
cially the revision of the Environmental Protection Law. Our
industry is preparing to function in the new settings,
previous experience shows that during the transposition
which in many cases can be detrimental to competi-
of the EU laws the Polish legislator tends to adopt provisions
r
m
s
tiveness. Measures are being taken to reduce energy
more restrictive than those in the underlying Directives,
consumption, use biomass as fuel, etc. However, they
thus reducing the competitiveness of our companies.
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
Full text of the Directive 2010/75/EU of European Parlia-
plants will have to participate in the emissions trading
For more
i formation on industrial
isit
ment
and of the Council
emissions
scheme. For those of them which might otherwise be
http://eur-lex.europa.eu/
forced to move their production outside the EU, a pro-
Climate package:
tective mechanism has also been prepared in the form
www.europarl.europa.eu/sides/
53
4.2. In the heart of Poland
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
Arkadiusz Kamiński
do not exert a significant impact on biodiversity thanks
Environmental Protection Office Director
to procedures that guarantee safe exploitation and adherence to permissible emission parameters. The same
The chemical industry cannot exist without power
applies to products, which are properly used thanks
engineering: both professional and industrial
to material safety data sheets.
combined heat and power plants. From their
perspective, the new Directive imposes particularly
Compliance of processes with environmental permits was
tough requirements in terms of emission standards
verified twice by representatives of the Marshal’s Office
for: SO2, NOx, CO and particulates.
of the Mazowieckie Voivodeship in Warsaw. No noncompliance was reported. Besides, 9 inspections were
In order to adapt the PKN ORLEN Combined Heat
conducted by the services of the Mazowieckie Voivodeship
and Power Plant to the new requirements
Environmental Protection Inspectorate, as a result of which
that will enter into force in 2016, calls
one post-inspection order was issued and complied with.
for tenders for the construction of an exhaust gas
desulphurisation unit and an exhaust gas catalytic
In 2010, no accidental release of hazardous substances
denitrogenation unit have been announced.
was reported at the Production Plant in Płock that could
affect human life, soil, vegetation, water reservoirs
or underground water.
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.
54
4.3. Water and wastewater
management
Despite the growing number of production facilities
and the growing volume of oil processing, water uptake
from the Vistula River remains practically unchanged.
or m re
ormatio , visi medium is used in many
Water
as a technological
This is possible thanks to the constant modernisation
ways in the production process. For example, it is used
of production facilities and increasing their energy effi
as a coolant or charge for the production of steam
ciency. Wastewater management is also improving.
r i
a , s
in the CHP. It is also used for fire-fighting purposes.
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
The Vistula River is a natural water source for the Pro-
with the parameters established in the integrated permit.
duction Plant in Płock. This is where the water intake
There are also 21 local pre-treatment plants linked with
r
i :
with a pumping station to transport water to the Plant
respective units. They play an important role in reducing
is located. PKN ORLEN has a separate water permit for
pollution in wastewater delivered to the CWTP.
the uptake of surface water and ground water for the entire Production Plant in Płock – decision of the Governor
In 2010, we reported an increase in the volume of waste-
of Mazowieckie Voivodeship, ref. no. WŚR-P.6811/1/03
water discharged to the Vistula by appr. 12.4%. This
of 22 December 2003 allowing:
was due to a 28% increase in the delivery of rainwater
• uptake of surface water from the Vistula – valid until
and drainage water to the CWTP as compared to 2009
31 December 2013;
due to heavy rains and a high ground water level.
• uptake of ground water from the water intake
in the “Biała” region – 8 wells – valid until 31 Decem
ber 2013.
Volume and type of water uptake in 2008-2010
2008
2009
2010
Up/Down trend
[%]
22,991,953
22,448,565
22,785,313
1.5
513,000
489,000
509,000
4.1
Volume of reused water [m3]
2,643,956
4,196,598
4,139,784
- 1.4
Drainage from the desalting
of blocks for industrial
and fire-fighting water [m3]
1,261,677
1,311,230
1,315,784
0.3
Parameter
Water uptake from the Vistula
[m3]
Water uptake from deep
water well [m3]
55
4.4. Waste
For the last 14 years, the Company has been implementing a “Method for wastewater treatment for industrial
n by the Water
:
purposes” developed
and Wastewater
In 2010, we reported a 1.6 k Mg increase in the amount
Treatment Institution. It consists in closing the water
of generated sewage compared to 2009. The excess waste
and wastewater circuit and generating industrial water
was generated mainly by works related to disassembly
from treated wastewater.
and investment projects performed in 2010.
f
,
The 2009 Corporate Responsibility Report, pp. 63-64
Quantity and quality of wastewater discharged in 2008–2010
2008
2009
2010
Up/Down trend
[%]
12,381,024
11,351,599
12,757,779
12.4
676,524
726,812
889,310
18.3
Parameter
Wastewater discharge
to the Vistula [m3]
COD load in wastewater
discharged to the Vistula
[kg/y] [m3]
[’000 Mg]
Comparison of the amounts of waste generated in 2008–2010
12
10
8
11,9
9,4
7,8
6
2008
10,7
6,2
7,8
2010
7,6
3,1
4
2009
4,6 4,3 4,7 4,8
2
0
Total waste
Recycled
Non-hazardous waste
(excl. municipal waste)
56
Hazardous waste
The recycled waste ratio has remained stable at approx.
In 2010, PKN ORLEN, in accordance with the relevant
80% of total generated waste over the last few years.
decision, collected waste in the warehouses pertain-
Of the 4.8 k Mg of hazardous waste generated in 2010,
to 115 Mg.
ing the Plant. The waste collected in 2010 amounted
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 we generated 4.6 k Mg of non-hazardous waste
(other than municipal waste).
Amount of waste generated in 2008-2010
2008
2009
2010
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
2008
2009
2010
Recycled
10.7
6.2
7.8
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
0.7
0.8
0.9
Waste
Total generated waste:
including:
Waste disposal methods in 2008-2010
Total neutralised waste
including:
Stored waste
57
4.5. Greenhouse gas emissions
In the reported period, PKN ORLEN did not recycle iron
sulphate or iron (III) sulphate.
In the National CO2 Emission Allowance Allocation Plan for
Transfer of hazardous waste in 2010 was as follows:
2008 – 2012, PKN ORLEN received the total of 32,895,735
• domestic transport:
allowances for the Refinery, CHP and Petrochemical
– for recycling – 154.790 Mg,
Cracking units operated by the Company.
– for neutralisation – 584.952 Mg,
• to other countries for recycling – 4,128.937 Mg.
Utilisation of the allocated allowances is calculated based
on reports made as for 31 December 2010 and verified
This applied both to waste generated in 2010 and waste
by an authorised auditor.
stored from previous years.
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 CO2 emission allowance trading scheme for the CHP and Refinery units – valid
until 14 December 2019. The modification concerned
the CO2 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
3,358,958
3,360,762
100.05
-1,8204
Refinery
2,161,551
2,021,453
93.52
140,098
Petrochemical cracking
1,058,638
771,024
72.83
287,614
Total for PKN ORLEN
6,579,147
6,153,239
93.53
425,908
58
Emission of major pollutants by the Płock
Production Plant in 2000-2010 The Petrochemical Cracking unit – Olefins II – has a permit
valid until 31 December 2017.
45
GHG emission is generated from units which handle
processes covered by the CO2 emission allowance trad-
40
ing scheme:
35
• fuel combustion in fuel combustion units (CHP);
30
• combustion in the elements of the Refinery units,
in particular in:
25
–furnaces,
20
– flares,
15
• refinery processes:
– hydrogen production,
10
– catalyst regeneration,
5
– decoking of furnace chambers (pipes),
0
F combustion
more information,
visit
•
in the production
of propylene and eth-
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
ylene in petrochemical cracking process (Olefins II).
Total emission
(excl. CO2)
Calculation of emissions
Sulphur dioxide
Total
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]
[%]
20,444.59
20,975.23
22,381.42
1,406.19
6.70
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
Sulphur dioxide
N trogen monoxide
(as per nitrogen dioxide)
Fuel combustion particulates
Carbon dioxide
Other pollutants
Total pollutant emission
453.34
399.75
509.65
109.90
27.49
6,158,959.11
6,126,894.42
6,351,440.32
224,545.90
3.67
270.71
370.05
370.98
0.93
0.25
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 emis-
• in 2010, pollutant emission was measured 84 times
sion compared to 2009. Higher emission of SO2, NOx
at the emitters of the PKN ORLEN Production Plant
and particulate matter was generated mainly by the emit-
in Płock, 62 of which were mandatory measurements.
ters of the CHP. Increased emission of gas pollutants
The results were submitted to the Regional Environ-
was due to intensified operation of the CHP processes
mental Protection Inspectorate and to the Marshal’s
caused by periods of extreme weather conditions in winter
Office of Mazowieckie Voivodeship;
months as well as the fuel structure. Increased emission
• emission measurements were carried out at emit-
of particulate matter was mainly due to a higher ash
ters covered by the integrated permit twice during
content in the combusted fuel.
the year, once in each half-year;
• the scope of periodic emission measurements covered
The growth in carbon monoxide was generated by the Hy-
(depending on the emitter) the following pollutants:
drogen Sulphide Disposal unit, which was primarily due
SO2, NO2, NOx (NO2) CO, particulates, H2S, aliphatic
to a higher demand for hydrogen sulphide gases. Another
hydrocarbons, aromatic hydrocarbons: benzene, tolu-
reason was the intensified operation of post-combustion
ene, xylene, cumene.
furnaces at the Hydrosulfreen unit and changing the composition of post-combusted chimney gas and fuel gas.
Emission measurements around the Production Plant
in Płock
Despite the increase, emissions remained within the limits
On 1 January 2010, the air monitoring system applied
established in the integrated permit.
at PKN ORLEN was reorganised. Following consultations
with the Regional Environmental Protection Inspection
Pollutant emission measurements
in Warsaw, emission measurements at the Maszewo
Ongoing measurements:
and Trzepowo stations were discontinued. Currently,
• conducted at 3 emitters at the CHP;
the corporate monitoring network includes only one
• measurements concerned emission of: SO 2, NOx
station located outside the fenced premises of the Pro-
(NO2), particulates.
duction Plant in Płock (at Junior High School no. 5).
Periodic measurements:
Location of automatic air monitoring stations around the PKN ORLEN Production Plant
Nowe
Trzepowo
Nowa Biała
Stare
Trzepowo
Trzepowo
Krzyw
a
Sierpe
cka
60
Długa
559
Kolonia
Biała
Okó
lna
Maszewo
Duże
Chemików
W. Zgienieckieg
o
I Łukasiewicza
Do
br
zy
ńs
ka
552
ka
els
Bi
Maszewo
Sz
pit
aln
a
M
ed
yc
zn
a
559
552
559
Gimnazjum nr 5
O3, CO, SO2, NO2, BTX
60
60
Fabryka Maszyn
Kostrogaj
In 2010, PKN ORLEN performed the following measurements of air pollutant emissions:
• Junior High School no. 5 – emission of O3, CO, SO2,
NO2, 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
Concentration
Monitoring station
Junior High School
no. 5
max D8
Ozone [µg/m ]
3
Admissible values*
159.6
1201
25 days
No. of days of exceeded D8
21
average annual concentration
52.4
---
max D1
126.3
200
18 times
NO2 [µg/m3]
number of excess D1
0
11.5
40
max D1
168.2
350
number of excess D1
0
24 times
max D24
63.7
125
number of excess D24
0
3 times
SO2 [µg/m3]
9.3
20
max D8
1,744
10,000
CO [µg/m3]
number of excess D8
0
---
346
---
H2S [µg/m3]
---
5
Total hydrocarbons with methane [mg/m3]
---
---
Benzene [µg/m3]
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
constituted 20.93 % of total expenditure incurred on im-
the premises of the Plant was not reported for any
plementation of investment projects at the PKN ORLEN
of the pollutants.
Production Plant in Płock in 2010.
4.6. Expenditure and investments
in environmental protection
COMMITMENT
Over the next seven years we plan to implement
other energy and environmental projects worth PLN
In 2010, capital expenditure on tasks related to environ-
1.4 bn. The purpose of the programme is to continue
mental protection at the PKN ORLEN Production Plant
the measures already taken by the Company to pro-
in Płock amounted to PLN 148.12 mn, which is appr. 23%
tect the environment and to increase the power
less compared to 2009, due to completion of a number
output and balance PKN ORLEN’s energy demand.
of projects. Capital expenditure on environmental projects
61
Environmental fees charged on the Production Plant
• a new production unit – Hydrogen Production Plant
in Płock for air emission and the volume of wastewater
II – was put into operation,
discharge went up in 2010.
• more fuel was combusted in winter due to low temperatures.
Reasons for increased fees for air emissions:
• fuel quality changed, and average sulphur content
The higher fees for wastewater discharge are mainly at-
in oil and heating gas went up,
tributable to high rainfall and the high ground water level.
Environmental fees charged on the Production Plant in Płock
Aggregate fee [PLN]
Type of fee
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
1,085,833.47
1,082,459.00
1,146,012.00
63,553 00
5.87
701,866.67
682,975.00
818,646.00
135,671 00
19.86
Water uptake fees
Wastewater discharge
The amount includes fees for CO2 emission allowance allocation.
Environmental fees charged on the Production Plant in Płock in 2009–2010
19,64
[PLN mn]
20,00
15,00
17,23
16,57
17,68
15,46
2008
2009
2010
15,46
10,00
1,15
5,00
0
1,091,08
Total
Emission
Water uptake
62
0,82
0,68
0,7
Wastewater
4.7. Together, we change the world
Find a falcon!
http://webcam.peregrinus.pl/pl/telemetria-satelitarna
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.
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-
4.8. Responsible Care
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
Since 1997, PKN ORLEN has participated in the Respon-
wear blue bird-watching rings displaying large letters
sible Care Programme (RC). In 2010, we completed
and digits. This way, information may be read from
the process of implementing the Framework Responsible
large distances with the help of field glasses. It is very
Care Management System. An audit of the system, con-
likely that the parents of the new chicks are the couple
ducted at the turn of 2010 and 2011, confirmed that
which settled at ORLEN’s premises in 2002. Since then,
the level of the implementation entitled the Company
29 chicks were born at ORLEN.
to apply for a certificate to the Programme Board.
What was new this year was that two females were
In 2010, the Company implemented 43 tasks associated
provided with small satellite emitters that send radio
with all areas of the RC Programme and completed
signals to the satellite. The information received from
m
om
i , tasks
i : are in progress and will
28 of them.
10
of those
the emitter makes it possible to determine the bird’s
be continued in 2011. Out of the remaining five tasks,
whereabouts with 1 km precision. Satellite emitters
whose status was determined to be “incomplete”, two
also enable tracking young peregrine falcons in order
were once again proposed for implementation in 2011.
,
i
to analyse the routes of their migration and the areas
they occupy in the first years of their life.
63
4.9. Green Company
The Production Plant in Płock has started implementing a municipal waste segregation system directly
Environmental awareness is present in PKN ORLEN’s day-
at the places where the waste is generated (offices,
to-day operations at all levels of the Company. The CEO,
conference rooms, kitchen, staff rooms). The system
Jacek Krawiec, has received a Polish Environmental Partner
is being gradually introduced in the Company’s facilities.
Certificate from the National Environmental Council.
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 m3 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
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
Our employees learn how to be green every day dur-
Hydrodesulphurisation Unit) and the related infrastructure,
ing environmental training sessions. We organise a very
the construction of the Claus II unit and the related
popular “Catch the Hare” competition. The purpose
infrastructure, and the reconstruction of the CHP fuel
of the competition is, above all, to raise environmental
system. Moreover, we continued the replacement of pilot
awareness and sensitivity among our employees.
burners at the main torch burners with energy efficient
burners, and the alteration of process filling in wet cool-
We use e-invoices for fuel wholesale transactions in Po-
ing towers in the cooling system.
land. The application of the electronic data exchange
system has significantly reduced paper consumption
The HON VII unit was launched in November 2010.
in our Company. Other advantages of the include cost
The unit allows to increase the production of low-sulphur
reduction, time saving, easier storage and browsing
components for production of high-quality diesel oil
of documents as well as unlimited, safe and quick access
and light heating oil. Another effect is the increased
to invoices at any time and place. Currently, more than
production of diesel oil – by appr. 1 mn tonnes a year.
60% of invoices are generated electronically.
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.
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.
Piotr Giżyński
Head of the Process Department
In 2010, the Płock refinery processed 14,452,000 tonnes
of oil.
Despite the adverse economic conditions with which
the companies are forced to cope now, we can say
On 8 March 2010, a foundation act for construction
that 2010 was a good year. The Diesel Oil Hydrodes-
of the most high-tech steam boiler used in industrial
ulphurisation Unit HON VII that we launched will
power engineering was signed. This event inaugurated
enable us to increase the pool of low sulphur
a long-term Programme of Environmental and Power
diesel oil and heating oil. Meanwhile, the launch
Engineering Investment Projects at the Production Plant
of the Paraxylene Plant, a part of the high-tech PX/
in Płock. Construction of a steam boiler of the capacity
PTA complex, is a strategic project for the develop-
of 300 MW is to be completed in the 2nd quarter of 2012.
ment of the Polish petrochemical industry, both
The purpose of the programme is to protect the environ-
in regard to the invested capital and the scale
ment, increase the power output and balance the energy
of production and the application of state-of-the-art
demand, while at the same time reducing by appr. 90%
technologies, which are unlike anything that has
emissions from the CHP. Investment projects worth PLN
been used in Poland until now. The construction
1.4 bn will be implemented over the next few years. These
of the new PX/PTA units by PKN ORLEN is an exam
are, among others, the construction of a boiler of the ca-
ple of cooperation and exchange of know-how
pacity of 300 MWt accompanied by the first Polish exhaust
between specialists from Poland, Japan, the USA
gas denitrogenation unit, and the construction of units
and Italy which is unique on the national level.
which will adapt the other boilers at the CHP to the new
emission standards that will be required in the future,
Consequently implemented monitoring of key
i.e. an exhaust gas desulphurisation unit, an exhaust gas
parameter indicators enables a more effective
catalytic denitrogenation unit and electrofilters.
on-going evaluation of the operation of production
units and at the same time constitutes a basis
The programme will yield higher efficiency of the units
for future decision making.
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 frac-
The currently implemented energy programme will
tions of gudrons and oils, even those with high sulphur
yield higher efficiency of the units and higher
power output, which will enable balancing
content, as fuel for power generation, with much lower
the Company’s energy demand.
emission of gas and particulates from the Płock power
engineering facilities than currently.
65
Energy consumption in 2010
Description
Crude oil processing
Gudron consumption – only EC, and it is partly heating oil
Heating oil consumption
Fuel gas consumption
(incl. natural gas)
UoM
2010 performance
Mg
14,452,000
Mg
936,482
GJ
38,296,482
Mg
GJ
Mg
136,369 only EC
GJ
6,644,100 only EC
Mg
GJ
Diesel fuel consumption in PZC
Electric ty purchase
Heat energy purchase
Total consumption of fuel and purchased energy
Electricity sale
Mg
410
GJ
17,547
MWh
51,333
GJ
184,801
GJ
361,906
GJ
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
GJ
24,529,738
GJ
2,606,851
GJ
2,308,912
Heat uptake in steam by the Industrial Complex
(from PZC + purchase from Polyolefin and Asphalts)
Heat consumption in hot water
including: – the c ty
– Industrial complex + external recipients
Supply to steam network from production units
Heat production in waste heat boilers
GJ
297,939
GJ
5,268,836
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
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.
Crude oil processed
66
Pro-environmental effects in terms of fuel production
In order to increase the output of the most valuable
products (depending on the current market situation),
the Production Plant in Płock implements advanced
All types of petrol produced at PKN ORLEN contain
process control systems.
r mo e in r of the best
a io visit quality purifying additives,
a combination
whose main component is a detergent that guarantees
In the autumn of 2010, the Company completed
compliance with the highest criteria of intake valve
the construction of a modern heat recovery steam boiler
cleanliness established in the World-Wide Fuel Charter.
a
,
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
In late November 2010, the Company launched
index, MA (mechanical availability index), OA (operational
the production of a new type of base petrol contain-
availability) index, PU (plant use) index. Data collected
ing 1.2 %(V/V) of a bio-component: ethyl tert-butyl
in this way is used for ongoing operational assessment
ether [BB95E1.2] compliant with the corporate standard
of used assets. It is also an indicator to be considered
ZN-ORLEN 43:2010, and alcohol petrol ES95A 4.8 E 1.2
in current and future decisions. These activities form a part
on the basis of the same standard, compliant with
of the Company’s Fuel Studies conducted by Solomon
the PN-EN 228:2008 standard and the Regulation
Associates, which are aimed at assessing the Company
of the Polish Minister of Economy of 9 December 2008.
en
m t
,v
from the perspective of competitiveness on the world
refinery market.
Quality and range of motor fuels in 2009-2010
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
Eurosuper 95
w th Ethanol Płock
Prod. Plant*)
2009
917,906
0.0008
0.74
4.89
-
2010
771,602
0.0008
0.61
4.89
-
Eurosuper 95 w th
Ethanol
Storage Facilities
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
Product range
Eurosuper 95
Eurosuper 95
w th EETB
Super Plus 98
w th EETB
VERVA 98
Storage Facilities
Average content
of substances
in motor fuels
* 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
86.69
87.47
Unleaded petrol 98
9.28
8.38
VERVA 98
4.03
4.15
Production of the purest components of green petrol in 2009-2010 [Mg]
2009
2010
97,853
89,125
Alkylate
115,323
108,192
Isomerizate
477,458
463,798
Component type
ETBE
Ether share [%] in unleaded petrol (Eurosuper 95, Super Plus 98, VERVA 98) in 2009–2010
2009
Content
Unleaded petrol:
– Eurosuper 95
– Super Plus 98
– VERVA 98
ETBE
9.55
68
2010
Unleaded petrol:
– Eurosuper 95
– Super Plus 98
– VERVA 98
9.97
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 diesel
more informatio
, v sit
for
fuels in the European
Union Member States.
In the diesel oil group, the Ekoterm Plus heating oil
r mo e n o modern
at o , v and safe
st
energy source.
is a top-quality,
Range and quality of diesel fuel
Production volume [Mg]
Sulphur content [% weight]
2009
2010
2009
2010
Ekodiesel Ultra*
excl. ON diesel stored in salt caverns
5,179,475
5,238,677
0.00082
0.00078
ONM Super
114,977
108,387
0.00046
0.00036
Product range
* Including ON Verva diesel oil.
69
Range and quality of heating oil
Production volume [Mg]
Sulphur content [% weight]
2009
2010
2009
2010
Ekoterm Plus heating oil
753,387
699,047
0.060
0.054
Heavy heating oil C-3
930,999
960,788
2.00
2.19
27,734
17,399
0.85
0.82
129,263
99,057
0.13
0.18
Product range
Heavy heating oil 1
Furnace oil for industrial
process furnaces
Sulphur content in fuel manufactured by PKN ORLEN
Aggregate amount [Mg]
Sulphur content
In heating oil
In diesel oil
Recovered from
processed crude oil
Up/down trend
2009
2010
[Mg]
[%]
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
Responsible employer
5.1.
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
5.2.
5.3.
5.4.
5.5.
5.6.
5.7.
5.8.
WORKPLACE
5.1. Code of Ethics and core values
as the foundation of our operations
The general principles of the Code of Ethics, adopted
Rafał Sekuła
in 2005, and the chapter devoted to relations within
Executive Director, HR
the Company emphasise the need to observe the law
and good habits, and the principle of respecting the dig-
Global success starts locally, and it is achieved by peo-
nity of each human being. Activities aimed at popularizing
ple who work for the company. PKN ORLEN is guided
the Code of Ethics have always highlighted its strong links
by this principle in the field of employee relations.
with the Human Rights Charter. We wrote in greater detail
about PKN ORLEN’s current Code of Ethics and the core
We know that the key to success is the involvement,
values applied by our Employees in their work in previ-
responsibility and professionalism of our employees,
ous Reports.
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
PKN ORLEN has established the post of Ethics Officer
feel a part of the ORLEN family.
in order to make sure that all stakeholders are free
For more any
i formation,
si
to report
violations of the provisions
of the Code
Our intention is to make the work for the Company not
of Ethics. Employees may also report to the Ethics Officer
only a source of financial satisfaction, but also a chance
any irregularities, which makes them feel that they have
for professional development. However, to be responsi-
a say in ensuring observance of the values. The Ethics
r
ble means not only to work, but also to take care of our
Officer is obliged to guarantee anonymity of any person
environment, which is why we promote and support
submitting a complaint He or she justifies complaints
numerous pro-social initiatives of our employees. We are
and takes or initiates corrective measures. The Ethics Of-
convinced that individual approach to each employee
ficer presents any reported ethical problems to the Man-
For more n rm tio v it
helps build involvement and acquire the best personnel.
agement Board, making sure that the person reporting
What is also important is the dialogue and collabora-
a problem cannot be identified. In special circumstances,
tion with social partners in search of new solutions
when the welfare of the Company is at stake, the Eth-
that would both benefit the employees and boost
ics Officer reports directly to a competent Member
of the Management Board. He or she also presents
the Company’s development.
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 applica-
PKN ORLEN shares the knowledge and presents the ex-
tion of the Code of Ethics in relation to any issues
perience gained in this area. In 2010, the Ethics Officer
reported to him or her, and submit a consolidated report
presented them:
to the Management Board. As the employee awareness
• at the Business Centre Club and to the students
of standards arising from the Code of Ethics grows,
of a post-graduate course on “Ethics in Business”
they get involved in discussing problems and morally
at the Leon Koźmiński University in Warsaw;
equivocal situations. The majority of problems reported
• during a panel at the International Conference on Busi-
in 2010 concerned internal relations in the Company
ness Ethics;
and moral issues. Each reported problem was analysed
• in a publication entitled “Ku Rzeczypospolitej gos
in the context of the provisions of the Code of Ethics,
podarczej”, edited by Professor Gasparski.
and actions were taken to explain and resolve each issue.
As a result of engaging many business areas in corrective
PKN ORLEN applies the general principles of law and re-
measures, the percentage of resolved issues is grow-
spect for human rights in its operations. Consequently,
ing every year. The Ethics Officer is obliged to develop
the Company’s activities are not associated with the risk
open communication, thoroughly analyse the principles
of child labour or forced labour. Moreover, there have
applied in the Company, make people trust him or her,
been no cases of violation of the rights of indigenous
get involved in difficult discussions concerning ethical
people in the history of our Company. In 2010, the Ethics
dilemmas, and publicly comment on behaviour that
Officer received no complaints on corruption.
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.
73
5.2. PKN ORLEN employee figures
The total number of employees is the number of persons
“suspended” status, i.e. those who were on maternity
who worked for PKN ORLEN in 2010 (even if they were
leave, unpaid leave or rehabilitation leave.
employed for 1 day only), including employees with
PKN ORLEN employee figures
3709
P³ock
4708
To t a l
999
O t her
Total number of employees engaged in 2010*
New employees who left the Company in 2010*
271
300
300
250
200
150
250
168
200
150
103
100
100
50
50
0
0
P³ock
Other
Total
* Excl persons re-employed in 2010
74
11 0 11
P³ock
Other
Total
Age groups
New employees by gender and age
228
250
250
153
200
200
150
150
100
100
50
0
43
Female
50
0
Male
New employees who left the Company – by gender
and age
10
6
4
8
6
4
6
3
4
2
Female
31–40 41–50 51–60
10
2
0
<30
24 6
Age groups
7
8
88
0
Male
75
<30
1 1
31–40 41–50 51–60
In 2010, PKN ORLEN employed 4,708 persons based
The ratio of the lowest salary in the Company to the stat-
on a work contract, of which:
utory minimum salary in Poland is 205%.
• 4,246 were open-ended contracts;
• 400 were closed-ended contracts;
PKN ORLEN does not apply separate procedures for
• 36 were trial period contracts;
employment of persons from the local market.
• 26 were contracts with substitute employees.
Managerial personnel (employment based on a work contract) by category
Gender
Female
Male
943
3,765
Age groups
<31
31-40
41-50
51-60
>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
<31
31-40
41-50
51-60
>60
Total
40
74
40
70
16
240
Fluctuation by age groups
<31
31-40
41-50
51-60
>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
For
e in o m processes
tio , visi :focus mainly on employees
Our mo
recruitment
Joanna Burgieł
Director, Employee Skills and Development
who already work for PKN ORLEN and the Capital Group.
Management Office, Human resources
We also recruit employees from the external labour
F
vi
market, taking into account the diversity and specific
nature of the corporate business segments.
PKN ORLEN, as a company located in Płock,
pays particular attention to developing long-term
We undertake a broad range of recruitment activities.
relationships with the societies among which
The following activities which were particularly actively
it operates. Activities aimed at promoting
implemented in 2010 should be noted:
PKN ORLEN’s image on the local market are
• the Company initiated cooperation with a number
of university career offices;
a permanent item of the Recruitment Team’s
• an employer profile was developed and published
agenda. We are eager to get involved in the promotion of skills training and education of youth. For
on the largest Polish job search portal pracuj.pl
many years, we have been closely cooperating with
and on the website of the Wrocław University of Tech-
high schools and universities located in Płock, i.e.
nology;
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
PKN ORLEN promotes professional development
of workshops for students of the local high schools
not only of its employees, but also of young
(Liceum, Technikum, Zespół Szkół Centrum Edukacji
people – university and secondary vocational
and IV LO in Płock). The projects were dubbed
schools graduates – giving them opportunities
“The Entrepreneurship Week”. Moreover, PKN ORLEN
to gain their first professional experiences.
has established cooperation with the Business School
Since 2002, the Company, in association with
of the Warsaw University of Technology.
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
5.4. Professional development
• 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
The process of educating and ensuring professional
Job Fairs organised by the pracuj.pl job search portal,
development of our employees is an investment that
and the Academic Job Fairs organised by the Łódź
enables us to build a strong market position. The goal
University of Technology. The Company was also
of the Company’s training policy in 2010 was to support
represented at the Engineering Job Fairs organised
business areas in implementing strategic tasks and goals
in Warsaw by the BEST Students Association;
through the provision of personnel with the required
knowledge and practical skills.
• 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
All employees are subject to regular assessment under
Labour Office, the company developed the formula
a bonus system based on qualitative and quantita-
of the Fairs and prepared a conference that accom-
tive performance indicators. Employees are evaluated
panied the Fairs. The name of the conference was:
on a monthly, quarterly or annual basis, depending
“Highly qualified staff as the basis of innovative
on their position. Performance indicators are individually
economy”.
planned for each employee. They are determined through
cascading of strategic objectives from the top to the bot-
In order to help our new employees feel comfortable
tom of the job hierarchy. This way, we have the cer-
at work, we have prepared for them an Adaptation
tainty that tasks carried out by individual employees are
Programme through which they get acquainted with
in line with the Company’s strategic objectives. In 2010,
the Company’s operations and corporate culture, and with
a skills study was conducted for the entire Company.
their own duties. The tools of the Adaptation Programme
The purpose was to diagnose the skills and the effect
are adjusted accordingly to the current needs.
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.
www.orlen.pl – the Career bookmark
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 par-
Moreover, the Company provides outplacement support
ticipated in professional training courses. The number
for employees made redundant as a result of reorganisa-
includes employees who participated in more than one
tion processes. The Outplacement Programme includes,
training course. The average number of hours of training
among others, a training package consisting of dedicated
per employee per category is:
training, guaranteed by the Company, and optional train-
• 28.03 hours – per employee in the category of mana-
ing, suggested by an employee, for employees who decide
gerial jobs,
to take part in the Voluntary Job Resignation Programme.
• 27.84 hours – per employee in other job categories.
Training guaranteed by the Company includes: BLOCK 1
“Parachute – active job search techniques” and BLOCK 2
Moreover, our employees attend various local and inter-
“Entrepreneurship – starting one’s own business”.
national conferences, which is an opportunity for them
to broaden and share their knowledge, and to gain new
5.5 Employee support provided
by the employer
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.
PKN ORLEN employees have access to an extensive social
In order to ensure the safety of its staff, PKN ORLEN
benefit package:
organises obligatory training in accordance with relevant
• co-financing of holidays or spa treatment;
legal provisions. These include HSE training and training
• holiday co-financing for children and teenagers;
required in order to be allowed to perform specific jobs.
• co-financing of sporting and recreational activities;
rehabilitation treatment and cultural and educational
activities;
Apart from performing their everyday duties, the employees had the opportunity to check their skills by manag-
• non-returnable monetary or in-kind donations;
ing a virtual company under the Global Management
• housing loans;
Challenge Poland 2010 project.
• Christmas presents or gift vouchers for children.
In 2010, the Company implemented a programme for
Employees receive the aforementioned benefits on the basis
the development of managerial skills, the “Energetic
of a work contract, irrespective of whether they work
Leadership” for senior managers. The purpose of the pro-
full or part time.
gramme is to develop managerial skills from line management to strategic management, which requires such
Polski Koncern Naftowy ORLEN provides its employees
features as being passionate about one’s work or being
with a broad range of health services which, apart from
able to inspire others to always do better.
occupational medicine, include comprehensive specialist
consultancy, comprehensive diagnostics and lab tests,
outpatient treatment, flu vaccination and rehabilitation.
Another HR development project is the “Champions
League”, dedicated to production foremen whose duties
include team management. The purpose of the pro-
The Company, in association with Wojskowy Instytut
gramme was to broaden the set of tools necessary
Medyczny (the Military Institute of Medicine) in War-
for adequate employee management. It consists of three
saw and ORLEN Medica in Płock, studies the impact
two-day workshop modules, each of which is devoted
of the working environment on the health of PKN ORLEN’s
to a different topic: leadership, team management
employees.
and communication skills.
79
5.6. Dialogue with the employees
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
Any cases concerning collective rights and interest at PKN
an aid programme using the resources of the Company
ORLEN are resolved in the light of the principle of social
Social Benefits Fund. The employees who had suffered
dialogue and respect for mutual interests.
from the flood received non-refundable donations and/
In accordance with the Collective Labour Agreement,
or preferential housing loans.
PKN ORLEN respects the principle of freedom of activEmployees who find themselves in a particularly difficult
ity, equality of trade unions, and non-discrimination
situation may count on psychological support offered
on the grounds of trade union membership.
by the Company, which includes counselling, assistance,
therapy and advice on how to cope with professional,
Each process leading to termination of work contracts for
health or family problems The corporate media were used
reasons not associated with employees is first consulted
to advise the employees on how to achieve a work-life
with the trade unions. Depending on the process type,
balance.
minimum notice period before implementing a process
is 7 to 45 days, which goes beyond the time limits
established in relevant legal provisions.
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
100% of the employees working for the Company are
by the personnel of the Office of the Executive Direc-
covered by collective agreements.
tor for HR.
Assistance provided to employees and their families
2210
Health prevention programmes organised
by the Medical Institute of Medicine in Warsaw
Influenza vaccination programme
Financial aid from the Company Social
Benefits Funds
363
40 8 5
80
Non-refundable donations to employees
who suffered from the flood
Housing loans to employees
who suffered from the flood
A number of initiatives are undertaken to promote
PKN ORLEN has also implemented a programme of spe-
dialogue, including, in particular:
cial celebrations of 70th, 75th, 80th, 85th etc. birthday
• periodical meetings of the PKN ORLEN Management
anniversaries of its former employees. The celebrations
Board members and the employer’s representatives
include meetings with representatives of the Company’s
with leaders of the corporate trade unions, the purpose
top management and giving special diplomas signed
of which is to exchange information, consult and nego
by the President of the Management Board, flowers,
tiate. The meetings focus on the most significant social
gifts and money.
and employee issues;
• execution of collective agreements with trade unions
PKN ORLEN has established Senior Club Boards for
concerning the rights of employees affected by reor-
its retired employees. The objectives of those Boards
ganisation programmes and the agreement concerning
are, above all, to integrate the pensioners, to provide
outplacement services offered to PKN ORLEN employees
regular or emergency assistance and to take care of fam-
under reorganisation processes to be implemented
ily members (children in schools). Currently, there are
until 31 December 2012;
12 Senior Club Boards in various cities in Poland (Białystok,
• ongoing communication with trade unions concerning
Gdańsk, Katowice, Cracow, Lublin, Łódź, Płock, Poznań,
reorganisation measures.
Rzeszów, Słupsk, Szczecin, Warsaw).
Besides, PKN ORLEN provides its premises (free of charge)
5.7. Responsibility for retired
employees
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
PKN ORLEN takes care of appr. 8,000 pensioners
Association of Old Age and Disability Pensioners, the Pol-
in Poland by:
ish Tourist Association (PTTK) or the Solidarity movement
• providing them with a social and medical package
(NSZZ Solidarność).
(e.g. non-refundable donations, co-financing of holidays
or spa treatment or housing loans);
• supporting people in a difficult personal, family
or financial 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.
81
5.8. Employee volunteering
In May 2010, our volunteers helped families from
the Płock District and other regions of the country who
PKN ORLEN supports volunteering projects initiated
had suffered during the flood. With logistic assistance pro-
and implemented by its employees. Employee Volunteer-
vided by the Company, employees of the ORLEN Group,
ing is very important for the employees who do good
moved by the suffering of the inhabitants of flooded
out of the kindness of their hearts. A growing number
area, organised a charity collection. The things they
of both projects and volunteers leaves no doubt that this
managed to collect were delivered to the Crisis Man-
area of activity matters a lot to the employees of our
agement Headquarters in Gąbin. The collection was
Company.
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
In December 2010, the 4th edition of the “Make dreams
Schoolbag” event took place. The Company’s volun-
come true” event took place. PKN ORLEN volunteers
teers brought joy and smiles to the faces of more than
helped make come true the dreams of younger and older
250 children, 1st to 3rd grade primary school pupils
children from family-run children’s home all over Poland.
from disadvantaged families (beneficiaries of the Social
Once again, we proved to be a Company with a heart
Care Institution in Płock). Children received colourful
of gold. More than 100 children found the presents
schoolbags with nice notebooks, colourful pencil cases
they had been dreaming of under their Christmas trees.
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 August 2010, PKN ORLEN, in association with
The “Make dreams come true” project is an addition
the ORLEN – Dar Serca Foundation, bought 60 sets
to the Christmas card competition organised by ORLEN.
of colourful bedding (pillowcases, sheets, covers) and cut-
Each year, we organise a Christmas meeting for all chil-
lery for the new children’s ward at the Płock hospital.
dren from family-run children’s homes to thank them for
More than 20 volunteers delivered the bedding bought
their beautiful Christmas cards and their involvement.
by PKN ORLEN to the hospital. They also left teddy
We host more than 500 children and caretakers. We
bears for children patients in each room of the ward.
prepare numerous attractions for our guests. Each author
Their involvement in the project once again confirmed
of a Christmas card receives a bag full of sweets. We also
that the Employee Volunteering motto: Together we can
have attractive prizes for winners of the competition.
do more is true. The volunteers, full of energy and ready
to help, devoted their free time to take part in the project.
www.wolontariat.orlen
pl
For more inform tion vis
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
www.fairtrade.net
(Polski Koncern Naftowy ORLEN)
(Fairtrade)
www.darserca.pl
www.unglobalcompact.org
(Fundacja ORLEN – Dar Serca)
(United Nations Global Compact)
www.wolontariat.orlen.pl
www.odpowiedzialni.gpw.pl
(Employee voluntary services PKN ORLEN)
(RESPECT Index)
www.funduszgrantowy.plock.eu
www.europia.eu
(Grant Fund for Płock)
(EUROPIA)
www.funduszgrantowy.pl
www.concawe.be
(Good Neighbourhood Grant Fund
(CONCAWE)
for Ostrów Wielkopolski Association)
www.popihn.pl
(Polish Organisation of Oil Industry and Trade)
www.orlenbezpiecznedrogi.pl
(ORLEN Safe Roads)
www.grasz.pl
(Apprenticeship competition)
www.bobrka.pl
(Bóbrka Museum of Oil and Gas Industry Foundation)
http://eur-lex.europa.eu/LexUriServ/LexUriServ.do?uri=O
www.pppt.pl
J:L:2010:334:0017:01:PL:HTML
(Płock Industry and Technology Park)
(Full text of the Directive 2010/75/EU of European Parliament and of the Council on industrial emissions)
www.globalreporting.org
www.europarl.europa.eu/sides/getDoc.do?language=
(Global Reporting Initiative)
pl&type=IM-PRESS&reference=20080825FCS35404
www.peregrinus.pl
(Climate package)
(Society for Wild Animals „SOKÓŁ”)
www.rc.com.pl
(Responsible Care)
86
GRI Index
Indicator
Page no.
Indicator
Strategy and Analysis
Page no.
Economic Performance indicators
1.1
5
EC1
12
1.2
5, 7-8, 30, 32-33, 52-53
EC2
52-53, 65
Organisational profile
EC5
76
2.1
7
EC6
25-26
2.2
7-9
EC7
76
2.3
7
EC8
35-39, 79-82
2.4
6, 88
2.5
6-7
EN1
12, 65-66
2.6
16
EN3
66
2.7
6-8
EN4
66
2.8
12, 16
EN6
64-65
2.9
16
EN8
55
2.10
84
EN9
55
EN11
54
54
Environmental Performance Indicators
Report Parameters
3.1
9-10
EN12
3.2
9-10
EN15
63
3.3
9-10
EN16
58-59
88
EN20
58-59
EN21
55-56
3.4
Report scope and range
3.5
9-10, 15, 30-31
EN22
56-57
3.6
6-10
EN23
54
3.7
9-10
EN24
58
3.8
6-10
EN26
20-21, 64-65, 67-69
3.9
9
EN28
54
3.10
10
EN30
61-62
3.11
10
Labour Practices and Decent Work
GRI Content Index
3.12
87
Assurrance
3.13
10
Governance
LA1
74, 76
LA2
74-76
LA3
79
LA4
81
LA5
81
4.1
19-20
LA6
43
4.2
19
LA7
44-46
4.3
19-20
LA9
42-43
4.4
19-20
LA10
78-79
4.5
19-20
LA11
78-79
4.6
20
LA12
78
4.7
20
LA13
19, 74-76
4.8
6, 72-73
4.9
19-20
HR2
26
4.10
19-20
HR4
73
HR5
81
Human Rights Performance Indicators
Commitments to External Initiatives
4.11
32-33
HR6
73
4.12
5, 17, 26, 31, 50, 63
HR7
73
4.13
33-35
HR9
73
4.14
15
4.15
14, 30-31
SO5
33-35
4.16
30-31
SO7
27
4.17
16-17, 30-32, 35-39, 63-64,
82-83
Society Performance Indicators
Product Responsibility Performance Indicators
87
PR3
43
PR5
27-28, 30-31
PR6
26-27
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: [email protected]
Ethics Officer
Ewa Bielicka-Piesyk
phone: +48 (24) 256 90 95, e-mail: [email protected]
Press Office in Płock
Beata Karpińska
phone: +48 (24) 256 92 92, (24) 256 92 93
e-mail: [email protected]
Useful contact e-mail addresses:
[email protected]
[email protected]
Press Office in Warsaw
[email protected]
phone: +48 (22) 778 01 09, (22) 778 01 10
[email protected]
88

7 4 - PKN ORLEN

Transcription

Similar documents

PKN ORLEN Capital Group

PKN ORLEN Capital Group

PKN ORLEN Capital Group

PKN ORLEN Group – company overview

WHo aRe We?

Speaker and monitor program

Historical Background Briefing Conditions of

orlen, fuelling the future

corporate governance

ORLEN GROUP

Polish Film Festival Flyer 8_5x5_5

by Mazurkas Travel - Mazurkas Travel Poland

Polish American Journal

erasmus mobility guide

Newsletter no. 4 - Kujawska Szkoła Wyższa we Włocławku

Page 9 - Polish American Cultural Center