The path of the ORLEN Group’s transformation until 2030 has been charted around renewable energy and advanced petrochemicals. The ORLEN Group intends to invest more than PLN 30 billion in sustainability projects in 2020–2030, including over PLN 25 billion to be spent on CO2 emission reduction initiatives.
Capitals:
For more information on the refining and logistics assets, see ‘Refining’ and ‘Logistics assets’.
For more information on the petrochemical assets, see ‘Petrochemicals’”.
For more information on the ORLEN Group’s energy assets, see ‘Energy’.
For more information on the Retail segment assets, see ‘Retail’.
For more information, see ‘Upstream’.
For more information about important projects carried out in 2021, see ‘About the ORLEN Group’ and ‘Operating segments’.
| Description | UoM | 2021 | 2020 |
|---|---|---|---|
| Energy: | |||
| Net electricity generation | TWh | 11.4 | 11.0 |
| Total installed electrical capacity | GWe | 3.3 | 3.2 |
| Total installed thermal capacity | GWt | 6.2 | 6.7 |
| Renewable energy sources | GWe/GWt | More than 0.6 GWe of installed electrical capacity and close to 0.1 GWt of installed thermal capacity | More than 0.5 GWe of installed electrical capacity and close to 0.1 GWt of installed thermal capacity |
| Length of electricity network | km | 193,000 | 191,000 |
| Refining: | |||
| Share of fuel market in Poland | % | 49.8 | 52.6 |
| Processing of crude oil in the ORLEN Group | tt | 29,919 | 29,485 |
| Capacity utilisation | % | 85 | 84 |
| Petrochemicals: | |||
| PTA production capacity utilisation | % | 75 | 79 |
| Wykorzystanie mocy Olefin w Grupie ORLEN | % | 69 | 84 |
| Retail: | |||
| Share of fuel sales in home markets | % | 15.2 | 15.7 |
| Number of service stations | j. | 2,881 | 2,855 |
| Food stores at service stations | j. | 2,297 | 2,218 |
| Number of EV charging stations | j. | 454 | 114 |
| Number of hydrogen refuelling stations | j. | 2 | 2 |
| RUCH outlets | j. | 1,028 | 1,028 |
| Upstream: | |||
| Total 2P oil and gas reserves | mboe | 171.4 | 174.0 |
| Average production | thousand boe per day | 16,700 | 18,000 |
Capex projects and acquisitions in the pipeline require large financial outlays. In 2021, ORLEN Group’s capital expenditure reached PLN 9,890m, up PLN 898m (10.0%) on the 2020 amount of the capex. Over 30% of the capital expenditure was spent in the Petrochemicals segment, 24% in the Refining segment, 26% in the Power Generation segment, 12% in the Retail segment, and 4% in the Upstream segment. Information on the largest capex projects completed in 2021 is available in the ‘Delivery of investment plans’ section.
By 2030, the Group plans to spend a total of PLN 140bn on capex projects. Most of the capital expenditure will be allocated to segments that fit in with the ORLEN Group strategic growth ambitions specified in the ORLEN 2030 Strategy. Around PLN 85bn will be allocated to new prospective growth areas, related mainly to renewable energy and advanced petrochemicals, while PLN 55bn will be spent to enhance the efficiency of the Group’s existing assets.
Following the merger, the scale of capital expenditure on the development of individual business segments formed by PKN ORLEN, Grupa LOTOS and PGNiG will increase. This will translate into tangible benefits for employees, who will gain new career opportunities not currently available to them. For example, Gdańsk is planned to be the location of competence centres for railroad logistics, oils, hydrogen technologies and marine fuels.
The combined company will seek to achieve operational excellence in the existing business areas such as upstream and refining. Integration of the assets currently owned by different entities swill bring about efficiency improvements, while strategic partnerships in this area will contribute to enhanced energy security of Poland and Central Europe, a thing of utmost importance in the current geopolitical situation.
A strong group of companies will be able to step up its engagement in dzsocial, cultural and sports initiatives in the regions where it operates. Its coordinated CSR and sponsorship policy will deliver greater and more thorough support for local communities. This also means reinforcement of social capital.
By investing in zero- and low-carbon energy sources, we reduce our environmental footprint, which, in addition to boosting natural capital, provides a response to changes in the EU legal environment.
