Manufactured capital

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.


Key facts about the capital

  • Refining assets in Poland, Lithuania and the Czech Republic;
  • Total processing capacity of the ORLEN Group’s six refineries: over 35 million tonnes per year;
  • Efficient logistics infrastructure, consisting of surface and underground storage depots and pipeline networks.

For more information on the refining and logistics assets, see ‘Refining’ and ‘Logistics assets’.

  • Petrochemical assets integrated with the refining assets, including Olefins (Płock, ORLEN Unipetrol), Basel ORLEN Polyolefins (Płock), metathesis unit (Płock), PX/PTA unit (Włocławek), chemicals (Włocławek), Polyethylene 3 unit (Unipetrol)

For more information on the petrochemical assets, see ‘Petrochemicals’”.

  • Power generation assets in three countries. In Poland, they are located, inter alia, in Płock, Włocławek, Ostrołęka, Elbląg, Kalisz, Jedlicze and Trzebinia; in the Czech Republic – in Litvinov, Libiš, Kolin and Pardubice; and in Lithuania – in Mažeikiai.
  • Strong position in terms of the share of electricity from renewable sources in total energy output, due partly to electricity generation in hydropower plants and wind farms owned by the Energa Group and ORLEN Wind 3. Green energy is also generated in biomass combustion installations (at Energa Elektrownie Ostrołęka and Energa Kogeneracja) and three solar photovoltaic farms.
  • PKN ORLEN holds a licence to construct a wind farm in the Baltic Sea, with a maximum capacity of 1,200 MWe./li>
  • Power lines with a total length of 193,000 km, covering approximately one-fourth of Poland’s territory.

For more information on the ORLEN Group’s energy assets, see ‘Energy’.


  • The ORLEN Group is the undisputed leader in retail fuel sales in Central Europe. At the end of 2021, it operated a total of 2,881 service stations.
  • More than 2,297 Stop Cafe, Stop Cafe Bistro, Stop Cafe 2.0 and Star connect stores at the ORLEN Group service stations.
  • 454 electric vehicle charging stations (including 215 fast chargers), of which 17, including 13 superchargers, were located in the German market. In the Czech market, EV chargers operated at 65 ORLEN service stations, and the PKN ORLEN network included 372 electric car charging stations.
  • 2 hydrogen stations
  • 44 CNG stations
  • 1,028 operational RUCH retail outlets.
  • Launch of a new service ORLEN Parcel

For more information on the Retail segment assets, see ‘Retail’.

  • Exploration and appraisal assets in Poland and Canada, with 2P oil and gas reserves totalling 171.4 mboe.

For more information, see ‘Upstream’.

Capital management

For more information about important projects carried out in 2021, see ‘About the ORLEN Group’ and ‘Operating segments’.

DJI_0769 DJI_0769


Description UoM 2021 2020
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
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
PTA production capacity utilisation % 75 79
Wykorzystanie mocy Olefin w Grupie ORLEN % 69 84
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
Total 2P oil and gas reserves mboe 171.4 174.0
Average production thousand boe per day 16,700 18,000

How manufactured capital interacts with other capitals

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.

See also

Search results