The path of the ORLEN Group’s transformation until 2030 has been charted around renewable energy and advanced petrochemicals. Business diversification efforts will be driven by maximised profits from the Group’s existing core business, to be transformed based on new technologies, in line with the emerging environmental and consumer trends.

Key factsabout the capital

Our Power Generation, Refining, Petrochemicals, Retail and Upstream segments operate the following assets:

Power generation

  • Power generating unit located in Poland (Płock, Ostrołęka, Elbląg, Włocławek, Jedlicze and Trzebinia), in the Czech Republic (Litvinov, Spolana, Kolin and Pardubice), and in Lithuania (Mazeikiai).
  • Cutting-edge CCGT units in Poland: CCGT Włocławek and CCGT Płock.
  • Renewable energy assets owned by the Energa Group: 46 hydroelectric power plants, 6 wind farms, biomass combustion installations (at Energa Elektrownie Ostrołęka and Energa Kogeneracja) and two solar photovoltaic units.
  • PKN ORLEN holds a licence to construct a wind farm in the Baltic Sea, with a maximum capacity of 1,200 MWe.
  • More than 191,000 km long electric power lines covering an area of nearly 75,000 km², i.e. approximately one-fourth of the territory of Poland.
    For more information on the ORLEN Group’s energy assets, see ‘Energy’.


  • Six refineries located in Poland, Lithuania and the Czech Republic, with a total annual oil throughput capacity of more than 35.2m tonnes.
  • A network of complementary infrastructure assets: fuel terminals, onshore and offshore handling depots, transmission pipelines, rail transport, and transport by road tankers.
    For more information on the refining and logistics assets, see ‘Refining’  and ‘Logistics assets’.


  • Integrated petrochemical and refining assets, including Olefins (Płock, Unipetrol), Basel ORLEN Polyolefins (Płock), metathesis (Płock), PX/PTA (Włocławek), chemicals (Włocławek), Polyethylene 3 unit (Unipetrol).
    For more information on the petrochemical assets, see ‘Petrochemicals’ .



  • Central Europe’s largest retail chain of over 2,800 service stations
  • More than 2,200 Stop Cafe, Stop Cafe Bistro, Stop Cafe 2.0 and Star connect stores located at service stations
  • More than 1,200 RUCH outlets
  • 114 EV charging stations
  • 43 CNG stations
  • 2 hydrogen stations
    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 174.0 m boe
    For more information, see ‘Upstream’ .


The capitalmanagement

  • In September 2020, PKN ORLEN, as one of Central Europe’s leaders, announced its intention to achieve net zero carbon footprint by 2050. In furtherance of this goal, the Group aims to reduce carbon emissions from its existing refinery and petrochemical assets by 20% and cut down carbon emissions per megawatt-hour of electricity by 33% by 2030. The strategy of net zero carbon emissions is based on four pillars: energy efficient production, zero-emission power generation, fuels of the future, and green financing.
    For more information, go to:

  • In accordance with the ORLEN Group’s Strategy until 2030, announced in November 2020, the Group’s transformation into a multi-utility powerhouse will be based around renewable energy and gas-fired power generation, efficient low-emission refining and petrochemical production, upstream production of hydrocarbons, and an integrated retail offering. By 2030, the Group plans to spend a total of PLN 140bn on capex projects.
    For more information, go to:

  • By acquiring the Energa Group, the ORLEN Group gained access to renewable energy assets (e.g. wind farms, hydroelectric power plants).

  • The ORLEN Group carries out construction of an offshore wind farm development project. In 2020, an environmental survey in the wind farm area and preliminary seabed survey and wind survey were completed, negotiations and grid connection agreements were finalised, two offshore cable laying permits were secured, and an application for an environmental decision was submitted.

  • 2020 was a period of intensive development of hydrogen technologies for the Company. Work is underway to build a hydrogen purification system and hydrogen hub in Trzebinia, where automotive-grade hydrogen production will start by the end of 2021. In September 2020, PKN ORLEN announced a tender for the construction of a hydrogen hub in Włocławek with a target capacity of 600 kg/h, which is expected to give the company the leading position on the Polish market of automotive-grade hydrogen fuels.

  • The Company is also implementing a project to install fast chargers for electric vehicles at its service stations.

  • The ORLEN Group is developing solar photovoltaic projects. A tender procedure was launched for the construction of the first 2 MW solar photovoltaic farm located at the CCGT unit in Włocławek.

  • The ORLEN Południe plants are being transformed into a biorefinery. Investments made for the Trzebinia and Jedlicze plants include projects relating to the green glycol unit, UCO FAME production assets, second-generation bioethanol complex, and upgrade of the biodiesel unit. ORLEN Południe will also launch a new business line: biogas plants.

  • Growth of the Company’s retail segment is driven by enlargement of the sales network and significant expansion of the product portfolio offered to customers. With the RUCH nationwide network of newsagents, acquired in 2020, ORLEN’s retail business will be strengthened with 1,300 points of sale, which will support the expansion of the store and food service formats beyond service stations and will help develop ORLEN’s own network of parcel pick-up points.

  • In the Upstream segment, the exploration and production efforts are continued with a view to increasing output and securing a wider access to own resources of hydrocarbons based on the scenario of prudent continuation.


For more information about important projects carried out in 2020, see ‘About the ORLEN Group’  and ‘Delivery of investment plans’ .





Power Generation

Total installed electrical capacity

3.2 GWe

1.8 GWe

Total installed thermal capacity

6.7 GWt

6.2 GWt

Renewable energy sources

More than 0.5 GWe of installed electrical capacity and close to 0.1 GWt of installed thermal capacity

<0.1 GWe

Length of electricity network

191,000 km

3,400 km


Capacity utilisation



White product yield




Olefins production capacity utilisation



PTA production capacity utilisation




Number of service stations



Food stores at services stations



RUCH outlets



Number of EV charging stations



Number of hydrogen refuelling stations



Share of fuel market




Total 2P oil and gas reserves

174.0 m boe

197.3 m boe

Average production

18 thousand boe per day

18.2 thousand boe per day

Capital expenditure

PLN 8.99bn

PLN 5.5bn

Depreciation and amortisation

PLN 4.5bn

PLN 3.5bn

How manufactured capitalinteracts with other capitals

Capex projects and acquisitions in the pipeline require large capital outlays. In 2020, the ORLEN Group’s capital expenditure was close to PLN 9bn, up PLN 3,535m (64.8%) on the 2019 capex figure.

The Group will actively manage its business portfolio on a capex budget totalling PLN 140bn by 2030. Most of the capital expenditure will be allocated to segments that best fit in with the Company’s ambitions specified in ORLEN’s Strategy 2030. 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.

The acquisition of the ENERGA Group and the planned takeover of Grupa LOTOS and PGNiG will bring tangible benefits for employees at these companies. Energa’s power and refining staff, who are in extremely short supply on the labour market, will be a valuable addition to the ORLEN Group’s team and its human and intellectual capital. By joining a strong and diversified group with an established international presence, they will gain new opportunities for professional development.

A strong group of companies will be able to step up its engagement in social, cultural and sports initiatives in the regions where it operates. Its coordinated CSR policy will deliver greater and more thorough support for local communities. This also means reinforcement of social capital.

By investing in zero- and low-emission energy sources, we reduce our environmental footprint, which, in addition to boosting natural capital, provides a response to changes in the EU legal environment.

ORLEN Group Integrated Report

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