• CLEAN AND ENVIRONMENTALLY FRIENDLY Natural gas is the cleanest and most environmentally friendly of all fossil fuels...Read more

  • WELL DRILLING PADThe size of a typical drilling pad is about 1 hectare. To compare, the floorage of an average shopping centre is 4.5 hectares... Read more

  • SECURING OF WELL DRILLING PADA drilling pad as well as the adjacent pool are reinforced and tightened with concrete slabs. Protective foil is additionally laid where necessary.

  • WORK NOISEWell drilling does not produce onerous noise. The intensity of sounds generated in connection with drilling work is lower than that generated by street traffic.Read more

  • SAFETY OF FRACTURING PROCESSIn Poland, exploration wells in shale rock are drilled to depths of over 2.5 km.Read more

  • COMPOSITION OF FRACTURING FLUIDFracturing fluid is 95% water. Read more

  • NO MAJOR LANDSCAPE INTERFERENCEIf gas production is launched, the land surrounding the isolated, secured zone, is subject to a reclamation treatment. Read more

Strategy for the PGNiG Group

The ultimate strategic objective pursued by PGNiG SA is to deliver growth in shareholder value. In pursuit of that objective, in mid-2011 the Company adopted the “Updated Strategy for the PGNiG Group until 2015”. The strategy is being implemented taking into account the need to ensure the long-term security of uninterrupted gas supplies to the Polish market. In December 2012, the Company adopted the “Short-Term Value Creation Strategy for the PGNiG Group in 2012–2014”. This operational strategy is a set of coordinated activities geared towards achievement of the Group’s primary strategic objective. The document, adopted in December, is consistent with the “Updated Strategy for the PGNiG Group until 2015”.

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The ultimate strategic objective pursued by PGNiG SA is to deliver growth in shareholder value. In pursuit of that objective, in mid-2011 the Company adopted the “Updated Strategy for the PGNiG Group until 2015”. The strategy is being implemented taking into account the need to ensure the long-term security of uninterrupted gas supplies to the Polish market. In December 2012, the Company adopted the “Short-Term Value Creation Strategy for the PGNiG Group in 2012–2014”. This operational strategy is a set of coordinated activities geared towards achievement of the Group’s primary strategic objective. The document, adopted in December, is consistent with the “Updated Strategy for the PGNiG Group until 2015”.

PGNiG is one of the largest companies in Poland - in terms of revenue and earnings, it ranks among the largest and most profitable Polish businesses. It is also one of Poland’s largest employers.

The Group’s main strategic objectives make up its vision to become, by 2015, a modern and efficiently managed organisation, controlling almost the entire value chain in the gas sector, and holding assets in the fuel and power sectors.

Attaining these strategic objectives will depend on activities in three areas:

The Short-Term Value Creation Strategy for the PGNiG Group until 2014 is a comprehensive document providing for a set of coordinated activities geared towards delivery of 19 initiatives broken down into three business areas:

Initiatives in the Upstream area:

Initiatives in the Market area:

Initiatives in the Business Model area:

Thanks to the Short-Term Value Creation Strategy for the PGNiG Group until 2014, the Company will be able to implement its ambitious investment programme, while reducing debt and generating surplus cash, which may be used to finance other investment projects.

Increasing the value of the PGNiG Group

Maximising the potential of the PGNiG Group’s upstream segment Preparing the PGNiG Group for the deregulation of the natural gas market Optimising the portfolio of gas supplies Restructuring the business model of the PGNiG Group
The upstream segment is currently prioritised in the PGNiG Group’s investment and development activities. In particular, PGNiG puts enormous emphasis on development in the area of exploration for and production of unconventional hydrocarbons.

In this area, a number of initiatives are planned, to be implemented both by the PGNiG Group independently and in cooperation with external (domestic and foreign) partners.
Currently, the PGNiG Group enjoys the leading position on the natural gas market in Poland. However, in view of the planned deregulation, competition is likely to emerge on the market in the near future, posing a threat to the Group’s position.

It is PGNiG’s intention to take steps designed to adapt the PGNiG Group to the expected developments on the gas market (e.g., enhancing brand recognition, improving customer service, building demand for natural gas in the power sector or enhancing product offering).
Terms and conditions of gas import (including gas prices) have a decisive effect on tariff prices for end users. High tariff prices adversely affect the competitiveness of natural gas as an energy carrier and hinders the market growth.

PGNiG sees it its priority to permanently restructure the gas supply portfolio by amending price formulae under the existing contracts, turning the contracts into more flexible arrangements or identifying new competitive gas suppliers.
The PGNiG Group’s current business model is not optimised, which prevents the Group from unlocking its full value growth potential.

The extensive organisational structure, decentralised model of support functions and the high headcount adversely affect the Group’s process and cost efficiency.

Implementation of restructuring initiatives (such as consolidation of the core business, unlocking capital tied-up in non-core activities and function centralisation) is of key importance.