Information about The Report

Basic information

The report was prepared in accordance with:

  • Article 49b, clause 1 and art. 55, clause 2b-e of the Accounting Act of September 29, 1994, as subsequently amended, which implements the guidelines of the Directive of the European Parliament and of the Council 2014/95 / EU of October 22, 2014, as regards disclosure of non-financial information, along with the additional, subsequent guidelines, including the European Commission Communication 2019 / C 209/01 of 20.06.2019 with guidelines on non-financial reporting: Supplement on reporting climate-related information;
  • Global Reporting Index guidelines – GRI Standards (core level).

The 2019 Non-financial Report presented contains data and indicators regarding TAURON Capital Group (hereinafter alternatively referred to as the Group, TAURON Group and TAURON) as well as TAURON Polska Energia S.A., which is the parent company in TAURON Capital Group. (hereinafter referred to as TAURON Polska Energia, Company).

Non-financial data was compiled on the basis of a dialogue with the stakeholders carried out according to the AA1000SES standard.

The business model, key non-financial performance indicators, policies and the due diligence procedures applied, as well as the potential risks and the risk management system, are provided in this Report from the point of view of the entire TAURON Capital Group and are presented on a consolidated basis.

The subject matter scope of the Report has not changed significantly as compared to 2018. The Report covers those subsidiaries that are responsible for generating 98% of the Group’s revenue. As a result, as in the previous year, the following subsidiaries are included: TAURON Polska Energia, TAURON Wydobycie, TAURON Wytwarzanie, TAURON Ciepło, TAURON Ekoenergia, TAURON Dystrybucja, TAURON Dystrybucja Serwis, TAURON Dystrybucja Pomiary, Bioeko Grupa TAURON, TAURON Sprzedaż GZE, TAURON Obsługa Klienta, Kopalnia Wapienia „Czatkowice”, Spółka Usług Górniczych, TAURON Serwis, TAURON Ekoserwis and the special purpose vehicles set up to manage the wind assets, TAURON Czech Energy, TAURON Ubezpieczenia i Wsparcie Grupa TAURON. This set of companies, also included in the Financial Statements, is representative of all of the Group’s lines of business. This approach enables understanding the way they are operated, but also their impact on the environment.

TAURON Capital Group’s reporting process takes place on an annual basis (the Integrated Report was published in June 2019). There were no significant changes to the structure, form of ownership or value chain in 2019, that would affect a change of the business model.

Due to the growing importance of non-financial data, the Non-financial Report has been prepared for the first time in the history of TAURON Group, constituting an independent, autonomous document. To date, the Group has conducted this reporting using a Statement on non-financial data, as a part of the Management Board’s Report on the operations of TAURON Polska Energia S.A. and the operations of TAURON Capital Group for the ended financial year.

Reporting methodology

The preparation of the content of this Report was performed in the following stages:

  • Developing a map of stakeholders and defining the material aspects of the reporting;
  • Confirming the material business and corporate social responsibility issues and their importance, adequate for TAURON Capital Group;
  • Collecting the data illustrating the implementation of the policies with respect the business model, Strategy and the corporate social responsibility goals, as well as the due diligence and risk management principles and the way they are managed at TAURON Capital Group;
  • Drawing up his Report based on the collected data in accordance with the Accounting Act of December 15, 2016 (Journal of Laws of 2017, item 61), the European Commission Communication 2019 / C 209/01 of 20.06.2019 with guidelines on non-financial reporting: Supplement on reporting climate-related information and based on the reporting standard Global Reporting Index – GRI Standards (core level).

Stakeholder mapping

We are aware of the importance of the aspect of sustainable management for the proper development of the business operations, and a double commitment to combine the business practices with social responsibility is present at every stage of the company’s operations. The interaction between the company and the environment requires getting to know the expectations of the stakeholders and conscious shaping of the relationships therewith. Managing these relationships is a fundamental element of TAURON Group’s Sustainable Development Strategy and thus the Business Strategy. The basis of the relationship between the company and the environment is, in turn, trust, which constitutes the intangible capital, extremely important for TAURON Group.

Each of the Group’s stakeholders groups has different expectations and requirements with respect to the Group, and also impacts its operations in a different way. Also, with respect to each of them TAURON has for many years been pursuing a policy of social responsibility, both at the level of the entire Group as well as the individual subsidiaries. All these activities are aimed at building the so-called sustainable (balanced) value by combining the shareholder value with the value for the other stakeholders.

Partnership relations, based on mutual understanding and trust, are of key importance for TAURON Capital Group, as an organization exerting a significant impact on its environment, due to the scale of its operations, turnover volume and profile, as well as having full awareness of it and taking full responsibility for it. Therefore, the cooperation with the stakeholders constitutes the foundation for the Group to achieve success in both business operations as well as social activities. For this reason, TAURON is, in a partnership like, fully transparent manner, developing relations with the stakeholders, being aware of their importance for the long term strategy and the sustainable (balanced) approach to the business operations. The basis of this process is a dialogue aimed at getting to know the mutual expectations and possibilities as well as implementing the agreements reached.

With the above purpose as the starting point, the process of identifying and mapping TAURON Capital Group’s stakeholders was carried out in 2019 in cooperation with the experts from the AGH University of Science and Technology and the Institute of Accounting and Taxes. It was considered as the initial and basic stage of developing functionalities related to sustainable development. Johnson & Scholes methodology was used as part of this step.

Identifying the stakeholders became the first stage of the mapping process. The starting points for this process were, firstly, a valid map of the stakeholders, created at TAURON Capital Group in 2017 and confirmed in 2018, and secondly, a survey on the selection of the non-financial issues to be included in TAURON Group’s Integrated Report for 2018. A comparative analysis of both of these documents demonstrated that the thus far valid map of TAURON Capital Group’s stakeholders had become obsolete and therefore changes to its structure should be introduced. The main reasons for coming to the above conclusion were, first and foremost, the type differences between the stakeholders groups shown on the 2017 and 2018 maps, and the types of stakeholders who took part, by providing their answers, in the survey on the selection of the non-financial issues of the non-financial issues to be included in TAURON Group’s Integrated Report for 2018. 13 types of stakeholders took part in this study, answering the questions asked by TAURON Group, while there were 8 groups in the previously valid stakeholders map.

Using the market development and changes proven above as the starting point, in order to quantify this volatility, the first benchmarking analysis was conducted in 2019, where the applicable list of stakeholders was referenced to the maps of stakeholders of other energy groups in Poland (three benchmarks) and in the European Union (three benchmarks). In addition to the above activities, there was also an analysis of the activity of the individual stakeholders in the social media managed by TAURON Capital Group. As part of this study, the types of stakeholders responding to the posts published by TAURON Group on its Facebook and Instagram social networks’ profiles were analyzed, as well as the types of stakeholders responding to the messages published by the Group and its subsidiaries on their websites. This way the activities of the individual groups of stakeholders were checked, which enables creating a preliminary summary of interest among the individual groups.

Based on that, the following groups of TAURON Capital Group’s stakeholders were identified in 2019:

  • local communities,
  • public administration,
  • investors, shareholders, analysts,
  • suppliers,
  • industry organizations
  • local government,
  • media,
  • customers,
  • employees,
  • banks, capital providers,

The second stage of the stakeholder mapping process, carried out in accordance with the Johnson & Scholes methodology, involved an assessment of the degree of interest – orientation of the stakeholders towards the organization and the degree of the organization’s interest – orientation towards the stakeholders, as well as the degree of the impact of the stakeholders on the organization and the degree of the organization’s impact on the stakeholders. This way, TAURON Capital Group’s internal determinants related to the relations with the stakeholders (the organization’s interest in the stakeholders and the impact of the stakeholders on the organization and the impact of the organization on the stakeholders) and the external determinants related to these relations (level and type of the interest of the stakeholders in TAURON Group) were analyzed. The first aspect was analyzed by conducting workshops with the highest and middle level management staff of TAURON Group and of its individual subsidiaries. As part of the study, values ​​from -5 (no impact at all) to +5 (very high impact) were allocated to the impact of the individual stakeholder groups on TAURON Group, as well as regarding the impact of TAURON Group on the individual groups of the stakeholders. The decision was made to measure TAURON Group’s interest in the individual groups of the stakeholders the same way, placing them on the scale from -5 (no interest at all) to +5 (very high level of interest). On the other hand, the level of interest of the individual stakeholders in TAURON Capital Group was measured by deepening the analysis of their activity in the social media managed by TAURON Group presented above. The number and types (broken down into positive, neutral and negative) of the stakeholder comments in relation to the individual posts published on TAURON’s Facebook and Instagram social networks’ profiles were counted, as well as the responses (classified the same way) of the stakeholders in the context of the messages published on the websites of the Group and of its individual subsidiaries. This way, depending on the share of the positive, neutral and negative responses, based on the decentile system the levels of interest of the individual groups of the stakeholders were placed on the scale from -5 (no interest at all) to +5 (very high level of interest)

The obtained results confirmed the existence of the above identified groups of TAURON Capital Group’s stakeholders. It also turned out that, among the responses to the Group’s posts or messages, no stakeholders outside the previously identified groups had been found.

Completing the above activities allowed for preparing the final map of TAURON Capital Group’s stakeholders in 2019. Johnson & Scholes stakeholders matrix was created this way, as shown in Figure no. 1.

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Material aspects of the reporting

External and internal stakeholders identified in the mapping process were involved in the process of selecting the material aspects of TAURON Capital Group’s reporting. The following actions contributed to the process of defining the material aspects of the reporting:

  • individual interviews with experts – including with the representatives of the universities, organizations dealing with responsible business and non-governmental organizations with an ecological profile of activities,
  • expert online survey – sent, among others to the representatives of the industry organizations, the regulator, NGOs and the social partner,
  • online survey – a questionnaire, sent electronically, was completed by a record number of more than 12 000 employees and customers.
  • workshops with TAURON Group‘s managers – managers, including the ones working in the area of strategy, customer, distribution, human resource management, compliance, took part in the meeting

TAURON Group’s perspective takes into account the opinions collected from both the managerial staff as well as the employees of the Group. Therefore, separate points of view of the individual subsidiaries have not been identified, as the Group is regarded as a whole. Within it, however, the individual lines of business (Mining, Generation, Heat, RES, Distribution, Customer Service and Supply) can be distinguished and for which the indices that are most important from the point of view of their operations have been selected and reported.

In turn, the perspective of the Group’s stakeholders is the aggregate result of the opinions of the experts who took part in TAURON’s dialogue panels, as well as of the Group’s customers, the representatives of the public administration, the regulator, the industry organizations, non-governmental organizations and the media.

The effect of the above mentioned work was the preparation of the final shape of the list of the material aspects of TAURON Capital Group’s reporting, along with the determination of their significance for the Group and its stakeholders.

tauron-model-inforgrafiki_2019-_macierz-interesariuszy tauron-model-inforgrafiki_2019-_macierz-interesariuszy
Issues selected during the materiality analysis SUSTAINABLE DEVELOPMENT AREA
Ensuring energy security – efficient provision of access to electricity and heat MARKET
Investment projects aimed at increasing customer access to electricity supply (capital expenditures on new generation capacity, the refurbishment of the existing assets and the expansion of the RES‑based generation capacity portfolio). MARKET
Transparency of the offering and a responsible sales process (access to the information on the products and services, comprehensible sales language, clear bill / invoice, security of customer data). MARKET
Responsible and ethical cooperation with TAURON Group’s suppliers (raw material suppliers, business partners, contractors, etc.) MARKET
Customizing of the offering to meet the customers’ diverse needs and devising the solutions for the sensitive groups (e.g. special solutions for less affluent consumers, senior citizens, single parents, etc.) MARKET
Investment projects aimed at increasing the share of energy generated from renewable sources and supporting sustainable development ENVIRONMENT
Minimizing the negative impact of the company on the natural environment (through the investment projects undertaken, energy and water saving (efficiency) solutions, reduction of the emissions; waste management, etc.) ENVIRONMENT
Research and development initiatives as well as innovative solutions related to the natural environment protection and energy saving (efficiency) ENVIRONMENT
Efficient management of the consumption of the raw materials used in the production process ENVIRONMENT
Terms of employment and friendly workplace (a transparent remuneration system, clear promotion criteria, non‑discrimination, work (occupational) safety and health (WHS) issues) WORKPLACE
Internal communication with the employees WORKPLACE
Management of the employee departure and restructuring issues (e.g. outplacement programs for the people whose employment relationships have been terminated for reasons attributable to the employer) WORKPLACE
Education and development of the employees at various levels in the organization WORKPLACE
Support and resolution of the social problems (e.g. problems with access to electricity among economically handicapped social groups: the poor, the elderly; education of the society, etc.) SOCIETY
Educational activities with respect to the functioning of the electricity market, energy efficiency and the safe use of electricity and its infrastructure. SOCIETY
TAURON Group’s support for the local communities within which it is operating (support for the local organizations, implementation of the social programs, organization of events in the regions, etc.) SOCIETY

In case of any questions or suggestions please contact with us:

Urszula Jarczyk-Wójtowicz  

tel. 516 114 285


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