Mapped and optimised processes.Developed and supported the execution of strategic initiatives for the energy group.Assisted in realigning the focus and priorities of the procurement departmentConducted DNA analysis to identify and leverage bottom-up initiatives within the organization

Business situation:Capital Asset: 300 mln Euro; Turnover: 450 mln Euro, Employees: 1700 (2500 as a Group)PERN is a mother company for PERN Group. PERN S.A. is a leader of petroleum logistics on its domestic market, and a strategic company which guarantees the energy security of Poland, and thus also that of the European Union, within the scope of crude oil supplies. The Company's basic activity is the operation of the network of crude oil pipelines, transporting Russian crude oil for the largest producers of fuels in Poland, as well as in Germany. The two lines of the "Przyjaźń" pipeline, which span from Adamowo, situated at the Polish-Belarussian border, to Płock, and then to Schwedt in Germany.Apart from the network of crude oil pipelines, PERN "Przyjaźń" S.A. also owns a network of product pipelines, used for transporting liquid fuels produced by refineries. This network radiates from Płock towards Warsaw, Poznań and Częstochowa. Yet another service, crucial for the energy security of the country, rendered by PERN S.A, is the storage of crude oil.• Cooperated with both State and Local Governments• Executed employee initiatives including a new headquarter, role definition and innovation program• Oversaw the construction of a 100km-long oil pipeline in Southern Poland• Supervised a 250 million Euro yearly investment plan

• Negotiated and signed contracts totaling over 600 million Euros• Transitioned the purchase department into a proactive procurement team with the implementation of a new IT system• Managed the function merger of two companies: PERN (800 people) and OLPP (700 people), centralizing functions• Established an operational model (process-driven organization) after the merger of PERN and OLPP

Business situation:OLPP has been operating since 1997. It is now the leading Polish company that specialises in storage and transhipment of liquid fuels. OLPP stores fuels intended for on-going distribution, and maintains statutory emergency stocks and strategic national reserve stocks of liquid fuels.Managing managers responsible for teams of purchase, KAM and individual client departments.Merging company OLPP with company PERN with centralization of both sales and purchase departments.

Business situation:Orchis Energia Sopot Ltd. is a daughter company of GPEC Group. Its core business is distributed heat production in Poland. Actually it has more than 100 heat units in whole Poland.The CA - 3 mln Euro, Income ~2,5mEuro.Company is owned by GPEC Group 67% and Sopot City 33%.Main achievements:Led the centralization process into functional management in the GPEC GroupDoubled the results of yearly market development

Business situation:GPEC Energia Ltd. is a daughter company of GPEC Group. Its core business is electricity production, distribution and sales. GPEC Energia owns 2 hydro plants and provides ~22GWh/a of electricity to its partners. The CA - 3 mln Euro, Income ~2,5mEuro.Company is owned by GPEC Group in 100%.Main achievements:Directed centralization in the GPEC Group, rebranding, and headquarters relocation to GdańskIntroduced new products including electricity sales and distribution

Business situation:GPEC Ltd. is a mother company of GPEC Group. Its core business is heat distribution. Actually it has ~1000MW of heat supply and ~10 000 clients.The CA - 150 mln Euro, Income ~120mEuro.Company is owned by Stadtwerke Leipzig in 84% and Gdańsk City in 16%.Main Achievements:Collaborated with local governments, including the Pomeranian Government, as well as with local enterprisesCreated Marketing & Sales Campaigns based on cold ->warm->hot leadsSecured a major market and re-established a positive relationship with competitors after over 10 years.Established a team to manage sales functions for the entire GPEC GroupExpanded the portfolio of customers by introducing bundled products

Main Achievements:Introducing MBO management of technical function with all 160 people including blue collars.Restruturing technical function:- halved the number of regional offices- centralized functional operation of technical team- Orchestrated the merger of two technical departments, enhancing their effectiveness by 15%.- Achieved 20% of cost optimisation of technical function operation- Intruced solutions via project management that improved communication and quality of technical services.

Main achievements:- Implemented a process for Long Term Investment Planning (10+ years)- Created an IT tool for investment analysis automation

R&D projectsInvestment planning and analysis