As a result of the progressing transition of the energy sector, which poses new challenges for the entity operating on this market, the gradual change in the situation in the energy sector, mainly due to the broadly understood policy of decarbonizing the economies of the European Union and the changes taking place in the Company’s business environment, on October 20, 2020, the Management Board of TAURON Polska Energia SA adopted the new version of the Organizational Regulations of TAURON Polska Energia S.A., which was approved by the Company’s Supervisory Board on October 23, 2020.
Organizational diagram of TAURON Polska Energia S.A. as of December 31, 2020
In connection with the new Organizational Regulations, the required modifications of the scopes of functions of the individual Lines of Business in the Company’s organizational structure were also made.
As of November 3, 2020, the Management Board of TAURON Polska Energia S.A., by way of a resolution, assigned to the Members of the Management Board of TAURON Polska Energia S.A., directly, the individual lines of business and the independent work positions.
The diagram showing the division of responsibilities of the Members of the Management Board of TAURON Polska Energia S.A. as of December 31, 2020
In 2020, works were carried out on updating TAURON Group’s Business and Operational Model in place thus far, which defines TAURON Capital Group’s management model. In order to provide flexibility, resilience and adaptation of TAURON Capital Group to the changes in the environment, in particular those resulting from climate change, the updated Business and Operational Model of TAURON Group emphasizes the role of ESG (Environmental, Social Responsibility, Corporate Governance) as an increasingly important communication tool with the environment (stakeholders).
The updated Business and Operational Model of TAURON Group was developed taking into account the requirements related to the unbundling (i.e. separation of the operations with respect to electricity distribution from the operations involving the generation and supply of such electricity to the final consumers), established in the Compliance Program and generally applicable legal regulations, taking into account the legal, functional and organizational separation of the DSO within the structure of TAURON Capital Group.
Furthermore, the functions and tasks performed within all of TAURON Capital Group’s mega-processes were reviewed, which was done jointly with their owners, and the provisions were updated or the required additional functions and tasks were formulated, appropriately assigning competences to the Corporate Center, Lines of Business and Shared Services Centers (CUW).
In 2020, the process maturity of selected processes of TAURON Capital Group was assessed, using TAURON Capital Group’s Process Maturity Model. 555 processes were assessed, which represented 21% of TAURON Capital Group’s processes in place. As a result of the assessment completed, TAURON Capital Group achieved, on average, level IV-V of process maturity on an eight-level scale. The maturity assessment will be continued in 2021, based on the plans defined by TAURON Capital Group’s subsidiaries.
