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Business strategy
PSE’s strategy is a response to the challenges facing the company, resulting from a rapidly changing environment of PSE, including mainly changes of a technological and regulatory nature, as well as building a common Internal Energy Market.

Regulations have set a new framework for the activities of transmission system operators. Technologies, in particular the digitalisation of the power sector and changing consumer behaviour, will influence the operators’ current and shape new areas of activity.
Business strategy
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PSE Value Creation Model
Sustainable development strategy
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PSE Value Creation Model

1. Active involvement in shaping market mechanisms in the process of building the European energy market, taking into account the conditions of the domestic electricity market.
2. Development of favourable market conditions to ensure effective and secure operation of the Polish Power System as an element of the European market
3. Supporting active participation of consumers in market mechanisms



Active involvement in shaping market mechanisms in the process of building the European energy market, including the conditions of the domestic electricity market

  • Involvement in the process of building the electricity market in Europe, in particular with regard to the creation of:
    • Flow-Based Market Coupling for the day-ahead and intraday markets,
    • the cross-border balancing market,
    • the capacity market.
  • Activities towards strengthening the coordination of cross-border exchange in Europe, including the reduction of unscheduled flows though the PPS .

Our input

  • Preparation of the diagnosis titled “European electricity market” available online at: link.
  • Organising, in cooperation with the Polish Committee of the World Energy Council, two debates:
    • A New Concept of the Electricity Market in Poland;
    • Giving the EU's Electricity Market a Facelift.
The debates initiated a discussion on a modification of the architecture of the European electricity market. During the debates, our representatives argued that the zonal model currently in place in the European Union does not ensure optimal utilisation of generating and network resources, and contributes to increased CO2 emissions. The nodal model optimises the use of generating and network resources within a single process, and the calculated energy price reflects the cost of energy delivery to the consumer.
  • Involvement of PSE representatives in the work of European institutions and agencies:
    • The European Network of Transmission System Operators for Electricity - ( ENTSO-E ). ENTSO-E groups together 43 transmission system operators from 36 countries. The main components of the working structure of ENTSO-E are:
      • System Operations Committee,
      • System Development Committee,
      • Market Committee,
      • Research, Development and Innovation Committee.

      We are represented on each of them.
      • European Commission. Cooperation in the identification of critical infrastructures in accordance with Council Directive 2008/114/EC of 8 December 2008 on the identification and designation of European critical infrastructures and the assessment of the need to improve their protection.
      • European Parliament, ACER. The cooperation concerns the coordination of work in the Council of the European Union.
      • More than 90 PSE employees engaged in ENTSO-E work
      • In 2018, as part of commercial exchange, a total of 2,934 GWh was exported from the Polish power system, while the aggregate electricity imports amounted to 8,588 GWh. Compared with the 2017 data, the excess of electricity imports into Poland over electricity exports to the neighbouring countries continued to persist. The surplus of imports over exports was 5,654 GWh (2599 GWh in 2017). The largest volumes of electricity were exported as part of synchronous exchange with the systems of Germany, the Czech Republic and Slovakia– 1,833 GWh, whereas the largest quantity of electricity was imported via the DC link from Sweden: 3,106 GWh.
      • The cross-border exchange capacity offered by PSE in 2018 totalled:
        • parallel exchange (synchronous profile):
          • export: 6,492 GWh,
          • import: 3,534 GWh;
        • non-parallel exchange – LitPol Link interconnection with Lithuania:
          • export: 6,492 GWh,
          • import: 4,303 GWh;
        • non-parallel exchange – SwePol Link interconnection with Sweden:
          • export: 1,985 GWh,
          • import: 5,044 GWh;
        • non-synchronous exchange – interconnection with Ukraine (Zamość-Dobrotvir line); auctions concern only the import direction:
          • import: 1,537 GWh.

      • Wymiana równoległa (profil synchroniczny):
    • Conducting three main auctions, the first ones in history of the Polish power sector, in the capacity market for delivery periods:
      • on 15 November for 2021,
      • on 5 December for 2022,
      • on 21 December for 2023.
Delivery year Auction closing price (in PLN/kW/year) Number of capacity agreements concluded Capacity obligation volume resulting from capacity agreements (in MW) Auction closing round
2021 240.32 160 22,427.066 5.
2022 198.00 120 10,580.056 7.
2023 202.99 94 10,631.191 8.



Development of favourable market conditions to ensure effective and secure operation of the Polish Power System as an element of the European market

  • Implementation of segments of the Target Model of the European electricity market within the PPS .
  • Effective balancing of the power system, in particular
    • failure-free execution of the balancing market processes,
    • development of balancing market mechanisms.

Our input

    • Number of borders covered by the market mechanism consistent with the European Target Model – 2 borders:
      • Poland-Sweden,
      • Poland-Lithuania,
      • Poland-Germany,
      • Poland-Czech Republic.

  • Number of fall-back procedures used in the balancing market – 0 (zero).



Supporting active participation of consumers in market mechanisms

  • Developing mechanisms for customers' active participation in the PPS balancing.
  • Developing mechanisms for customers' active participation in the electricity market.
  • Supporting different forms of market operation of customers such as prosumers, aggregators, energy clusters.

Our input
  • 28 demand side response service TSO agreements in 2018-2019, including
    • Guaranteed Programme (payment for readiness and utilisation) 362.5 to 534.5 MW of guaranteed capacity in individual hours in the summer package (1.07-30.09.2018 and 1.04-30.06.2019) under 10 agreements,
    • Guaranteed Programme (payment for readiness and utilisation) – 2 agreements increasing capacity in the summer package (1.04-30.06.2019) to the guaranteed capacity volume of 372.5 to 558 MW in individual hours,
    • Guaranteed Programme (payment for readiness and utilisation) 510 to 535 MW of guaranteed capacity in individual hours in the winter package (1.10.2018-31.03.2019) under 6 agreements,
    • Current Programme (payment for utilisation) –5 agreements were concluded,
    • Simplified Current Programme (payment for utilisation) –5 agreements were concluded,
1. Expansion of infrastructure necessary for the operation of the company and the PPS through investments.
2. Transmission network maintenance and repair
3. Social communication around completed projects



Expansion of infrastructure necessary for the operation of the company and the PPS through investments.

  • Transmission infrastructure development.
  • New build and upgrade projects.
  • Ensuring the continuity of electricity transmission.
  • IT investments.
  • Expenditure on improvement of contractors' work safety,
    of which:
    • supervision of contractors,
    • preparation of project implementation procedures,
    • contractor training in HSEQ ,
    • social communication activities (activities pursued by PSE and by subcontractors)

Our input

  • Forecast of national electricity demand:
Forecasts of net national electricity demand until 2027* (in TWh)
  2020 2025 2027
Stable 163.6 173.8 177.5
High 164.8 178.8 184.4
* Own compilation based on MF and OECD forecasts, consistent in terms of the methodology applied with the pan-European generation adequacy analysis performed by ENTSO-E.

  • PLN 12.8 bn – PSE’s planned capital expenditure until 2027
  • 147 network infrastructure investment projects implemented with respect for the natural environment*
    *As at 2019
  • PLN 1,810.3 m – capital expenditure incurred by PSE*
    *Total value of expenditure incurred in 2018
  • PLN 45.8 m – expenditure on the development of IT resources*
    *In Investment Plan Group I ICT in 2018
  • 40 consultations addressed to various entities, concerning key issues for the entire power sector.
  • 1,916 information meetings with residents for projects undertaken in 2016 – 2018, including 688 meetings in 2018.



Transmission network maintenance and repair

  • Maintenance and repair of the transmission network
  • Expenditure on improvement of contractors' health and safety, including:
    • supervision of contractors,
    • contractor training in HSEQ,
    • social communication activities (activities pursued by PSE and by subcontractors)

Our input
  • PLN 123,415.7 k ─ maintenance and repair expenditure incurred in 2018, of which the amount spent on maintenance of grid assets was PLN 98,768.7 k and that spent on repair projects was PLN 24,647 k.



Social communication around completed projects

  • Social communication activities (activities pursued by PSE and by subcontractors)

Our input

  • We fully analyse the impact of our investment projects on the local community
1. Management of human resources, creation of a responsible and friendly workplace.
2. Competence building (ensuring employee development opportunities, strengthening innovation)
3. Active cooperation with the company's environment
4. Social education



Management of human resources, creation of a responsible and friendly workplace.


  • Ensuring an attractive employee remuneration system and non-pay benefits as well as care of social security
  • Care of safety at work.
  • Internal organisation culture based on specific values: dependability, reliability, responsibility and respect.

Our input

  • Attractive social benefit package.
  • 100 percent of employees covered by the pay incentive system.
  • Broad access to diverse forms of professional development.



Competence building (ensuring employee development opportunities, strengthening innovation)

  • Training and development of employees in all functional areas of the organisation, relating to both technical issues and soft skills.
  • Continuation of the SMART programme.
  • A team of internal trainers who train employees in key positions.
  • Running an internship programme, supporting studies, doctoral procedures, etc.

Our input

  • Improvement of PSE internal Wiki service in 2018.
  • 18 internal trainers delivering training in 2018.



Active cooperation with the company's environment

  • Improving the new investment project implementation model.
  • Knowledge and unique corporate know-how sharing at meetings with contractors.
  • Cooperation with local and central administration at the project preparation and implementation stages.
  • Cooperation with industry organisations.

Our input

  • Improving the introduced new investment project implementation model (NMRI). Its coordination is the responsibility of the Central Investment Unit (Centralna Jednostka Inwestycyjna, CJI) operating within the PSE's internal organisation structure.



Social education

  • Implementation of educational and social projects.
  • Publication of the Elektroenergetyka magazine.
Our input

  • Information meetings with local communities were held in 100 percent of communes situated along the routes of planned linear right-of-way projects.
  • Publication of the Elektroenergetyka magazine.
  • Implementation of 5 local social projects, in particular the “Ping-pong Dreams with PSE” programme with the Polish Table Tennis Association.
  • Launch and execution of the national grant programme “EmPower your environment” to be implemented in the years to come. Link to programme website page.
1. Active involvement in shaping market mechanisms in the process of building the European energy market, taking into account the conditions of the domestic electricity market.
2. Development of favourable market conditions to ensure effective and secure operation of the Polish Power System as an element of the European market.
3. Supporting active participation of customers in market mechanisms.



Active involvement in shaping market mechanisms in the process of building the European energy market, taking into account the conditions of the domestic electricity market.

  • Performance of statutory obligations of PSE as an independent national transmission system operator.
  • Maintaining the reliability of the power system.
  • Increasing electricity import and export opportunities.

Outputs of our activities
  • Electricity supply continuity index defines the certainty of supply to all customers connected to the transmission network) – 99.99 percent
  • Failure-free operation of the Balancing Market – 100 percent
  • 127 participants of the Balancing Market in 2018.
  • The cross-border exchange capacity offered by PSE in 2018 totalled:
    • parallel exchange (synchronous profile):
      • export: 6,492 GWh,
      • import: 3,534 GWh;
    • non-parallel exchange – LitPol Link interconnection with Lithuania:
      • export: 2,619 GWh,
      • import: 4,303 GWh;
    • non-parallel exchange – SwePol Link interconnection with Sweden:
      • export: 1,985 GWh,
      • import: 5,044 GWh;
    • non-parallel exchange – interconnection with Ukraine (Zamość-Dobrotvir line); auctions concern only the import direction:
      • import: 1,537 GWh.
  • Volume of cross-border exchange (in the import and export direction) in all market segments (GWh)* for 2018:
    • parallel exchange (synchronous profile):
      • export: 1,833 GWh,
      • import: 2,433 GWh;
    • non-parallel exchange – LitPol Link interconnection with Lithuania:
      • export: 722 GWh,
      • import: 1,635 GWh;
    • non-parallel exchange – SwePol Link interconnection with Sweden:
      • export: 379 GWh,
      • import: 3,106 GWh;
    • non-parallel exchange – interconnection with Ukraine (Zamość-Dobrotvir line); commercial exchange concerns only the import direction:
      • import: 1,414 GWh.
* The indicators have been calculated as a sum of cross-border commercial exchange based on agreed nominations from the annual, monthly, daily and intra-day market timeframes. The above data do not include remedial actions agreed as part of inter-TSO exchange, mandatory compensation returns and exchange over 110 kV lines.



Development of favourable market conditions to ensure effective and secure operation of the Polish Power System as an element of the European market.

  • Performance of statutory obligations of PSE as an independent national transmission system operator.
  • Maintaining the reliability of the power system.
  • Increasing electricity import and export opportunities.

Outputs of our activities
  • Electricity supply continuity index defines the certainty of supply to all customers connected to the transmission network) – 99.99 percent
  • Failure-free operation of the Balancing Market – 100 percent
  • 127 participants of the Balancing Market in 2018.
  • The cross-border exchange capacity offered by PSE in 2018 totalled:
    • parallel exchange (synchronous profile):
      • export: 6,492 GWh,
      • import: 3,534 GWh;
    • non-parallel exchange – LitPol Link interconnection with Lithuania:
      • export: 2,619 GWh,
      • import: 4,303 GWh;
    • non-parallel exchange – SwePol Link interconnection with Sweden:
      • export: 1,985 GWh,
      • import: 5,044 GWh;
    • non-parallel exchange – interconnection with Ukraine (Zamość-Dobrotvir line); auctions concern only the import direction:
      • import: 1,537 GWh.
  • Volume of cross-border exchange (in the import and export direction) in all market segments (GWh)* for 2018:
    • parallel exchange (synchronous profile):
      • export: 1,833 GWh,
      • import: 2,433 GWh;
    • non-parallel exchange – LitPol Link interconnection with Lithuania:
      • export: 722 GWh,
      • import: 1,635 GWh;
    • non-parallel exchange – SwePol Link interconnection with Sweden:
      • export: 379 GWh,
      • import: 3,106 GWh;
    • non-parallel exchange – interconnection with Ukraine (Zamość-Dobrotvir line); commercial exchange concerns only the import direction:
      • import: 1,414 GWh.
* The indicators have been calculated as a sum of cross-border commercial exchange based on agreed nominations from the annual, monthly, daily and intra-day market timeframes. The above data do not include remedial actions agreed as part of inter-TSO exchange, mandatory compensation returns and exchange over 110 kV lines.



Supporting active participation of customers in market mechanisms.

  • Reducing the risk of inability to balance capacity and energy in the PPS.
  • Acquisition of a tool designed to increase the security of electricity supply.
  • Increasing the operational flexibility of the PPS.

Outputs of our activities
  • 28 demand side response service (DRS) agreements in 2018-2019, including:
    • Guaranteed Programme (payment for readiness and utilisation) 362.5 to 534.5 MW of guaranteed capacity in individual hours in the summer package (1.07-30.09.2018 and 1.04-30.06.2019) under 10 agreements,
    • Guaranteed Programme (payment for readiness and utilisation) – 2 agreements increasing capacity in the summer package (1.04-30.06.2019) to the guaranteed capacity volume of 372.5 to 558 MW in individual hours,
    • Guaranteed Programme (payment for readiness and utilisation) 510 to 535 MW of guaranteed capacity in individual hours in the winter package (1.10.2018-31.03.2019) under 6 agreements,
    • Current Programme (payment for utilisation) –5 agreements were concluded,
    • Simplified Current Programme (payment for utilisation) –5 agreements were concluded,
1. Expansion of infrastructure necessary for the operation of the company and the PPS through investments.
2. Transmission network maintenance and repair
3. Social communication around completed projects



Expansion of infrastructure necessary for the operation of the company and the PPS through investments.

  • Replacement and development of grid assets.
  • Management of the reliability and continuity of electricity transmission.
  • Ensuring the operational cybersecurity of the PPS systems.
  • Improving the PPS operation security through the implementation of PSE investment tasks.

Wyniki naszych działań
  • ENS – 264.24 MWh, AIT – 45.77 (minutes). Such low 2018 ratios testify to a high level of operational reliability of the transmission system and the certainty of supply to consumers connected to our network
  • The condition of the transmission network is confirmed by a high transmission equipment overall availability factor (DYSU) which reached 99.90 percent in 2018 compared with 99.77 in 2017.
  • 1.48 percent – transmission losses (the lowest ever) as percentage of total energy fed into the system.
  • Average age of equipment: 22 years for EHV substations, 43 years for EHV lines.
  • PLN 2.3 bn – total value of contracts awarded to contractors in 2018.
  • Main groups of PSE’s contractors:
    • contractors for new build, upgrade and repair projects performing work on grid assets,
    • equipment and hardware suppliers and service providers.
86.6 percent of contractors for works and services (in terms of contract value) come from Poland, 0.2 percent from the EU countries, and 13.2 percent from non-EU countries.



Transmission network maintenance and repair

  • Maintaining grid assets in due state of repair.
  • Improving the reliability and operational security of the transmission network through its ongoing maintenance and repair.
  • Building and maintaining reputation for PSE's care of network operation security.

Outputs of our activities
  • The transmission equipment availability factor (DYSU) reached 99.90 percent in 2018 compared with 99.77 in 2017.



Social communication around completed projects

  • Winning social acceptance.
  • Timely completion of projects.
  • Increased awareness and sense of security of local communities with regard to projects in progress.
  • Optimisation of line routes for their acceptance by local communities

Outputs of our activities
  • 1,916 meetings and events for projects undertaken in 2016-2018, including 688 meetings in 2018.
  • Increasing the awareness of the significance of power infrastructure in investment areas. Social communication is performed on the basis of a participation model engaging all interested parties in the project implementation process. Public awareness of the current status of the energy sector and energy projects is not a frequent subject-matter of sociological surveys in Poland, but existing data and real-life experience acquired in the course of projects suggest that energy awareness is low among the general public in Poland.
1. Management of human resources, creation of a responsible and friendly workplace.
2. Competence building (ensuring employee development opportunities, strengthening innovation)
3. Active cooperation with the company's environment
4. Social education



Management of human resources, creation of a responsible and friendly workplace.

  • Increased employee satisfaction and motivation.
  • Promoting work-life balance.
  • Safe workplace – negligible number of accidents at work.

Outputs of our activities
  • As an employer, PSE takes a number of measures aimed to build the work-life balance approach among employees, including special events for employee’s children under the so-calledKolorowy KDM initiative, housing aid, medical care, subsidising leisure for employees and their children, subsidising sports, recreational, cultural and educational activities.
  • Average years of service of employees carrying out maintenance work in substation maintenance teams (ZES) – 24 years.
  • Full implementation, knowledge and application by employees of work safety procedures for LV electrical substations.



Competence building (ensuring employee development opportunities, strengthening innovation)

  • Improving the competence of employees.
  • Improving employee motivation, competence retention in the organisation.
  • Partnering with universities.

Outputs of our activities
  • 1.09 percent – percentage of employees with the doctor's degree.
  • 70.4 percent training budget performance in 2018.
  • Electricity supply continuity index (defines the certainty of supply to all customers connected to the transmission network)- 99.99 percent.
  • 45 training sessions on the Polish Power System Simulator, including:
    • 32 training sessions with the participation of 303 PSE O&M employees,,
    • 13 sessions with the participation of the Distribution System Operators’ O&M personnel, in which 127 DSO and TSO Dispatchers participated. .



Active cooperation with the company's environment

  • Increased effectiveness of mutual cooperation with the environment, including electricity market participants
  • Maintaining partner relations with the environment
  • Increased effectiveness of the implementation of industry initiatives.

Outputs of our activities

  • 47 events and conferences with the participation of PSE experts.
  • 57 PSE experts involved in industry events, debates, seminars, forums and congresses.
  • 51 reports (including PPS operation data and RM actions) on the PSE website, generated automatically.



Social education

  • Building understanding and social acceptance for PSE as an independent national power system operator.

Outputs of our activities
  • Social Communication Programmes are implemented in 100 percent of communes situated in PSE's investment areas.
  • Implementation of 5 local social projects, in particular the “Ping-pong Dreams with PSE” programme with the Polish Table Tennis Association.Under the programme, the company provided necessary sport equipment to more than 1,100 young players in 20 communes.
  • Launch and execution of the national grant programme “EmPower your environment”to be implemented in the years to come. Link to the programme website.

pse Value Creation Model

  • Natural capital
  • Human capital
  • PSE’s intellectual capital
  • Social and relational capital
  • Financial capital
  • Production capital

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