- The new Orlen management is tidying up the group's businesses. According to Daniel Obajtek's vision, it was to be a multi-energy player. However, the list of high-profile and controversial takeovers of the previous Orlen management also included businesses not entirely related to the company's core business.
- Recently, Ireneusz Fąfara admitted that after analyses, some companies do not fit into the Orlen business structure, for example Polska Press. In connection with this, the publishing house will be restructured and sold.
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Movement and parcel machines outside Orlen
Similarly to Polska Press, the operations of Ruch and parcel machines are far from the group's core business and also require further operational investment.
– Parcel machines are also not part of our core business. They fit into a certain operating model only because they complement our offer for customers at petrol stations. Their further development in the Orlen Group would, however, require significant financial outlays, which is why we are analysing various scenarios – said President Fąfara.
Rafał Brzoska comments on reports about Orlen's businesses
Rafał Brzoska, president of InPost, the largest player on the parcel machine market, commented on these words.
In his social media post he wrote:
"I don't know whether to laugh or cry – I've just learned that from the monopoly rent on fuel, which we all as citizens have contributed to, are contributing to and will contribute to – PLN 1.2 billion was thrown into space to feed the ego of a small group of people who wanted to create competition "on the side" for the Polish private champion InPost Group (btw. which pays the highest taxes to the state budget, more than all competitors combined) and for Polish private media to carry on this propaganda of "alleged success". Pathetic!!!" – thundered the president of InPost.
The businessman also asked a rhetorical question whether state-owned companies, instead of focusing on truly strategic goals for the country (e.g. direct investments in transmission networks, renewable energy, nuclear power), being monopolies in their fields, should invest funds in branches unrelated to their core business, competing (often by dumping) with private entities.
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