Motivation: The aim of this article is to show how the distribution of hard coal (and energy fuels) is organized in one of the largest coal companies in Europe. The analyzed company merged (1.04.2017) with Katowicki Holding Węglowy to form a new business entity. These actions have changed the organizational structure of the companies.Problem statement: During the planning of the hard coal distribution the specific nature of the coal industry must be taken into account. First of all, an analysis of the hard coal sales time series reveals a regularity of this phenomenon. The increased consumption of this fuel is clearly marked in the winter. As a result, mining companies are not able to eliminate sales and production seasonality due to natural causes. Therefore, in order to adapt to variable market conditions mining companies must manage production and distribution in order to survive the period of reduced demand, but also to meet the increased demand when needed.Approach and results: To examine the company's newly established structure a document analysis method was used. This study allowed to clarify the hard coal market in terms of marketing and to divide it on the basis of the coal consumption level. Two groups of customers, i.e. large customers and so-called small customers have been identified. The distribution channels of hard coal have been analyzed, as well as the methods of coal carriage to individual customers. The analysis of documents shows that small customers are the primary recipients of broken coal and small quantities of pea and rice coal. In the case of the coal distribution to small customers the most common solution is merchant participation. The role of the merchant is to reach the largest number of customers and to reduce seasonal fluctuations. The delivery of coal is usually carried out for those buyers by road transport.Conclusions: The conducted research allowed to clarify the hard coal market in terms of marketing and to divide it based on the level of hard coal consumption. Analysis of coal distribution was carried out in order to enable future modifications of the company's distribution process using geomarketing tools such as for example geocoding, Voronoi polygons, and geoprocessing.

The article presents the provisions of the Polish Energy Policy until 2040. The feasibility of achieving the eight basic long-term goals presented in the document was analysed, i.e. optimization of own energy resources, expansion of energy production and infrastructure expansion, diversification of gas and oil supply as well as the development of network infrastructure, development of energy markets, implementation of nuclear energy, development of renewable energy sources, development of heating and cogeneration, improvement of the country’s economy energy efficiency. Mathematical models were used to verify the feasibility of these predictions. Forecasts were created whose accuracy was confirmed by the means of an ex post error analysis. The rest of the models were also analysed. Ultimately, the article presents only those forecasts that were subject to the slightest error. Particular attention was paid to renewable energy sources. Obtaining energy using fossil fuels is still more profitable and efficient. However, RES solutions are introduced due to the need to protect the environment and also because fossil fuel reserves will run out in a few decades. If the appropriate measures are not taken today, the demand for primary energy in the world will exceed energy supply in the future. The gradual introduction of renewable energy generation capacity will prevent a drastic jump in prices during the transition period and will allow the extension of the fossil fuels usage time. Renewable energy sources are, therefore, a safeguard for access to energy in the future. It was found that over the next dozen years, Polish energy will continue to produce energy mainly based on coal. It is, therefore, necessary to use technologies that will allow efficient and clean coal burning. Therefore, the solution, in this case, may be the so-called Clean Coal Technologies.

One of the most serious challenges facing the world, including the European Union and Poland, is the climate crisis and environmental pollution. The article presents an analysis of the implementation of sustainable development goals in the field of Affordable and clean Energy in Poland. The Sustainable Development Goals have replaced the Millennium Goals and enable their continuation. They were defined at the United Nations Conference in 2012. 17 goals and 169 actions were set. Sustainable Development Goals are a set of activities, the implementation of which is to lead to the development of sustainable development in the environmental, social and economic terms. Achieving the goals will be possible among others through changes in the field of climate, education, poverty or the natural environment. The study analyses, inter alia, such indicators related to the discussed objectives like energy import dependency by products, energy productivity, share of renewable energy in gross final energy consumption by sector, final energy consumption in households per capita were analysed. This made it possible to indicate the level of achievement of the set goals, as well as to determine the possibility of achieving the goals set by 2030. The authors also presented the results of the generated for the analysed indicators forecasts. The presented results were obtained with the use of mathematical models, which were finally selected by the authors after the validation process. The time horizon of the forecasts was adjusted to the requirements of sustainable development goals. Countermeasures that can be taken to accelerate the deadline for achieving the targets were also outlined.

The paper presents the results of an analysis of the impact of activities related to the implementation of Poland’s climate policy on the level of demand for hard coal. The authors used sets of indicators built by Eurostat during the analysis. The analysis was based on a set of indicators that had not previously been used for this purpose. The applied ARAMAX model made it possible to study the impact of the presented indicators on the volume of demand for hard coal in Poland. They were introduced to the ARMAX model as explanatory variables. The demand for hard coal in Poland was the dependent variable. The set of indicators was verified, and finally only statistically significant factors were used to build the model. The forecast of the demand for hard coal was made until 2022. It showed that the volume of coal sales would systematically fall as long as factors affecting demand remain constant. However, an additional factor was taken into account in the analysis, namely the increase in demand and prices for hard coal on world markets. The ARIMA model was used to forecast price levels for the next 12 months. The forecast indicates that the time series of prices should maintain an upward trend within the examined time period. Building an accurate and reliable forecast is the basis for effective planning of coal production and is adjusted to the demand for this fuel.

Motivation: In recent years outsourcing of a variety of different activities has been more commonly observed in the coal mining industry. It is connected with employing workers through external companies. These practices are not necessarily perceived as good ones by employees. Approach and results: This article aims to present how workers perceive these practices. Therefore, two surveys have been conducted. The first, of outsourcing underground work to third-party vendors, was carried out in a group of randomly chosen underground workers of a mining company (PGG Sp. z o.o.). The other survey, also of outsourcing underground work to thirdparty vendors, was carried out in a group of workers of a third-party vendor working for PGG Sp. z o.o. Conclusions: Analysing the results from the surveys allowed for a better understanding of the reasons for the disapproval of outsourcing underground work. This in turn may be used for better human resource management in coal companies including in particular planning an incentive based pay systems JEL Classification Numbers: M12, M54, L29,