ABSTRACT. In the presented paper assumption is being raised that ceteris paribus forecasted energy efficiency until the year 2050 reveals competitive potential, which could be reached if technological progress is ongoing and no radical changes in the energy consumption culture are observed. The research methodology is as follows. In order to clarify what trends of energy efficiency change are preconditioned by the structure of the economy, technological potential and behavioral patterns, activity level and energy intensity in the household sector are forecasted for the selected European countries -Poland, Lithuania and Germany. Lithuania and Poland represent here the countries slightly less economically developed as compared to highly developed Germany. Long-range energy forecasting software LEAP, developed by Stockholm Environment Institute is being employed for the long-term forecasting of energy use and energy intensities in the household sectors. The obtained results, as we have expected, allow verifying if consistent patterns of energy intensity change is existent for currently comparatively less developed and better countries, and if such patterns differ. Peculiarities of energy intensity change in less developed and more developed European countries are to be economically interpreted. The obtained results will allow to judge about change of competitiveness of the considered countries. Provided insights can be instrumental for devising national economic policies oriented on more efficient energy use in the long run.JEL Classification: N70, O18

The paper examines the principles, stages and measures of enterprise anti-crisis management. Various interpretations of the concept of anti-crisis management are presented. The author supports the systemic treatment of enterprise anti-crisis management, when anti-crisis management is viewed as a complex of measures ranging from diagnostics of the financial condition of enterprises and their crisis to the development and implementation of special measures to prevent the critical condition. The content and concept of anti-crisis management are compared and linked with the concept of enterprise restructuring and its interpretations. The author describes the stages of enterprise anti-crisis management which can be implemented in the event of detecting negative trends in the activities of enterprises or when an enterprise faces a critical situation or when deciding on the continuity of its activities. An important role is played by the assessment of the financial condition of enterprises which can be performed using the express or comprehensive bankruptcy threat diagnostics. Such diagnostics allows for determination of the gravity of an enterprise's financial condition, that is, the stage of the crisis. The identified financial condition of the enterprise and its gravity determine the nature of the anti-crisis measures applicable to the enterprise. The implementation of an enterprise anti-crisis management plan must be accompanied by the control of the process.

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The paper discusses certain aspects of restructuring enterprises and presents different ways and measures applicable for restructuring companies; they are divided and grouped according to certain qualities. In scientific literature, measures for restructuring enterprises are most frequently classified according to organizational, legal, financial and strategic aspects. For assessing the factor of the period, passive and active ways for transforming enterprises are often singled out, where the first one is usually applied when the response to ongoing negative changes is late and actions are limited by operative anti-crisis measures targeted for cutting expenses. When the active way to the transformation of enterprises is employed, the aim of assessing the total situation of the enterprise and newly forming its strategic potential is pursued. The measures for restructuring enterprises classified with reference to different aspects differ in their goals, contents and technologies of implementation. Variety in applicable measures is predetermined by a broad range of causes and goals, and the scope of restructuring enterprises depends on the abundance of sectors to be transformed to the enterprise. Choosing a way to restructuring enterprises is also affected by external and internal environmental factors. In practice, a combination of various ways for restructuring rather than a single one of those) is applied.