In accordance with the Company’s Statutes, the Rules of the Supervisory Board or a resolution of the General Meeting may provide for establishment of committees within the Supervisory Board, in particular the audit committee and the remuneration committee. The current Rules of the Supervisory Board provide that the Supervisory Board may appoint standing or ad hoc committees, acting as collective advisory and opinion-making bodies of the Supervisory Board. The particular goal of the committees is to provide the Supervisory Board with opinions and recommendations on matters within the competencies of the committees. The committees are established by the Supervisory Board out of its members. The committee consists of 2 to 5 persons. The committee appoints a chairman out of its members. The chairman convenes meetings of the committee, manages works of the committee and represents the committee in relations with the authorities and employees of the Company. The mandate of a committee member expires with the expiry of the mandate of the member of the Supervisory Board, resignation from membership in the committee or recalling from the committee by the Supervisory Board. Each Member of the Supervisory Board may participate in committee meetings. The committee chairman may invite to the meetings members of the Management Board, Company employees and other persons whose participation is advisable. Decisions of the committee are made on a consensus basis.

The following standing committees work within the Supervisory Board: the Audit Committee, the Strategy and Development Committee, the Appointment and Remuneration Committee, and the Corporate Governance Committee.

Commitees' composition 

 Commitee's chairman

        Commitee's member

The Audit Committee

The Audit Committee is responsible for auditing the whether internal financial controls are performed in a correct and effective manner in the Company and the PGE Capital Group. The Audit Committee also co-operates with statutory auditors of the Company.
In particular, the Audit Committee:

• monitors the work of statutory auditors of the Company and presents the Supervisory Board with recommendations on the appointment and remunerating statutory auditors of the Company,
• discusses the scope of audit with the statutory auditors of the Company before the audit of the annual financial statements and monitors the work of the statutory auditors of the Company,
• reviews interim and annual financial statements of the Company (stand-alone and consolidated), focusing in particular on: all the changes of accounting standards, principles and practices, main areas to be audited, major corrections resulting from the audit, statements on the going concern, compliance with governing provisions on book-keeping.
• discusses with the competent persons all the issues or reservations which might arise out of the audit of the financial statements,
• analyses letters addressed to the Management Board by the statutory auditors and responses of the Management Board; checks independence and objectiveness of audits conducted by the statutory auditors,
• expresses opinions on the Company’s policy on dividends, profit distribution and issue of securities,
• reviews the management accounting system,
• reviews the internal control system (including the mechanisms of financial and operational control, risk assessment and management control) and the annual report,
• analyses reports of internal auditors of the Company and main conclusions of other internal analysts and responses of the Management Board to such conclusions; examines the level of independence of internal auditors,
• performs an annual review of the internal audit programme, co-ordinates the work of internal and external auditors and examines the operating conditions of internal auditors,
• co-operates with the organisational units of the Company responsible for the audit and control and performs a periodical evaluation of their work,
• reviews all the other issues related to the audit of the Company, highlighted by the Committee or the Supervisory Board,
• informs the Supervisory Board of any major issues related to the activities of the Audit Committee.

The Corporate Governance Committee
 
The Corporate Governance Committee:

• evaluates the implementation of the corporate governance principles in the Company and presents the Supervisory Board with initiatives in this area,
• provides opinions on normative acts and other documents of the Company presented to the Supervisory Board, which considerably affect the corporate governance,
• initiates and prepares proposals of changes for normative acts of the Supervisory Board.

The Strategy and Development Committee
 
The Strategy and Development Committee provides opinions and recommendations to the Supervisory Board regarding planned investments which considerably affect the Company’s assets. In particular, the Strategy and Development Committee:

• provides opinions on the strategy and strategic plans submitted to the Supervisory Board by the Management Board. 

The Appointment and Remuneration Committee
 
The Appointment and Remuneration Committee is responsible for facilitating achievement of strategic goals of the Company by presenting the Supervisory Board with opinions and motions on the development of the management structure, including the organisational solutions, remuneration system and selection of properly qualified personnel.
In particular, the Appointment and Remuneration Committee:

• initiates and provides opinions on the system of appointing the members of the Management Board;
• provides opinions on the Company management system solutions proposed by the Management Board, aimed at ensuring the effectiveness, cohesion and security of Company management,
• performs a periodic review and recommends the rules of fixing motivational remuneration for the members of the Management Board and top management, taking into account the interest of the Company,
• performs a periodic review of the system of remunerating the members of the Management Board and the managerial staff reporting directly to the members of the Management Board, including the manager contracts and motivational systems, and presents the Supervisory Board with proposals of developing such systems in the context of pursuing the strategic objectives of the Company,
• presents the Supervisory Board with opinions justifying the award of remuneration dependant on results in the context of evaluation of the level of achievement of specific tasks and goals of the Company,
• evaluates the human resources management system in the Company.