Intellectual capital
The key component of TAURON Group’s intellectual property is the knowledge held by its employees as well as all their competence. Another important feature is the internal structure. This includes the technology, methodology and processes that enable the Group to operate.
Furthermore, there are research, development and innovation initiatives carried out through internal projects and external cooperation with business partners and the scientific community. Last but not least, there is the external structure – the component related to certain intangible market factors. This includes the corporate reputation and goodwill, the network of its associates and relationships with its stakeholders, and in particular links with vendors and customers. TAURON Group aims to deepen its liaison with technology vendors and providers of know-how who can be both large enterprises and small companies, mainly start-ups.
The crucial elements supporting the development of intellectual property in TAURON Group are:
- TAURON Group Strategy for 2022-2030;
- by-laws and internal rules addressing TAURON Group business partners and subsidiaries to support the intellectual property management;
- Strategic Research Agenda;
- knowledge and competence of Group employees;
- best practices in the area of internal management systems and procedures;
- Cooperation models established with universities and vocational schools.
For more information please see Intellectual Property Protection Management System.
Intellectual property management
In TAURON Group, the intellectual property management is implemented primarily through:
- implementation of R&D and innovation projects based on the Strategic Research Agenda in areas: Customers and their Needs, Intelligent Distribution, Green Energy, Sustainable Heat;
- use of dedicated R&D and innovation funding programmes, for example NCBiR programmes or EU funds (Horizon Europe);
- cooperation with start-ups through the original programme dedicated to start-ups (TAURON PROGRES) and CVC EEC Magenta;
- development of Innovation Zone platform;
- cooperation with leading universities, research centres and technology companies in Poland and the EU;
- hosting of innovation competitions for Group employees;
- development of IT systems, digitisation and robotisation of selected processes.
Effective intellectual property management opens up opportunities to increase the adaptive flexibility and carry out transformational efforts depending on changes in the market environment.
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2020-2022 impact of TAURON Group’s measures in the area of intellectual property management
| Area of impact | 2022 | 2021 | 2020 |
|---|---|---|---|
| New R&D projects launched, all business areas | 6 (including 1 project in collaboration with start-ups) |
3 (including 1 project in collaboration with start-ups |
10 (including 8 projects in collaboration with start-ups) |
| Ongoing projects in R&D area | 24 | 33 | 52 |
| Total value of projects implemented | PLN 85 m | PLN 95 m | PLN 109 m |
| R&D project finance obtained from external sources | PLN 31 m | PLN 40 m | PLN 42 m |
| Improvement concept submissions | 3 | 1 | 2 |
| Patent applications filed | 0 | 0 | 5 |
| Patents granted | 2 | 2 | 5 |
Intellectual property in the context of other assets and capital
The development of intellectual property requires financial investment and time yet has significant impact on production assets and the use of natural resources. In the digital age and the times of great opportunities for information sharing, intellectual property plays an increasingly important role. It has been the fundament for the development of production assets and future streams of revenue from new technology and new business lines. The growing culture of innovation enhances the competence and commitment of the staff, showing a positive influence on human capital.
Intellectual property is also linked to the organisational culture which is shaped by the standards of conduct, communication, liaison, etc. inside the organisation. The value of intellectual property lies not only in the competence and expertise, but also and to a large extent in the ability to cooperate both inside and outside the organisation, thus influencing social capital.
