Strategic objectives

Assumptions and strategic objectives until 2030

In recent years, as a result of the structure optimization the JSW Group, and in particular JSW S.A., went through a host of organizational transformations, whose fundamental purpose was to adjust operating expenses and enhance the overall efficiency of managing the company. The current Strategy sets new directions and challenges that support the JSW Group’s attempt to appreciate its stakeholder value.

The project-based management of the investments and organizational measures of key importance for the Organization is an integral part of execution of the Strategy. The JSW Group Program and Project Management Methodology (MZPP) approved by JSW S.A. Management Board makes it possible to manage strategic projects in a structured and uniform manner (for all JSW Group companies). Thanks to the implemented project management system, regular information is obtained about the status of execution of the strategic objectives defined in the Strategy.

The gradual transformation of the JSW Group into a project organization associated with the dynamic development of the project management process in the JSW Group, the increasing number of projects implemented, their complexity and interdisciplinarity contribute to the constant expansion of knowledge in the area of project management, which directly translates into an increase in the competences of the entire Organization. The Strategy sets objectives to be achieved through pursuit of operational assumptions and pursuit of investment activity. The management of strategic projects in the MZPP format strengthens the correlations between the strategic objectives and the monitored projects. Transferring the provisions of the Strategy to specific measures (projects) contributes to an increase in the value of the Organization – operationalization of the Strategy.

In connection with the legislative changes and the EU climate and environment policy, one may observe an increasing pressure on businesses from the mining and steel industry.

Based on the above factors, the JSW Group has planned as part of its operations to take measures to reduce greenhouse gas emissions, implement the Group's planned investment projects covering major emission sources by 2030, continue to develop innovative emission reduction technologies for further neutralization by 2050 (Net Zero), and diversify the Group's operations based on low-carbon and taxonomy products and services.

The Strategy for JSW S.A. taking into account the JSW Group Subsidiaries for 2022–2030 sets strategic objectives, which are parameterized in accordance with the current and forecast market standing of the company. Initiatives that support the achievement of the primary goals of the JSW Group are assigned to all strategic objectives.

The Strategy for JSW S.A. taking into account the JSW Group Subsidiaries shows the aspiration of the Company to strengthen its market standing and stabilize its operations in the long term, as well as prepares the Company for operating during an economic downturn and in the unstable and dynamically changing coal and coke market. The above is conditional upon the execution of the developed initiatives and projects. The Strategy contains also a projection of the JSW Group’s financial performance, which presents effects of the planned projects and constitutes a part of control of the Strategy execution.

Factors significant for the development of the Group


  • economic trends in local and global economy,
  • changes in the EU climate policy,
  • cyclicality in coal and coke consuming industries,
  • volatility of demand and prices for the Group’s products,
  • situation in the steel market,
  • level of imports of the products traded by the Group,
  • sea-going freight,
  • unplanned shutdowns of steel production capacity,
  • investments (or their absence) in new steel production capacities,
  • development of new technologies for steel production,
  • investments in PCI installations reducing coke consumption in the steel production process,
  • high quality requirements of steel producers,
  • dependence of merchant coking plants on the shortfall in meeting the demand for coke in steel mills integrated with coking plants,
  • export potential of other producers and exporters of coking coal and coke in the world and in the EU,
  • increased share of spot transactions in the pattern of trade,
  • differences in mining costs of coking coal and coke production between the world’s largest producers,
  • legal regulations,
  • changes to government policy in reference to the mining, coking and steel sector,
  • possible disruptions in rail transports,
  • supply chain disruptions associated with the changing global geopolitical situation,
  • sudden increase in the cost of materials, energy and third party services resulting from the armed conflict affecting the economic situation in the region.


  • hard coal resources ensuring continued production in the long term,
  • quantity and quality of the coal mined and the coke produced by the Group,
  • efficiency and flexibility of conducted operations,
  • innovation and the use of state-of-the-art technologies,
  • investments resulting in increased efficiency and effectiveness of coal and coke production,
  • stable sales levels,
  • safety level in the production processes,
  • the intensity of occurrence of natural hazards and tectonics of the exploited seams,
  • extraordinary events which may disturb the production process,
  • failure rate of the mining machinery and equipment used in the production process.

Operational assumptions

  • striving to increase annual hard coal production from approximately 14.5 million tons in 2022 to 16.1 million tons in 2030,
  • focusing mining processes on gradual ratcheting up coking coal production levels, including in particular type 35 coal which commands the highest prices in JSW's product mix, thereby growing the profitability of the Group's product portfolio,
  • growing the share of coking coal production to over 90% starting from 2026 in connection with modifying the production profile as a result of implementing the Company's operating model towards the production of mainly coking coal,
  • the average annual roadway excavation works in JSW in 2022-2030 should exceed 77 thousand running meters,
  • sustainable volume of coke production and sales at a stable level of about 3.6 million tons per annum.

Development plans up to 2030

  • securing the coking coal resource base through development investments to open up new deposits and new mining levels,
  • switchover to producing mainly coking coal – ramping up the percentage of production to above 90% starting from 2026,
  • optimization efforts in the mining and coking segments and activities deepening integration between these two operating segments,
  • maintaining/developing coke production capacities (depending on the prevailing market situation),
  • ensuring energy independence of JSW through the development of production capacities based on the Group’s own base of raw materials (methane, coke oven gas),
  • growing the Group’s profitability.

JSW Group's investment programme encompasses investment projects for 2020-2030 worth in total approx. PLN 24.5 billion, with the highest priority given to projects focusing on:

  • development of mining activities
  • modernisation and optimisation in coke segment
  • reaching energy self-sufficiency by developing new generation capacities based on products accompanying coal mining - methane, and coke production - coke oven gas.
  • improving the Group's profitability and integrating various operating segments
  • implementing innovative technologies
  • improving efficiency in core business and support functions

The highest priority is given to investment projects that offer the highest rates of return and flagship projects within the core business, which are of key importance to building JSW Group's competitive advantage and leading to the optimisation of operating costs.

Mission and vision


is producing a strategic raw material to transform the world.


is leading supplier of raw materials to the steel and chemical industries.

JSW emphasizes its long-term commitment and actions towards sustainable development. As a Group, JSW has been building a sustainable organization and has been involved in pro-environmental and pro-social activities for many years.

We are convinced that building the value of our Group based on ethical principles and in a dialog with stakeholders constitutes a necessary component of the long-term management strategy.

We are a continuously learning enterprise, which makes use of best practices. We make all efforts to be a socially responsible organization and contribute as many positive values to the relations with the environment in which we live and work, and above all with our customers, suppliers, shareholders, neighbors, at places where our plants operate, the social stakeholder and the employees.

The management approach to these issues is included in the JSW Group’s Sustainable Development Strategy for 2021–2030, which as a part of the Strategy of the whole JSW Group is based on seven areas being the objectives of our actions.

Strategic objectives

The Group’s strategy rests on five pillars, allowing for implementation of the Group’s mission and vision:

The overriding objective of the Strategy is to increase the value of the Group. At the same time, JSW emphasizes its long-term commitment and action towards sustainable development.

Strategic objectives

  • reducing the Group’s carbon footprint by 30% by 2030 versus 2018 (Scope 1 and 2),
  • reducing environmental impact - striving to achieve climate neutrality by 2050,
  • average EBITDA margin of at least 25% in 2022-2030,
  • securing a coking coal resource base - development investments to open up new deposits and new mining levels,
  • having coking coal reach more than 90% of the output mix starting from 2026,
  • diversifying revenue: generating on average 10% of revenue on the sale of products unrelated to its core business in 2022-2030, diversifying revenue (product and geographic mix),
  • product quality - production and sale of coking coal and coke with stable and desirable quality parameters,
  • safe JSW - further increase of our high standards of safety,
  • efficient Group - optimization of the structure and level of costs (MCC, CCC).Maintaining a stable long-term financing structure, allowing for continuous implementation of the adopted strategic objectives and supporting green transformation (projects related to reduction of carbon footprint and reduction of environmental impact).

The strategic objectives have been defined on the basis of the areas of the JSW Group’s operations and investment activities. The investment projects always relate to one of the strategic operating areas. In traditional terms, the company’s long-term strategy is implemented in the management system through a measurement mechanism based on the Balanced Scorecard encompassing four dimensions: financial, development, process and customer-oriented.

The JSW Group’s activity is much broader that those aspects. The Company’s strategy includes an additional area of activity – People and the Environment, which is now of equal importance to the others. The corporate vision that has been established is a reflection of the values recognized and upheld by the organization, from business to environmental aspects.

The objectives arising from the strategic areas of activity are pursued directly through operational measures in individual segments of the JSW Group’s activity.

Objectives for the segment

Mining segment

The mining segment of the JSW Group is responsible for mining coking coal and steam coal. The operation model provides for pursuing the activity in the following mines of Jastrzębska Spółka Węglowa S.A.:

  • KWK „Borynia-Zofiówka-Bzie”,
  • KWK „Budryk”,
  • KWK „Knurów-Szczygłowice”,
  • KWK „Pniówek”.

Segment goals:

In accordance with the strategic objectives for the mining segment, the JSW Group will strive to increase the annual hard coal run rate from approx. 14.1 million tons in 2022 to approx. 16 million tons in 2030. JSW S.A. also strives to boost the share of coking coal in the production mix to over 90%, which will contribute to higher profitability of production operations.

Taking into account the geological and mining conditions and the occurring threats in the seams planned for mining, and analyzing the causes of unfavorable deviations in the individual JSW S.A. mines, assumptions have been established for the mining program for the period 2022–2030. The biggest emphasis in the evaluation was placed on those risks that are inherent in mining operations conducted by individual mining companies. In the case of underground mining, a special importance is gained by the technical risk, which involves natural threats, tectonic disruptions and mining ‘legacies’. Each of the aforementioned risks introduces an element of uncertainty and poses a threat to achievement of the intended objective, being the mining level and quality adopted in the schedule.

In the mining segment, the model calls for focusing on mining processes to ramp up coking coal production levels steadily, including in particular type 35 coal as it commands the highest prices in JSW S.A.'s product mix, thus contributing to higher profitability of the Group's product portfolio.

In order to satisfy the above mining targets, it is necessary to carry out an appropriate level of investment and expensable mining work. In accordance with the adopted Strategy, a total of approx. 77 thousand rm of expensable mining and investment pits will be constructed annually in the Company, of which 68.3 thousand rm of expensable mining pits and approx. 8.7 thousand rm of investment pits. On average, approx. 84% of the pits will be sunk by own branches of the mines and approx. 16% with the use of third parties annually.

In order to increase coal production to approx. 16 million tons per year, it is also necessary to open access to seams located at increasingly deeper levels in mining areas. For this purpose it is necessary to deepen the existing shafts and build new mining levels. The assumed production targets are possible to be achieved on condition of a constant improvement of technical indicators, despite an increase in the arduousness of works in connection with their increased depth. The key factor is the work effectiveness growth thanks to the process of continuous improvement of machinery and work organization.

Coke segment

The operation model of JSW KOKS S.A. provides for full integration. As regards support services, organizational units were centralized, while the external supporting activity refers equally to all coking plants of the Company. The Company does not conduct trading activities, which are organized within the structures of JSW S.A., and focuses mainly on the timeliness and quality of production. The business model assumes that the production level and production mix will be adjusted for each coking plant to maximize the overall margin generated by the JSW Group.

Power segment

Providing for safety and maximum security in terms of Group’s power needs will be accomplished in a cost effective manner by doing the following: developing cost-effective generation capacities up to a level to procure the maximum satisfaction of the JSW Group’s needs for energy carriers, developing projects contributing to the reduction of the JSW Group’s carbon footprint by 30% by 2030 relative to 2018, utilizing methane for energy purposes, constructing an organizational structure dedicated do energy carrier management.