Grupa LOTOS SA is one of the largest employers in Gdansk. In addition to the refinery, which can be considered the main business of the oil company, Grupa LOTOS SA owns other subsidiaries responsible for service stations and retail activities – LOTOS Paliwa, oils and lubricants business – LOTOS Oil, maintenance and technical services – LOTOS Serwis, asphalt and bunker oil business – LOTOS Asfalt, upstream business – LOTOS Petrobaltic and others. The Capital group employs approximately 5,500 people, while Grupa LOTOS SA alone employs approx. 1200 workers divided into various categories starting from plant operators working with the shift system, through back office and administration, marketing specialists, board management office, middle management and finally the so-called “class A” managers and directors who lead the entire company. All companies together create a capital group in which many common responsibilities are in the hands of Grupa LOTOS SA. Similarities could be found with Porters value chain graph with supporting activities centralized in the hands of Grupa LOTOS SA and primary activities beyond refining, delegated to affiliates. Human resource management is that centralized support activity. Common human resources management is carried out at different levels, firstly, rather non-formal, as for the top managers of all subsidiary companies, they simply depend on a single member of the board of directors of the main company and, with important issues , they act as executors of the will of the big boss. The second level is more formal. The entire capital group has a common human resources management office located in an organizational chart and management directly under the main CEO with procedures and processes that centralize recruitment, pension plans, training and succession...... . middle of the document ......beginning of the assignment believing that the slogans and announcements are real to the company culture will become something real that can later be included in the recruitment process. For the moment, since most experienced workers, usually in higher positions in the hierarchy, remember a work culture completely different from that of communism, it is not enough to simply invent the company culture by issuing new procedures. Culture and values ​​need time to grow and take root in the minds of employees. As soon as these values ​​are well established internally, the time comes to use the recruitment process as a catalyst and fixing agent to make it sustainable. Within large and well-established companies like Grupa LOTOS SA, changes, especially in the field related to human resources management, should be incorporated slowly rather as an evolution than a revolution to preserve internal stability..