Direction: the future

Adam Leszkiewicz: The answer is very easy and very hard at the same time. It's easy due to the fact that I can answer briefly. Good. In 2025, our gross increased by almost 40%, we besides increased operating results and profit. An increase in investment indicators must be added to this. Cooperation with partners and engagement of PGZ-et teams so bring good results.

So you have something to brag about erstwhile it comes to finances?

And this is simply a hard part of the answer, due to the fact that in the case of the Polish Armed Forces Group it is not about us to lift financial results. The most crucial are the expectations of our key client, the Armed Forces of Poland – that we produce what is needed by the military at certain dates. Our owner, the Treasury, expects us at the same time, to increase our position on external markets, thereby reducing dependence on the key recipient.

An addiction that is secure for PGZ-et. Thanks to him, you have a certain market.

Yes, but if we are reasoning about the future of the Polish Armed Forces Group in the long term, we should build a unchangeable business base. And those cannot depend on 1 recipient. We are aware of our key function in the Polish military supply system, but we besides want to have an increasingly strong position on the external market. We besides want to offer more dual-use solutions in the country, i.e. products for the civilian marketplace utilizing our capabilities in the field of military equipment and weapons.

You declare the improvement of the competence of the PGZ-et. How are you gonna do that?

We're betting on partnership. We do not say that we can do everything ourselves, and we do not want to monopolize the arms manufacture in Poland. We see the needs of the troops and want to respond to them by working with another players on the market.

And they're not your competition?

They are, but we don't head having them on the market. Moreover, we are looking for joint projects with another manufacture actors, but not just specified ones. We want to encourage defence actors who have so far not had much in common with this area. In 2025, we met with representatives of about a 1000 companies, as a result, with nearly 200 entities we became active in business.

What skills don't you have and you're looking for them outside?

In order to decently measure our capabilities, capabilities and competences, we decided to cooperate with a specialist advisor with whom we analysed the functioning of our companies and product groups offered by them.

Are the conclusions of this audit already known?

Yes, and 1 of them is simply a decision based on our model of operation, a model of the best arms companies, on domains in which both financial forecasts and task plans will be created. It's besides early to talk about details, but 1 of them will be connected to personal equipment of a soldier, second with ammunition, and another with armored vehicles or radioelectronics.

And the wheelwork?

We want 2 vehicle domains. 1 will cover armored wagons, from tanks and combat infantry to cannon-haubics, and the another will cover cars specified as trucks, command vehicles or reconnaissance vehicles.

Are you planning a drone domain, too?

Definitely. present Unmanned aircraft or autonomous vehicles become an essential component in the field of combat.

But, for example, the experience with the “Orlik” task carried out by Military Aviation Plant No. 2 from Bydgoszcz is not good.

“Orlik” is an unfulfilled, unrealised project. It was to be completed as early as 2019. Meanwhile, we are now in the process of negotiating another annex to the agreement and I hope that decisions will be made in the next fewer weeks. I would not like to dwell on why 5 years ago WZL from Bydgoszcz was chosen as the best place to build fresh drone competences of the PGZ-et. After all, at that time this plant specialized more in aircraft repairs and services. But let's not go back to that, due to the fact that now the WZL is competent, as evidenced by Vision system. I believe that Eagles, as a serial product, will besides show up on the right side.

The creation of domains will affect capital changes in the Group, but this process is already ongoing.

Yes, we take action to organize the structure of the capital group and build a new, better organisational model. We focus on integration and there is simply a lot going on. For example, PIT Radwar has already been merged with Military Communications Plant No. 2 in Czernica, and Zurad will be joining PIT Radwar in a fewer weeks. WSK Kalisz connects to the Tools.

And what kind of merger will we gotta wait for?

There's definitely more. We have a connection plan. Bumaru From the Obrum. another processes will proceed in different companies – starting from Poznań and Military Motorization Plants, which will consolidate with Cegielski Zakłady, through gliwickie companies, namely Bumar Łabędy integrating with Bumar Mikulczyce, to changes in our real property companies, specified as Waryński. The domain structure can besides influence the form of a fresh capital group in the future.

Poznań Stomil will be eliminated...

Regulating the Group's capital structure is not an easy, painless process, but we have very clear objectives. We must have the right competences and the right infrastructure, know how to do what our strategical client, the Armed Forces of Poland, expects us to do. We will do everything we can to guarantee that the liquidation process of Stomil runs with the utmost care for the people working there and all place of work. I know almost a 100 years of past here. Another thing that these hard decisions could have been made earlier.

Let's go back to the automotive domain: 1 can not neglect to announcement that the erstwhile attempts to heal the production of vehicles in PGZ-et, including capital movements, have not yet yielded the expected results. Jelcz inactive doesn't make as many trucks as he should. Why would that work now?

We want Jelcz to be straight subordinated to PGZ-et and with the aid of Autosan and the property after the erstwhile Rafako could actually manage the production of trucks. Jelcz has good prospects. It's up to us to usage them.

How are you going to increase Jelcz's truck production? due to the fact that the ownership change itself won't affect...

We work in respective directions for this purpose. First of all, we share any of the production tasks between our partners, but we besides want to get fresh companies, specified as Rafako or Wielton. Rafako, which has 5 halls where additional production lines can be launched, can be peculiarly valuable. We optimize production processes, spare parts supply chains and component logistics. Construction close the old premises is besides important.

As shown late Agreement with the Czech company CSG, you want to strengthen your product offer and competence for abroad entities.

Cooperation with the private sector in Poland is not adequate for us. We must have partners in a wider dimension, besides due to the fact that the Polish armory – and any of its plants have over a century of past – inactive has to learn this business from global partners. The key issue is to establish principles and common objectives with them. Z British Babcock and French Thales we are working together for the “Meaner” programme, with the BAE strategy we are building technological and production skills for 155 mm artillery ammunition, and with the CSG and the Tatras we will fight for abroad outlets, e.g. for our Baobab mine platforms.

The Polish arms manufacture will shortly receive funds from the EU's SAFE financing instrument. What does that mean for PGZ-et?

SAFE is simply a immense chance for the full Polish arms industry. Both in terms of expanding production orders, gaining fresh competences and a crucial increase in exports. Therefore, as a leader and integrator of the industry, we have initiated a common position on this substance of more than 40 Polish defence companies, positively assessing this programme. SAFE will translate into strengthening the safety of Poland and Poles, but it will besides be a powerful impulse for the economy and local industrial centres.