Yes, as the President of the Board of KGHM, I think I will express the opinion of not only myself, but also the Board, and it's important that before the break -- we do that before the break.
KGHM is a company with a great scope of management activities, but also with a very flat structure of the management staff. Well, the company is going to be facing huge challenges related to key investment decisions, key to the company and then resulting in the long term of 15 to 30, maybe longer years, resulting in major consequences. So I will allow myself to have a couple of observations here. Such a draft of resolution to the OGM makes for actually a lowering of remuneration of the Management Board in the company of the Board, but also Management Board and the Supervisory Board.
I might be moving forward too much because we didn't get to the point, but with that specificity of the management that we have in the company, the Board will have to take further efforts to -- and planned efforts to shape the remuneration relations in the company that would guarantee at least a minimum differentiation between different levels of management.
KGHM in its structure, apart from the managerial level, HQ levels -- on the HQ level, also has its departments. Already the level -- the differences between the level of the HQ management and department management are small. If we wanted to shape the remuneration in line with, let's say, healthy rules of differences between different managerial levels, that would be a huge challenge for us.
Secondly, KGHM as a company -- well, let's say, heavy-duty company in Polish economy that is about to face huge challenges also related to resource security of Europe, despite its scale of operation and challenges that it faces and the decisions that are to be done by the management is not in line, let's say, with the level of remuneration of top 100 of the public companies -- state companies in Poland. So the President of the Board of KGHM is, I think, around 150 or even lower in terms of the remuneration levels in Poland. These changes are not motivating.
I will speak for myself, I can't work for 80% of my efficiency. I always work on 100% of efficiency. So obviously, that adjusting the level of motivation will not be in line with lower remuneration. I will not work less because of that, because I'm paid less. However, in the scale of PLN 35 billion of revenues of the company, financial results achieved by the company, I don't think that this is in any relation with what's happening because using purely mathematics, of course, the changes will be miniscule to the company's expenses.
And then in light of shaping further relations between different managerial levels, between the levels of remuneration, well, that can have influence, of course, doesn't have to, but can have influence, not necessarily positive, not necessarily motivating.
Today, on the meeting of this -- or during this general meeting, there were a number of decisions that take -- that took place -- that referred to many years ago. And I will comment on that.
In 2015, when I was a Director of Glogów smelter, and we were in a key moment for the Glogów smelter, not KGHM Group itself, but a very important division of it. We needed to take a number of decisions related to the final stage of the biggest investment project in KGHM. So building a new -- introducing new technology to the smelter.
The performance -- adoption of performance of duties for 2015 Board members were very satisfactory to me, let's say, and I remember a great support. And I remember that whatever the Board did in terms of finalizing the project, that's eventually resulted in starting the smelters' operations in 2016 with great success. And it's successful operation up until today. So I'm very, very happy that the OGM granted the performance of duties approval for those Board members. I'm saying it because the results of some decisions might be assessed only years after.
And that's it. That's what I wanted to say. Thank you.
