Penitentiary Department of the Ministry of Internal Affairs of the Republic of Belarus

Psychologist's office

About the heading "Psychologist's office"

Psychologist's office – this is a new rubric on the site of the DIN Ministry of Internal Affairs of the Republic of Belarus.

In it, we will talk about how the psychological service of the penitentiary system works, give recommendations on how to overcome stress, reduce the risk of burnout or professional deformation, and much more. We will try to get to know you better and resolve problematic issues, as well as tell you about toll-free helplines that work in our country. 

1. What is psychological help?

All people periodically need psychological help. The psyche of each person is unique; accordingly, the situations in which a person falls are also unique.

Experiencing life difficulties, we are usually under a strong emotional impact. Therefore, it is difficult to look at the situation from the outside, to objectively evaluate it and make the most correct decision.

Difficult life situations tend to repeat from time to time until a person decides to deal with a specific psychological problem once and for all. Having made such a decision, he begins to act: he reads books on psychology and psychotherapy, works on himself or goes for help to a psychotherapist.

Psychological assistance can be provided to yourself, which will require some effort. &Nbsp; First, you need to study your own psychological nature, know yourself, identify your strengths and weaknesses. Remember the motto "Know yourself" ?. To do this, you need to learn to observe yourself, monitor your own psychological reactions to certain events, analyze the identified psychological reactions. In this process, you will help a variety of psychological and psychotherapeutic literature.

Secondly, it is not enough just to read a few books. It is necessary to apply the acquired knowledge to oneself, to one’s own life experience. Only in this case, you will get tangible results.

This way of knowing oneself can be very exciting and interesting, making you see and understand yourself, other people and the world around you in a new way.

Professional influence (professional psychological help) is usually more effective, since it is characterized by purposefulness, organization with the choice of means and methods of psychological influence that are adequate to the goals and objectives.

Professional psychologists, counselors, and psychotherapists who have special training in psychology, psychological counseling, and psychotherapy have the strongest psychological impact. Psychological assistance by these specialists is provided on the basis of a comprehensive study of a person, the ways of his reaction in various situations.

Non-professional psychological effects (non-professional psychological assistance) can also be effective if the communication partner is emotionally significant. Nonprofessional psychological assistance, in which there is no deliberate preliminary formulation of its goals and objectives, a conscious choice of the forms and methods of influence most appropriate to these goals and objectives, is often characterized by spontaneity and, as a rule, unpredictable results. It is mostly random and uncontrollable.

People are educated, intellectually developed, having a clear life position and a logically thought-out system of values ​​and life goals, as a rule, can have a more pronounced effect on others. They can provide support in a difficult life situation, give practical advice.

2. Psychological service of the Department of the execution of sentences. 

Psychologists of the penitentiary system are always ready to help in difficult life situations both to employees of the penitentiary system and their family members.

Elena Aleksandrovna Sledovich, Senior Inspector for Special Assignments, Psychological Support Group, DIN, work telephone 8 (017) 215 53 27

Evgeny Levkevich, Leading Specialist, Psychological Support Group, DIN, office telephone 8 (017) 215 53 26

Klykovskaya Elena Vladimirovna, senior inspector-psychologist of UDIN in the Vitebsk region, work phone 8 (0212) 601 364

Nadezhda Divakova, Senior Inspector-Psychology, UDIN, Gomel Region, work phone 8 (0232) 295 794

Samuilenkova Svetlana Vasilyevna, senior inspector-psychologist of UDIN in the Grodno region, work phone 8 (0152) 797 398

Anna S. Alekhnovich, Senior Inspector-Psychologist of the UDIN in Minsk and the Minsk Region, work phone 8 (017) 291 25 78

Marina Stolyarova, Senior Inspector-Psychology, UDIN, Mogilev Region, work phone 8 (0222) 257 104

When contacting is guaranteed complete confidentiality: what you want to tell the psychologist, will remain a secret to all other persons. Customer information is not disclosed.

 3. Ethical principles and rules of the psychologist

The ethics of the work of a psychologist is based on universal moral and moral values. The prerequisites for the free and full development of the personality and its respect, bringing people closer together, creating a just humane, prosperous society are crucial for the work of a psychologist. Ethical principles and rules of work of a psychologist formulate the conditions under which his professionalism, humanity of his actions, respect for the people with whom he works, the real benefits of his efforts are preserved and strengthened. 

5. Psychological education

The objective of this section is to increase the competence and culture of employees in solving psychological problems and understanding the essence of psychological service. 

6. For executives 

An important part of the psychologist's activity is advising the heads of departments on the management decisions they make, forecasting the socio-psychological consequences of these decisions, and developing psychological recommendations for improving the effectiveness of managerial influences. 



(Recommended for managers

in the implementation of practical managerial

activities at various levels and steps) 

To a certain extent, every manager must also be a psychologist, because the correct leadership style, a favorable environment in the team, and a culture of managerial work contribute to improving the quality and effectiveness of the service, have a decisive influence on the performance of the team. The behavior of the head, his ability to manage subordinates, a healthy moral and psychological climate in the team contribute to the development of creative initiative employees and ultimately provide maximum efficiency in their work activities. Everyday practice teaches that managers who have managed to achieve healthy relationships in a team, who have established strong contact and relationships between employees, achieve better results in the service.

Personal qualities of a manager

Only with the eyes of others you can see your faults.

-Chinese proverb-

1. Equal treatment for all. In his work, the manager must necessarily rely on all employees. The practice of surrounding oneself with the chosen and in the future relying only on them restores the rest of the team against the leader.

2. Demanding. A leader can only work the staff if he systematically requires them to perform the tasks they face. Connivance in this matter leads to irresponsibility, laxity, red tape, which disorganizes the entire work of the team.

3. Tactfulness. The activity of a manager as an organizer is unthinkable without a tactful attitude towards employees. When criticizing a person, one should not humiliate him, but leave him faith in his own strength. One should never criticize for the sake of criticism.

4. Modesty and intransigence towards flattery. This is a necessary quality for every manager. Emphasizing their merit, any pressure of authority on subordinates is unacceptable. There is no better way to put down a person’s vigilance than flattery, for it is sometimes difficult to distinguish where flattery is, and where is the manifestation of real respect. The head must prevent any praise of his merits, but at the same time not be afraid to praise those employees who deserve it. It is only necessary to remember that praising a person, even for the cause, just before you want to ask him about something, is also flattery.

5. Sensitivity. A good leader knows his subordinates not only by name, but also by patronymic, he is interested in problems arising in their personal life, conditions of life. He is able to notice in time that the employee is upset, and as far as possible help him, ask about his health, ask about the children, congratulate him on his birthday, make a joke to the place - this makes it easier for him to work with people, helps to gain trust, create a good mood in the team.

6. Self-criticism. The inherent qualities of each manager should be the ability to objectively evaluate their activities, to be critical of their shortcomings, the ability not only to admit their mistake, but also to reverse the wrong decision.

7. Self-discipline. From the organization of the work of the head, his personal example often depend on the quantity and quality of work of the team. If a manager is negligent, careless, and negligent about his duties, he can be sure that all these qualities are in one way or another inherent to his employees. A good leader not only tells, but also shows (including his own example) how to do it.

8. Politeness. The leader, never allowing rudeness with subordinates, achieves the best results in working with them. Hot temper, rudeness, cry is difficult to prove his case, but rather you can set up the interlocutor against himself. Constant politeness has a positive effect on the most nervous and irritable employee.

9. Exposure. The leader must, above all, be able to restrain the manifestations of his mood, never lose self-control. A strong, optimistic person and others inspires calm and confidence in the success of the case. A restless, nervous leader in vain jerks and unnerves himself and his subordinates, often spoils their mood from the very beginning of the working day, and the more, the more complex the situation. The lack of restraint of one manager only causes trouble for many employees. 

Leader and team

I can't control the direction of the wind,

but I can always set sail to achieve my goal.

O. Wilde

1. The key to successful work of the team, favorable atmosphere in it is the psychological compatibility of its members. Relationships of partnership and mutual assistance, established within the team, create conditions for fruitful activity, eliminate hostility, suspicion, envy, distrust. It is an art to build correct, good relationships in a team, maintain a feeling of mutual sympathy among employees for each other, and skillfully manage. At the same time, in some groups, professional egocentrism is present - an imaginary perception by some of the employees of their activities as a priority and most significant one. The main reasons for the emergence and development of functional egocentrism include: incorrect psychological attitudes toward other services and divisions; a biased attitude of the leadership of the internal affairs body to individual services; violation of the professional adaptation of young employees; the absence or unclear criteria for evaluating the performance of various services; deficiencies in the organization of material and moral incentives; uneven load on employees of various services; biased attitude of employees to each other due to the lack of mutual information about the specifics and scope of work; careerism; the desire to receive personal benefits from individual employees.

Practical measures to prevent and overcome functional egocentrism can be:

constant study and diagnosis of social and psychological phenomena in teams and groups of employees by the head of the internal affairs body, his deputies and heads of services;

the correct placement of personnel, taking into account their psychological compatibility and the presence of abilities for a particular activity;

mutual information about the activities of the services, discussion of the results of work in the presence of all team members;

development of cooperation between workers of various services on the basis of intensifying their joint activities;

creating a correct collective opinion on the activities of various services of the internal affairs body;

development of the institution of mentoring and the creation of a system of adaptation of young employees;

professional development of employees of various departments;

formation of a sense of teamwork, conscientious attitude to work and discipline among employees;

training employees professional ethics.

2. The good qualities of a leader are determined mainly by how educated he is, as well as his self-discipline, energy, perseverance, ability to make optimal decisions, courage and sense of responsibility.

3. If a manager wants to have a strong, cohesive team, he must implement personnel policy on the principle: each person corresponds to the position held and each position to the person holding it.

4. In matters of service, the manager has no right to follow personal likes and dislikes. Priority for him should be the business qualities of the employee, his activity, attitude to work, usefulness for the common cause.

5. The head must remember that he is responsible for the work of the team entrusted to him at any time. Therefore, he is obliged to prepare his successors, who in his absence (illness, vacation, business trip) could fulfill his duties without prejudice to the cause.

6. Nothing undermines the authority of the head, as the inability to keep his word. Seven times weigh your opportunities before promising once. But, having said the word, apply all the strength and energy to fulfill the promise.

7. You can not transfer the execution of current affairs at the reception hours of visitors. People who wait when you are free spend the same amount of energy as on the hardest mental work. Therefore, if the head of the reception is always full of visitors, this is not a sign of his hectic activity, but only an example of how not to work.

8. In the management system of a modern team, the activities of one employee are closely related to the activities of others. Therefore, to know the duties of others is no less important than their own. This will help to avoid duplication of functions in the management of the institution, waste of time by repeating what has already been done or what the specialist can do much faster. Knowing your responsibilities and being able to fulfill them means determining when to resort to the help of another employee.

9. Nothing annoys people more than idleness. Therefore, it is better to give tasks with more tight deadlines than with stretched ones. The conditions and boundaries within which the work must proceed must be strictly specified. Otherwise, the work will never be completed.

10. Justice first. If you praise or blame the case, your opinion will be highly valued in the team. Remember that no offense should go unnoticed, otherwise impunity and irresponsibility will arise. However, the penalty should be consistent with the degree of misconduct Excessive severity causes bitterness.

11. There is not and cannot be a linear relationship between misconduct and punishment. A good employee who misses the first time cannot be punished with the utmost severity. The first reprimand should always be done in private. It should be remembered that there are people who are psychologically vulnerable. They must be punished with special care, since unfair punishment can easily cause them to become bitter or even have a mental illness. 

Leader’s Role

1. It is unthinkable to lead a modern team without sufficient professional qualifications , thorough technical, economic, managerial, pedagogical knowledge, understanding of the essence of social and political transformations in the country.

2. The modern leader must be able to adapt to the rapidly changing environment in production and life. He, working dynamically, must constantly improve his level of knowledge and skills so as not to be “on the sidelines of life” and not let down the team he leads.

3. The principle of unity of command means both the manager’s right to make decisions and his personal responsibility for their implementation. The head is responsible not only for his work, but also for the work of his subordinates.

4. Each manager is obliged to work in such a way that the style and methods of his leadership correspond to the nature of modern relationships in society, highlighting the main tasks, not allowing the work according to the “goal justifies the means” formula that leads to the team overstrain. The task of the leader is to select an even, moderate rhythm of the work of the team, ensuring high performance for a long time, but able to mobilize for a short time and be ready even for achievement.

5. The leader is obliged to create in the team the most favorable atmosphere for the free exchange of opinions, learn to listen carefully to the opinions of others.

6. The motto of the leader should be: you can always do better than before. The existing order is not the only one possible. The head must constantly look for the best forms and methods of organizing the activities of his subordinate team. Avoid, however, too frequent reforms. They bring confusion, disorder and disorganization into the work. 

Value time 

1. Time - invaluable wealth, and it must be protected. Demand from yourself and your subordinates an exact and concrete statement of the substantive issues Long rantings make it difficult to distinguish the main idea, complicate mutual understanding and take a lot of time. You need to speak so that you understand the first time.

2. Learn to listen. Do not interrupt the interlocutor, follow his thought to the end. You will always have time to express your remarks, for it is for this that they appeal to you. One of the primary tasks of every manager, every employee is to learn how to plan your working day, work out the ability to follow the plan, save time.

3. Having prepared the daily routine in advance, you not only avoid long thoughts about where to start work or what to do next, but you will be sure that everything you have planned will be fulfilled.

4. Never need to save for tomorrow what you can do today, even if you don’t like this job. Learn to be resolute. Having certain facts, decide and act.

5. Foster respect for your time. Acquire the habit of mentally giving your time some assessment, and you will begin to relate to it in a new way.

6. Appreciate the time and their own, and someone else's! Beware of those who like to talk during working hours: they will thwart you the most beautiful plans and intentions. Be able to suspend idle conversation.

7. Learn to say no. Part of your time saving program should consist of separating the essential from the minor.

8. Do not get caught up in telephone conversations. Nothing can compete with the phone as a means of saving time when you need to get some data, find out a misunderstanding, give instructions or arrange a meeting. But there is always the temptation to just chat on the phone. Protect yourself from this by determining in advance what you are picking up the phone for and who you are going to talk to. And then talk on the case. 

Main reasons for non-compliance with orders

 and ways to eliminate them 

1. The order was poorly formulated, did not disclose the purpose and nature of the work, or was not sufficiently explained. In this case, the manager should review and correct it.

2. The order was given correctly, but poorly understood by the performer. The head must make sure that he was understood. The contractor should not take orders until they understand their meaning.

3. All the necessary prerequisites for the execution of the order were provided, but the performer was either not sufficiently interested or did not internally agree with the order. Here the blame falls mainly on the performer, but the manager cannot completely relieve himself of the responsibility, since his duties include convincing subordinates and finding the right way to increase their interest in work.

4. All orders and instructions must be specific, exhaustive, descriptive, accurately addressed and with an indication of deadlines.

The basic rule that a manager must follow is to work with self-organization, i.e. the persistent urge of the subordinate to independence, initiative, improvement of professional readiness, self-education.

As methods of diagnosing the state of work of a subordinate manager can use:

monitoring the quality of the subordinate performance of their duties, work time planning, the state of interaction with other employees. Special attention should be paid to the behavior of the employee in significant situations for him (criticism of his work, his speeches at meetings and conferences, tactics of conflict situations, etc.);

generalization of the independent characteristics of the state of work of the subordinate. Colleagues, other leaders, members of the public, etc .;

study of the results of the performance of the instructions given to the subordinate, as well as the quality of the preparation of official and procedural documents;

analysis of data on the results of work for the reporting period, on incentives and penalties, cases of violations of law and discipline, as well as materials of complaints and proposals of workers;

analysis of the organization of work place subordinates, planning and distribution of working time

the timing of the work of a subordinate for a certain period of time (day, week, month, etc.).

As a result of this study, the manager should clarify the following questions:

- how much official duties correspond to the completeness and clarity of the reflection in them of the main lines of service activity, whether the duties are specified on the serviced section, on the object or in connection with the current operational situation;

- how the employee learned his duties, when and who was the last time he took credit for their knowledge;

- what duties the employee performs with pleasure, and what without interest either avoids performing or performing under duress;

- how is the level of professional preparedness for work ex officio assessed (which professional errors are most often encountered and what causes them);

- what are the main difficulties in professional activities, their causes;

- what is the level of self-organization, initiative and independence in work, what personal qualities of an employee are determined;

- whether the employee is satisfied with the work, relationship with the manager and colleagues;

- who helps him in improving his professional skills, with which of the workers he most often contacts, with whom he is in conflict;

- how the workplace is organized, the working time is distributed;

- owns special and organizational equipment, is it provided;

- what assessment of organization in work, real workload, achieved results, and prospects in work are given by the subordinate himself.

To better understand the subordinate, the manager must mentally put himself in his place, see his position in the team, try to understand his experiences, state of health, degree of job satisfaction, find out the real difficulties in the activities and their causes. 

                                                                         Authority imaginary and authentic

The basis of the true authority of the leader are knowledge and skills, principles and humanity. Competence in official matters and decency in behavior are the components of a true leader. Who wants to order, he must be able to obey - only then will he learn to control. It should be bold and decisive: nothing so much compromises a leader as lack of initiative and cowardice, unwillingness to take responsibility, constant waiting for instructions from above.

In case of failure, do not complain about external circumstances, look for the reason for them in yourself. Unforeseen circumstances are faced, as a rule, by managers who are unable to predict them and prepare for them.

The distribution of tasks should take into account the experience and abilities of each subordinate. No matter how difficult the task is, it must be feasible. When giving a task, it is necessary to explain to his subordinate his purpose and meaning, so that he can act consciously and take initiative. You can not assign several important and urgent tasks at the same time. It is recommended to prioritize the tasks and highlight the most important and urgent ones. It is unreasonable to charge all the work only on themselves, considering the subordinates unable to perform it. Do not do what the subordinates themselves can do, unless you need to set an example.

Always monitor the performance of each task: the lack of control can lead an employee to think about the uselessness of work. Do not substitute control for petty care.

When the solution proposed by an employee does not, in principle, contradict your opinion, give him maximum freedom.

Do not forget to thank the subordinate, preferably in the presence of other employees, for the good work.

Do not be afraid if your subordinate is more knowledgeable in any matter, on the contrary, support him. A good reputation as a subordinate is praise to the manager.

Try to constantly maintain the material and moral interest of the subordinate results of labor. It is better not to get involved in punishment; if you are not completely sure of the guilt of a subordinate, it is preferable to refrain from punishment.

Do not try to gain a reputation as a “good-natured” manager by familiarizing yourself with subordinates.

Remember that respect for a supervisor from a subordinate can drive him to creative, dedicated work, regardless of time.

Without need, do not make comments to a subordinate in the presence of a third person so as not to humiliate him. Do not speak about subordinates unfriendly in absentia, express your claims to them openly. Remember the aphorism: praise, expressed in absentia, will sooner or later reach the ears of the one to whom it relates, unfriendly words reach immediately.

When evaluating the behavior of a subordinate, do not give random and minor details too much importance.

Be able to soberly evaluate the results of your activities, admit your mistakes and cancel the wrong decisions. However, do not rush to make changes to the decisions already made, until you understand what needs to be corrected.

Carefully and sympathetically listen to any criticism and any proposal of subordinates. A leader who ignores fair critical remarks inevitably opposes himself to the team and ultimately loses the ability to effectively manage.

Watch your speech. In the manner of speaking, professional literacy, general culture and moral character of the leader are manifested.

Be optimistic and in difficult situations do not lose courage: it gives subordinates confidence in the success of the business. Joke yourself and let the joke around. The joke relieves stress, creates an atmosphere of trust and goodwill.

Accuracy and commitment are essential qualities of a manager. He is never late and demands the same from his subordinates.

One should be principled not only with his subordinates, but also in dealing with his higher managers, properly inform them about the state of affairs in his sector, and defend the interests of the matter.

Try not to apply disciplinary measures (rewards, punishments) that can cause rejection of the team. Disciplinary action must be timely.

Avoid an ironic assessment of the actions and actions of a subordinate, especially in the presence of other members of the collective, for it, as a rule, causes offense.

Criticizing a subordinate, criticize him for specific actions, but not the person himself.


Answer “yes” or “no” to the following questions.

1.  Will you be able to easily adapt, in the old place of work, to the new rules, the new style, which is significantly different from the usual ones?

2.  Do you adapt quickly in a new team?

3.  Are you able to express your opinion publicly, even if you know in advance that it contradicts the official point of view, the opinion of the higher management?

4.  If you are offered a higher salary position in another institution, would you agree without hesitation to switch to a new job?

5.  Do you tend to deny your guilt in the mistake and find the excuse appropriate for this case?

6.  Do you usually explain the reason for your refusal from something with true motives, without covering them with various mitigating and camouflaging reasons and circumstances?

7.  Can you change your old view on a particular issue as a result of a serious discussion?

8.  You brought a document for signature. His thought is correct, but you do not like the style of presentation. Will you edit the text and aggressively suggest changing it according to your opinion?

9.  If you see a thing in the store on the shop window that you really liked, will you get it, even if this thing is not so necessary?

10. Can you change your decision under the influence of persuasion of a person who has great authority in your environment?

11. Do you plan in advance your vacation plan?

12. Do you always keep your promises?

According to your answers, determine on the scale of their evaluation (table) the total number of points you scored.

¹ question

Answer Options

Question number

Answer Options









































- scored from 0 to 9 points is very indecisive. He constantly and painfully weighs the pros and cons of everything. If you manage to pass the decision on the shoulders of another, sighs with great relief. Before deciding on a crucial step, it is long advised and often takes a half-hearted decision. At meetings and meetings, prefers to keep silent. Because of this "extra caution" it is difficult to work with him. Although this person possesses knowledge, erudition, experience, but indecision greatly reduces his efficiency. It is difficult to rely on such a person in a serious matter, he can fail; 

- scored from 10 to 18 points makes decisions carefully, but does not succumb to serious problems that need to be solved this minute. It usually fluctuates in a situation where there is a lot of time to solve. This factor is a kind of prerequisite for the emergence of various kinds of doubts, there is a temptation to "settle", "harmonize" everything with superiors, although this is not particularly necessary. Such a person should be advised to rely more on their experience, knowledge, erudition, which will tell you how to do business properly. In a pinch, consult one of your colleagues or subordinates, but only to check yourself; 

- scored from 19 to 28 points - quite decisive. The logic, consistency, validity with which he approaches the study of the problem, help him to resolve emerging issues quickly, and for the most part correctly. Relying mainly on himself and his experience, he, nevertheless, does not ignore the advice of his colleagues, although he does not resort to them very often. The decisions are upheld until the end, but if they are still proven to be wrong, they can change their mind. The predominance of subjectivity in decision-making can lead in some cases to their bias. Therefore, such a person should still more often consult with others on issues in which he is not competent enough; 

- having scored more than 28 points - is superlatitial. Considers himself competent in all aspects of the activity. When making decisions, he not only ignores the opinions of others, but does not even try to figure them out. Unanimous management understands the leadership as the right to completely independent, strong-willed decisions, critical comments about them cause him irritation, which he does not even try to hide. Such a person is impressed when they call him resolute, strong-willed, purposeful, able to achieve much alone. In order to gain a foothold in such an opinion of others, he can reject the rational proposals of others. He experiences his mistakes painfully, deeply believing that someone else is to blame.


Leaders are not born, they become. This article is intended not to teach and “guide the true path”, but to help managers at various levels improve their managerial influence on the team. This is a kind of guide, which only indicates the direction, but is not a “recipe” for all problems. After all, to lead is to be able to convince others to aspire towards their goal with enthusiasm. Managerial forms of activity exist, but do not live actively until the leader sets in motion the factor of motivation in people and does not set clear and clear goals for them.

Be the leaders of your teams, lead employees forward, and not push them, strive to make history and not plunge into it. An effective leader gets important results all the time, not from time to time. After all, consistency is the first sign of mastery! 

7. Free emergency psychological help: “helplines” in Belarus 




Work time


Republican “Helpline” for drug abuse patients

8 801

100 21 21

on weekdays

from 9.00 tî 17.00 free

Republican telephone "hot line" to provide psychological assistance to minors in crisis situations - helpline for children

8 801

100 16 11

around the clock,



for adult

8 017

290 44 44

around the clock


8 017

290 43 70

around the clock

for children and teenagers

8 017

246 03 03

around the clock

Minsk Regional Clinical Center "Psychiatry - Addictions"

8 017

202 04 01

24-hour emergency psychological help service "Helpline"



8 01777

92 62 85

15.00 – 17.00


8 01771

5 14 98

8.00 – 16.00


8 01773

5 46 44

20.00 – 8.00


8 01795

5 53 33

8.00 – 18.00


8 0174

22 11 22

9.00 – 16.00


8 01775

3 51 02

13.00 – 15.00



8 0162

40 62 26

around the clock


8 0162

20 15 55

around the clock


8 0163

41 60 80

9.00 – 17.00



8 0214

53 25 75

8.00 – 20.00


8 0214

43 22 20

8.00 – 20.00


8 0216

21 00 19

8.00 – 20.00


8 0212

43 22 93

around the clock



8 0232

37 91 91

8.00 – 24.00



8 0152


8.00 – 24.00



8 0222

47 31 61

around the clock

8 0222

22 26 81

8.00 – 20.00 (Weekdays)


8 0225

43 40 24

around the clock