Our 'Global human rights policy' aligns with the UN Guiding Principles on Business & Human Rights (UNGPs), the OECD Guidelines for Multinational Enterprises, the International Bill of Human Rights, and the International Labour Organisation’s (ILO) Declaration on Fundamental Principles & Rights at Work. The policy explicitly highlights our dedication to ensuring freedom of association, the right to collective bargaining, the elimination of forced, trafficked, or compulsory labour, the effective abolition of child labour, and the elimination of discrimination in employment and occupation, among other critical issues.

In 2024, Ørsted navigated a rapidly evolving industry landscape, necessitating organizational adjustments, including redundancies, to maintain our competitive edge. While both satisfaction and motivation levels as well as voluntary turnover remain healthy compared to industry benchmarks, the changes have had a noticeable impact on employee satisfaction and motivation and our voluntary turnover trend. This poses a short-term risk of increased voluntary turnover and lower morale, satisfaction, and heightened stress.

Our Audit & Risk Committee receives quarterly overviews of all inappropriate and illegal misconduct cases across jurisdictions that have either been managed or are in process locally. This reporting includes incidents of discrimination, including harassment, which in 2024 totaled 5 substantiated cases. A dedicated team in People & Culture is responsible for sending Internal Audit an anonymous global overview. A dedicated system is used to confidentially report on these cases, ensuring country-by-country access protection and only to authorised employees. For GDPR compliance, all data on employee cases are anonymous. In 2024, we had zero severe human rights incidents connected to our employees.

The process for setting the gender balance target was set at executive level in 2021 as a strategic pillar to identify and execute immediate steps for a visible short-term impact on gender balance. We track our gender balance targets through a dedicated dashboard, which is available to all employees, with certain business groups integrating gender tracking within their functions. Additionally, we consistently review talent management and talent acquisition processes, such as hiring, promotions, and redundancies, against our gender targets to ensure alignment and progress. These efforts allow us to continuously monitor and advance our gender goals across the organisation.

We track our gender balance targets through a dedicated dashboard, which is available to all employees, with certain business groups integrating gender tracking within their functions. Additionally, we consistently review talent management and talent acquisition processes, such as hiring, promotions, and redundancies, against our gender targets to ensure alignment and progress. These efforts allow us to continuously monitor and advance our gender goals across the organisation.

One of the biggest challenges we face is the lack of detail needed to fully understand the diverse experiences within our gender ambition. For instance, while we can track the experiences of women in general, our data does not account for important factors such as ethnicity, disability, or gender identity, dimensions that can significantly shape a person’s experience in the workplace. This is one of the key lessons we have learnt.

Our ambition is unchanged, even though 2024 has been a year where we have seen a significant drop in satisfaction and motivation, due to the changes Ørsted has undergone. It is the responsibility of our people leaders to create action plans that focus on increasing satisfaction and motivation and getting it back to the desired level. Ørsted uses the total recordable injury rate (TRIR), which means incidents requiring some kind of medical treatment per 1,000,000 working hours, as a metric to monitor safety performance in order to reduce the negative impact on our own workforce and the contractors working at our sites. TRIR is monitored and reported monthly.

Ørsted uses the total recordable injury rate (TRIR) as a metric to monitor safety performance. TRIR targets are proposed by different business areas, validated by the QHSE department, and then discussed and approved by the Group Executive Team. Senior management is involved in monitoring safety performance and establishing future targets. The Group Executive Team has decided our ambition for employee satisfaction and motivation, which supports one of our four strategic pillars of being the leading talent platform in renewable energy. Employee satisfaction and motivation should be in the top tier (top 25%).

The total number of employees by head count as of 31 December 2024 is 8,407. The breakdown by country and gender is as follows:

• Denmark: 3,984
• The UK: 1,272
• Malaysia: 792
• Poland: 763
• The US: 720
• Germany: 390
• Taiwan: 199
• The Netherlands: 105
• Ireland: 100
• Other: 62

Gender breakdown:

• Female: 2,854
• Male: 5,553
• Other: 1
• Not disclosed: 0

The countries with 50 or more employees are Denmark, the UK, Malaysia, Poland, the US, Germany, Taiwan, the Netherlands, and Ireland.

The total number of employees by head count as of 31 December 2024 is 8,407. The breakdown by country and gender is as follows:

• Denmark: 3,984
• The UK: 1,272
• Malaysia: 792
• Poland: 763
• The US: 720
• Germany: 390
• Taiwan: 199
• The Netherlands: 105
• Ireland: 100
• Other: 62

Gender breakdown:

• Female: 2,854
• Male: 5,553
• Other: 1
• Not disclosed: 0

The countries with 50 or more employees are Denmark, the UK, Malaysia, Poland, the US, Germany, Taiwan, the Netherlands, and Ireland.