At Ørsted, all employees are part of a safe working environment where impacts are identified and managed, including impacts related to physical injuries and well-being of employees. Due to the nature of our industry, we recognize the impact to employees of potential injuries and fatalities, primarily during the construction and operation phases of our assets. Furthermore, we recognize the present impact of work-related stress and anxiety experienced among employees on a global level. Ensuring transparent and fair working conditions are rooted in our employee value proposition, where fair and competitive rewards and employment terms as well as a flexible working culture, are foundational factors. Our flexible working culture is creating additionality within many of the markets where we operate, and particularly in our US and APAC regions, as our global policies go beyond the norm. Our 'Global parental leave policy' goes far beyond the US and APAC norm. For instance, according to a report by New America’s Better Life Lab, the median length of leave for fathers in the US is just one week, compared to 11 weeks for mothers. This disproportionate leave highlights the need for more equitable policies, and our approach seeks to address that imbalance by offering substantial leave for all parents, aligning more closely with global best practices. For our employees in APAC, entitlements such as industry-leading leave and flexible working hours go beyond labour and similar companies’ standards. As a testament to this, Ørsted Taiwan has received a special recognition in the form of the 2024 Work-Life Balance Award presented by Taiwan’s Ministry of Labor, specifically in consideration of our wide-ranging and industry-leading policies, supporting the work-life balance of our employees. This award is one of the highest Taiwanese recognitions from the Ministry, and it honours Ørsted among 251 other companies, where Ørsted is the only energy company to receive the award twice, with special recognition of our mission to create a greener future, whilst also creating a positive impact for society and employees. In 2024, Ørsted navigated a rapidly evolving industry landscape, necessitating organisational 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. To address these challenges, we are focused on our internal communication and change management, strengthening our focus on good leadership and mental health and reaffirming our commitment to transparency and the well-being of our workforce. All employees in our own workforce are included in the scope of our disclosures. Our own workforce does not include self-employed people or people provided by third-party undertakings, primarily engaged in employment activities. Lastly, due to the nature of our operations and the jurisdictions covering our workforce, we are not at risk of either forced labour incidents or child labour incidents. Regarding specific groups, our global policies are applicable to all Ørsted employees globally, unless the nature of the policy constitutes a limited eligibility scope, such as e.g. our global parental leave applicable for parents or local variances in policies to reflect local legislation or local market practice.

Our annual global People Matter survey aims at retrieving employees’ perspectives and opinions on satisfaction and motivation across almost 70 questions. The themes assessed within this anonymous survey include the degree of trust, openness, and transparency felt by our employees with regards to collaboration and the management bodies and the level of satisfaction within several aspects of the employees’ work life and conditions, e.g. job content, physical working conditions, compensation and employment terms, development opportunities, workload, stress, inclusion and diversity, and potential harassment at the workplace. The results are shared with the Group Executive Team for their strategic planning of priorities, activities, and follow-up actions. People leaders use the results within their respective teams to enable dialogues about potential improvement initiatives, ensuring a safe and inclusive working environment where everyone can thrive, perform, and grow. Another activity deployed during 2024 for gathering perspectives of our own workforce has been using pulse surveys, especially within the areas of equality, diversity, and inclusion (ED&I) and well-being. Pulse surveys are initiated by people leaders as a way to ensure that recurring surveys aiming to check how the team is doing in regard to different matters are carried out. Results are used as a springboard for further dialogue on important themes such as physical and mental well-being, workload, harassment in the workplace, trust, transparency, etc. As an example, the Group Executive Team has carried out global surveys during 2024 to check the temperature throughout the organisation during periods with organisational changes and to take the results into account when planning strategies, priorities, and communication going forward. Additionally, we have established an easily accessible site on our company intranet that outlines various options for employee representation on both global and local levels. These include various channels for employees to voice their opinions and engage both with other colleagues and with management. Such options include HR business partners, occupational health and safety representatives, different local works councils, cooperation committees, employment relations representatives, and personal development dialogues. Engagement and employee representation through more formal bodies, such as work councils and employment relations representatives, are generally regulated by local legislation or locally agreed with the respective employee representation body. The frequency of engagement is both regularly recurring meetings and extraordinary ones, summoned to discuss important topics related to the workforce. In addition, we have the Ørsted IN networks (employee resource groups), which collectively create an online hub, supporting an inclusive culture within the organisation. The inclusion networks represent different groups across our organisation, e.g. within race and ethnicity, gender, LGBTQ+, age, and disability. They are for anyone who identifies with one of the groups, and who supports the equality and inclusion of that group. Allies are encouraged to join networks to show their support and to expand their knowledge about inclusion of diversity. Moreover, different Viva Engage channels are made available to our employees, serving the purpose of creating global informal dialogues across our organisation on different topics related to our own workforce. Employees can freely comment and ask direct questions to our management via the Viva Engage channels, hosted by different management representatives or by other employees.