At Ørsted, we believe in the importance of gaining direct insights and perspectives from our own workforce on a wide variety of matters. We see these insights as key aspects when outlining decisions and strategies. 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.

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.

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. 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.

The overall accountability for the People Matter survey, Ørsted IN networks, and HR business partners’ engagement rests with the Chief HR Officer. In regard to engagement via our formal representation bodies, such as works councils, it depends on the specific country in scope with whom the operational responsibility rests. However, in general, this responsibility rests with our Chief HR Officer together with the country manager of the respective country. For other representative bodies, such as occupational health and safety representatives, the operational responsibility rests with our Head of QHSE.

At Ørsted, we believe in the importance of gaining direct insights and perspectives from our own workforce on a wide variety of matters. We see these insights as key aspects when outlining decisions and strategies. 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.

Most importantly, the People Matter survey is an effective tool with a high participation ratio (91 % for 2024), supported by follow-up activities (incl. sessions with HR business partners and HR colleagues locally), aimed at actively following up on matters which were evaluated particularly low. Other ways of testing effectiveness of different engagement initiatives include using pulse surveys, which are directly aimed at assessing the efficiency of the different initiatives set in place to establish dialogues with our employees.

To gain deeper insights into the perspectives of employees who may be particularly vulnerable or marginalised, we are taking two significant steps. First, we are working to collect more comprehensive data across various identity dimensions. In the US, this has allowed us to better understand the experiences of specific racial and ethnic communities, gender, disability, and caregiving status, with the goal of expanding this data collection capacity globally. Secondly, we are re-designing our employee engagement survey tools to ensure that these tools are equipped to capture insights on equity, diversity, and inclusion. This enables us to build a more inclusive workplace by incorporating the voices and experiences of all employees into our decision-making processes.

At Ørsted, we believe in the importance of gaining direct insights and perspectives from our own workforce on a wide variety of matters. We see these insights as key aspects when outlining decisions and strategies.

At Ørsted, we believe in the importance of gaining direct insights and perspectives from our own workforce on a wide variety of matters. We see these insights as key aspects when outlining decisions and strategies.

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.