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.

We take proactive steps to ensure that our employees are aware of and reminded about the grievance mechanisms available. This awareness is built into various aspects of our employee experience, including: 1) code of conduct training: As part of our mandatory e-learning, we include guidance on our grievance and complaints handling mechanisms. 2) policy: The employees’ rights and options for support are further described in the ‘Grievance and complaints’ section in our ‘Global labour and employment rights policy’. 3) internal information campaigns: We regularly communicate with our employees through various internal channels, including emails, newsletters, and our intranet, to remind them about the availability of grievance channels and to encourage their use.