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%).

We have a gender target of a 40:60 women:men balance across Ørsted by 2030. This target is tracked at three levels: senior directors and above, people leaders, and all employees. The target ensures we carefully consider gender balance when we hire and promote talent, and when we review data on those leaving the organisation. The process for setting the 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.