We’re committed to cultivating and expanding a skilled workforce that can drive the global green energy transition. For employees to thrive and grow, they need to understand their role within the organisation and be aware of new opportunities.
Why do we need to strengthen the global green workforce?
Demand for renewable energy solutions continues to grow. This is great news for the global green transformation. But if we’re to achieve our collective goals, we need more renewable energy talents who can help us turn these ambitions into reality. At Ørsted, that means building an organisation designed to help foster and nurture talent on a local and global level.
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Already now, the demand for appropriately skilled talent exceeds talent supply. The scarcity of people with the requisite expertise for the green energy build-out on all levels – from developing and manufacturing to installing and operating energy systems – will only increase.
We also need to look beyond our internal employee development efforts and play our part in growing the global pool of professionals for the renewable energy sector as a whole.
What are we doing?
We aim to strike a balance between short-term needs and long-term goals. That means improving internal employee development while expanding efforts to build a global external talent pool for the renewable energy industry.
We believe that we learn most effectively from experience and through interactions with other people. At Ørsted, we live by the 70:20:10 learning model, where approximately 70% of our learning and development comes from experience, 20% comes from working with others, and 10% comes from training. That’s why most learning opportunities arise in our daily work and why we encourage our employees to learn every day.
We expand the renewable energy workforce through global and local initiatives that raise awareness about green energy opportunities, provide skill-building opportunities, and nurture future green leaders.
Latest updates from 2023
- We hired 50 graduates globally (26 women and 24 men).
- We ran three leadership programmes at different levels and piloted an emerging leaders’ programme.
- We developed new leadership promises – succeed as one, pass on power and care – during a summit for our Top 200 people leaders.
- As part of the “Engineer the Future” alliance, we raised awareness for STEM education and career paths in renewables to further the green transition in Denmark.
- As part of our partnership with the social enterprise Stemettes, we supported 90 primary schools across the UK in inspiring the next generation of girls, young women and non-binary people to pursue careers in the green energy sector.
- We launched Ørsted’s first Youth Panel comprised of 8 young individuals from all over the world.
- We continued to improve Ørsted’s career pathways to empower employees in taking charge of their career growth with leader support. Our aim is to foster competence development and ensure equal access to career development opportunities.
What’s next?
We’ll continue to promote internal knowledge-sharing communities and to support our people leaders so they can support our employees and help us build more inclusive working environments.
We’re also continuing to explore additional initiatives and partnerships to raise awareness and equip individuals with the essential skills for the renewable energy industry.
Key information
Partnerships
We are always looking for ways to develop our own workforce and to work together with others to close the talent and skills gap faced by the renewable energy sector. For that, we promote talent through a variety of partnerships and university collaborations, scholarships, and apprenticeship schemes.
Governance
Accountability lies with our Chief Human Resources Officer.
These efforts contribute towards the following Sustainable Development Goals:
