Safe and better ways of working

As an organisation, we have a responsibility to provide the physical, social, and psychological working conditions that enable our employees to live whole, healthy lives.  

Why is it important to provide a healthy, supportive workplace?


We believe that personal health and well-being are fundamental drivers for living a balanced life where people can realise their potential, in and outside of work. This includes providing the highest possible standards of safety and engaging with employees to enable a flexible, supportive working environment in which we can all thrive.  


The well-being of our colleagues is key to how we define success.

We take a holistic and preventive approach to employee well-being where mental, physical, and social health are prioritised equally.  

What are we doing?

  • We actively pursue best practices and incorporate safety into all decisions and actions across the business, both in our offices and at operational sites.

  • We train and support leaders in safety measures and science-based stress prevention and use data, research, and our annual employee engagement survey to develop initiatives. 

  • We offer employees access to well-being services, including when working from home. 

How are we doing?  

We measure performance on injury rate, stress, and employee satisfaction. Read more below about the actions we’re taking to improve our results.  

Latest updates from 2022  

  • Our total number of injuries was 78, an increase of four compared to last year. The three most common were injuries to upper body extremities (42 %), lower body extremities (26 %), and the head (10 %). As part of our efforts to improve safety, dedicated reduction plans have been implemented in 2022. 
  • We launched global safety improvement campaigns to raise awareness of the importance of safety and provide advice on how to improve safety standards.  

  • We strengthened our ‘Global bullying, discrimination, and harassment policy’ by detailing our commitment, clearly communicating employee rights, and refining processes to handle reported cases.

  • We launched several initiatives to focus on our employees’ health, including MOVE, a health initiative to encourage movement; Howdy, an app for monitoring mental well-being and musculoskeletal health; and Insight Timer, a well-being app with guided meditations tailored to different well-being needs, courses, and workshops.

  • We held our first annual global Well-being Week to encourage employees to focus on their personal sustainability.

  • We saw an increase of employees reporting stress in our annual engagement survey from 12.4 % to 13.5 %. To address this, we
    • enhanced and expanded our stress mitigation initiative, ensuring that tools are readily available to all teams and leaders with reported high stress levels 
    • continued our stress management committee, which partners with leaders and teams with reported high stress levels to help identify root causes 
    • continued to develop action plans to mitigate stress and provide support.

  • We launched Ørsted’s ‘Global food guidelines’ and the ‘One Planet Plate’ campaign to support our people in making sustainable, nutritious food choices at work.  

  • Our employee satisfaction survey showed a satisfaction score of 76 out of 100. While this is a solid score compared to the wider benchmark group, it did drop slightly for the second year in a row, and we missed our top 10 % target. We’re working to identify the causes of this and address them appropriately. 

What’s next?  

We’ll work to maintain our strong health and safety performance as we grow, developing further resources, tools, and services to care for our colleagues’ health and well-being holistically. This includes a continued focus on stress prevention through leadership training and providing internal and external resources to all employees.  

Finally, we’ll continue to explore new ways of working to enable our colleagues to live fulfilling lives at work and outside of work, such as increased flexible working conditions, employee benefits, expectations of what defines a working week, and improved office space facilities.

Key information 


  • We work with universities on safety standard research. 
  • We’ve partnered with Mind Gym to deliver stress management courses. 


International frameworks 

  • WHO Healthy workplaces: A model for action 
  • ISO 4500 



Accountability lies with our Chief Human Resources Officer and Chief Operating Officer. 



 This programme contributes towards the following Sustainable Development Goals: 

Sustainability programme

Thriving communities

We want communities around our renewable energy assets to play a part in shaping the green energy transition and to share in the benefits it can generate.