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Our visionLet’s create a world that runs entirely on green energy
• Revenue (2017): DKK 59.5bn
• EBITDA (2017): DKK 22.5bn
• 5,908 employees
• Active in Scandinavia, United Kingdom, Germany, The Netherlands, USA and Taiwan
• Major Shareholders:
1. Danish State (50%)
2. Seas NVE (10%)
3. Capital Group (10%)
Ørsted at a glance
Onshore wind
Ørsted’s business units
Offshore wind Bioenergy
Customer Solutions
2016
1.7m
tonnes
2023
0COAL
2006
0.6m people
# of people powered by offshore wind Million tonnes of coal consumed
15% 85%
2006
6.2m tonnes
2006Energy production
Our transformation: In 2006 our power and heat production was 85% fossil fuel – and only 15% renewables based
2023
0COAL
2006
0.6m people
Today
11.3m people
# of people powered by offshore wind Million tonnes of coal consumed
64%
36%
Today
1.1m tonnes
2006
6.2m tonnes
Our transformation: Today we can supply 11.3 million people from offshore wind
Today´sEnergy production
2023
0COAL
# of people powered by offshore wind Million tonnes of coal consumed
95%
5%
2023Energy production
Our transformation:By 2023 we will be close to full green energy
2006
6.2m tonnes
2006
0.6m people
2023
20.3m people
Today
11.3m people
Today
1.1m tonnes
During these years wind and solar are becoming cheaper than coal and gas
Michael Liebreich, Chairman of Bloomberg New Energy Finance
“Renewables are robustly entering the era of undercutting fossil fuel prices”
2012
2017
165€Offshore*
65€Offshore**
55€Onshore
66€Solar PV
113€Nuclear***
70€Natural gas
72€Coal
Ørsted Offshore Wind, November 2018
Cost of electricity for different technologies
Source: Bloomberg New Energy Finance (BNEF) for CCGT and Coal plants for Northwest Europe, Danish Energy Agency and BNEF for Offshore WInd.For offshore wind: Including cost of transmission – Calculated as Levelised revenue (subsidy and market price) of electricity over 25yrs lifetime as a proxy for the levelised cost of society. 3,5% real discount rate used. *Generic Offshore Wind, Northwest Europe, FID 2012. In 2012 our goal was to reduce offshore wind costs to 100 Euro/MWh in 2020, ** Hornsea 2, UK, *** Hinkley Point, UK. Same approach as for Offshore Wind. Strike price of 92,5 £/MWh in 2012 real prices. Lifetime of 60yrs, 91% capacity factor.
- 60%
EUR/MWh 2016 prices
We’re reducing costs by increasingthe size of the offshore wind turbines that we install
VindebyYear 1991Capacity: 0.5MW
Horns Rev 2Year 2010Capacity: 2.3MW
Burbo Bank ExtensionYear 2017Capacity: 8MW
164m
113m
68m
35m
35m
93m
45m 96mColosseum Big Ben
Jumbo Jet 747Length 71m
Responsible Business Partner Programme (RPP)
Sustainability strategy – our three priorities
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RPP – Code of Conduct
Recent update:
International standards eg.
• WindEurope supply chain principles
• Maritime Labour Convention
Peer practices eg.
• Vattenfall, Siemens etc.
Internal stakeholders and policies eg.
• Global Diversity Policy
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Content of Ørsted Code of Conduct for Business Partners
Human rights
Consultation of local communities, safeguard local communities and mitigate adverse social impacts and respect international
human rights principles.
Labour rights
Working conditions, fair wages, freedom of association, prevention of forced labour and child labour, health and safety, etc.
Environment
Comply with environmental regulations and standards, avoid adverse environmental impacts and promote sustainabile and
efficient use of natural resources and energy.
Anti-corruption
Zero-tolerance on corruption, incl. fraud, extortion and bribery.
RPP - supply chain due diligence
Supplier collaboration towards continuous improvement
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At Ørsted, we believe that collaborating with our suppliers and working towards continuous improvement help us live up to our social, environmental and ethical performance outlined in our Sustainability Commitment.
Click to add textClick to add text
Responsible Business Partner Programme
RPP Steering Committee
Governance and reportingComplianceCommittee
Reporting:MonthlyQuarterlyAnnually
Our contribution to the SDGs
Our sustainability programs contribute to 12 of the 17 SDGs.
The RPP program is linked up to 8.7, 8.8, and 16.5
Beyond Compliance Initiatives
• Greening our supply chain, e.g. CAPEX Scope 3 emissions and Green Procurement
• Strengthen policies and procedures to new risks and opportunities in the supply chain and in our own operations.
• Industry collaboration across different sectors to target broader value chain challenges –from Better Coal to Wind Europe.
• Strengthen synergies between sustainable sourcing and innovation (circular economy)
• Develop deeper sustainability knowledge to new markets and renewable energy sectors, e.g. solar and storage.
