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Ørsted Announces Major Organizational Overhaul to Boost Global Competitiveness

Ørsted has unveiled a major organizational restructuring to cut 2,000 jobs by 2027, refocusing on offshore wind and achieving DKK 2 billion in annual savings.
Image source: Orsted

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Ørsted, the Danish renewable energy company and global leader in offshore wind, has announced a comprehensive reorganization plan aimed at strengthening its competitiveness and operational efficiency amid a changing energy market. The restructuring involves a workforce reduction of approximately 2,000 positions by the end of 2027, reducing its current staff of around 8,000 to approximately 6,000 employees.

According to Ørsted CEO Rasmus Errboe, the decision comes as part of a strategic shift to focus more narrowly on the company’s core offshore wind business and to prepare for the completion of several large-scale construction projects. Errboe described the move as a “necessary step to ensure Ørsted remains agile and competitive in the global clean energy transition.”

The company expects to achieve the reductions through natural attrition, divestments, outsourcing, and redundancies, with about 500 positions set to be cut in Q4 2025, including approximately 235 jobs in Denmark. Ørsted stated that affected employees will receive support through transition programs and re-employment assistance.

In parallel, Ørsted aims to achieve annual cost savings of around DKK 2 billion (approx. USD 280 million) starting from 2028. The savings are expected to come from streamlined operations, optimized project delivery, and a leaner corporate structure.

The restructuring aligns with Ørsted’s revised strategy to prioritize offshore wind in Europe and select Asia-Pacific markets, while maintaining efficient operation of its Danish combined heat and power (CHP) assets. The company currently has 8.1 GW of projects under construction across three continents — the largest pipeline in its history.

With this organizational reset, Ørsted aims to emerge as a more focused and financially resilient company capable of navigating cost pressures and supply chain challenges in the offshore wind industry.

“Our ambition remains unchanged — to be a global leader in offshore wind,” said Errboe. “But we must ensure that our organization is fit for the future energy market and able to deliver value to our stakeholders.”

Editorial Note:
This article was prepared with the assistance of AI tools to enhance clarity and efficiency.
All information has been reviewed and verified by the HMT News editor.
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