Noreen Egge

  • July 14, 2021
E-mail
noreen_egge@octagonwear.co.uk
Phone Number
0660 750 24 31
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Graduates or Undergraduates
Gender
KX
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Degree Grade or Equivalent
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Graduation Year
1989
Roles of Interest
Tech
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Photography, Auto racing
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Preferred Locations
Flexible
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Austria, Teufelsdorf
How did you hear about us?
Komla Dumor, one of Ghana's best-known journalists, has died suddenly in London where he was working for the British Broadcasting Corporation. Dumor, who was 41, died of a heart attack, according to the BBC on Saturday. He was a presenter on BBC World News and its "Focus on Africa" programme. The Ghanaian President, John Dramani Mahama, mourned Dumor's death, posting on Twitter, "Our nation has lost one of its finest ambassadors". Dumor joined BBC World Service radio in 2007, four years after winning the Ghana Journalist of the Year, for the first time. In a statement posted on the BBC website, the television broadcaster's Global News Director Peter Horrocks said Dumor was "a leading light of African journalism". In his last post on Facebook, where he has about 107,000 followers, Dumor said he was "looking forward" to interviewing a former South Sudan child soldier and musician Emmanuel JAL, in his television programme. Dumor was born on October 3, 1972 in Accra, Ghana, the Vibe Ghana website states. His grandfather was Philip Gbeho, the composer of the Ghanaian national anthem, it said. The website said Dumor initially studied medicine at the University of Ghana, but eventually graduated with a socialy and psychology degrees. He later attended Harvard University, where he graduated with a master's degree in public administration. This was a striped line broken in the middle by a globe, with BBC1 in block letters below it. When it appeared, the continuity announcer would say "This is BBC Television." while the globe spun. 1964 saw the creation of BBC1 and BBC2 brands, with the distinctive horizontal stripes across the screen. More now than ever, merchandise was being branded with the logo, as more productions were being sold via the BBC's American identity, Lionheart Television. The mirror globe began using a more ornate font in 1972. From the mid-1970s to the mid-1980s, the BBC1 channel logo used several different fonts, but with each change the logo remained blue. At this time, BBC logos were mechanical models filmed by black-and-white cameras. Colour was added afterwards, electronically, rendering it simple to change the colour as needed. In August 1988, the BBC produced yet another new logo. Since the last one was made, a consumer brand was becoming part of nearly every TV station and corporation at the time. The BBC needed a strong and unified identity, and a change of said identity was key. Michael Peters was hired to design this all inclusive BBC identity for the corporation. They modified the then-current logo by sharpening up the parallelogram edges again and set them to an angle of 17 degrees without reducing the size of the spaces between the boxes. They also sharpened up the text to make it match the clarity of the logo itself. The typeface used was Helvetica Neue. Also, under-logo lines were added to the logo for the first time. These lines were coloured blue, red, green to reflect the flags of Scotland, Wales, and Northern Ireland respectively (an "English-bias" has always been a criticism of the BBC), as well as the three phosphors of colour television. What he noticed, was that the BBC had a system that meant that every service or department had a different logo scheme. It had a BBC logo and the name with character. Lambie-Nairn decided to address this when he took on the project, as with all these logos, the core brand itself was severely weakened. It was also appropriate to look at the way the BBC was branded, as the BBC was about to take off in digital television and the internet, among other different ventures. After seeing a number of problems with the then-current logo, he decided that a new logo was necessary. The logo was technically unsuitable on-screen. When shrunk, it lost the lines underneath and the counters and also, when in colour on a colour photo, it again disappeared or parts vanished. Technically, the logo never looked comfortable next to the brand and straight letters. Finally, it was expensive to print as stationery would always have four-colour letterheads, and alongside other BBC brands could mean anything up to ten-colour letterheads and stationery. By straightening up the boxes and letters, it removed all the problems associated with diagonals and those associated with disappearing lines. This kept the boxes' shape, so that it would still be familiar with what people know about the BBC. The typeface used is Gill Sans, made by Eric Gill. It was chosen because, it was elegant, robust and has a timeless appeal: the typeface had been created 60 years before and so avoided the typeface looking outdated at a later date. This typeface also eliminated the disappearing counters issue, as the counters of the B's were much larger. Appropriately, some of Gill's statues adorn the exterior of Broadcasting House. Lambie-Nairn's solution is the BBC logo that has been used on-screen since 4 October 1997. The current central logo of the BBC is still the BBC Blocks. It is the longest-used logo by the BBC, and as of 4 October 2018, it has been in use for 21 years. Shortly after receiving its first Royal Charter in 1927, the BBC was granted its own armorials by the College of Arms. The British lion forms the 'crest' of the arms, and the thunderbolt it holds is a heraldic way of representing broadcasting. The eagles form the 'supporters', and represent speed, while the bugles they wear round their necks symbolise public proclamation. On the shield is the globe surrounded by seven stars, which represent the other seven planets in the Solar System and hence reflect the scope and breadth of the Corporation. The following entry is a record in the "Catalogue of Catastrophe" - a list of failed or troubled projects from around the world. Having started operations in 1922, the British Broadcasting Corporation (BBC) is one of the world’s oldest and most respected media production and broadcasting organizations. Covering both entertainment and news, the BBC’s radio and television productions captured the 20th century as it unfolded. The BBC’s archive of broadcast materials is unparalleled and as production continues to this day, the corporation has one of the largest archives of media materials in the world. Delivering content through television, radio, the Internet and via the BBC iPlayer app, the BBC is a brand name that is known around the world. As work proceeded still further problems were encountered. Internally there was growing concern at the lower levels of project that senior levels were not being given a true picture of what was happening in the project. Bypassing the hierarchy, one senior technologist eventually wrote a letter to the BBC Trust (the committee with governance and oversight responsibility for the BBC) telling them that they were not being given an accurate picture of the project’s true status. According to reports the letter stated that the BBC Trust, the government and other senior parties involved "may have been misled about the true performance of the DMI since it was taken in house". UPDATED: 19 Dec 2013 - An independent report carried out by PricewaterhouseCoopers LLP ("PwC") has now been published (BBC Digital Media Initiative Review of the BBC’s management of DMI). Underestimation of complexity. Ineffective governance structure. Hierarchical organization structure in which accurate flows of information were actively blocked (see "Green Shifting"). Failure to conduct an effective tendering process when selecting the original supplier. Lack of contractor oversight. Overstating the benefits of the project. The use of a fixed price contract acted as a barrier that discouraged the BBC from getting too deeply involved in the design stages for fear of triggering change requests thereby nullifying the fixed price. Cedric Messina persuaded the British Broadcasting Corporation to take on the task of filming the whole canon of William Shakespeare's plays for television, under the title The Complete Dramatic Works of William Shakespeare. Throughout the project, which was finished in 1985, the BBC was able to secure leading actors of stage and screen and also big directing names. Whether as individual dramas or taken as a whole, the series is impressive, to say the least. The play Edward III was not included in the series, as the balance of scholarly opinion at the time was that it was not by Shakespeare. Today, the decision might have gone the other way. All of these productions of the plays have been sold to dozens of countries around the world and are used in the world of education more than they are for broadcasting. The major plays (such as Macbeth andHamlet) are the most often repeated on television. The productions vary in length from 112 minutes for The Comedy of Errors to 228 for King Richard the Third. The British Broadcasting Corporation is a British public service broadcasting statutory corporation. Its main responsibility is to provide impartial public service broadcasting in the United Kingdom, the Channel Islands, and the Isle of Man. It is the largest broadcaster in the world by number of employees, with about 23,000 staff. The BBC is headquartered at Broadcasting House in London and has major production centres in Belfast, Birmingham, Bristol, Cardiff, Glasgow, London and Salford Quays and smaller production centres throughout the UK. The BBC is a semi-autonomous public service broadcaster that operates under a Royal Charter and a Licence and Agreement from the Home Secretary. This is a page about the BBC at Zyra's site. None of this .com nonsense! Another thing about the BBC is that it sets a standard, insisting on producing stuff of a certain quality, and having principles. So, for example, no commercial advertisements on BBC television and radio - the reason for this mainly being to maintain provable impartiality. The BBC broadcasts to the world, not just to Britain, and has also diversified into a great many lines of business. Zyra's website is on affiliate programs with BBC SHOP, with BBC SHOP (UK and Europe) and with BBC SHOP AMERICA and with BBC Canada. So, if you're either side of the Atlantic you can buy BBC products online via links here. The British Broadcasting Corporation (BBC) is Britain’s public service broadcaster. The world’s oldest national broadcaster has TV channels, radio stations and websites. Shows cover everything from news and entertainment to sport and serious drama. BBC UK weather forecast: Drivers at RISK as mist and fog strikes - Find out where here! BBC News: ‘Did you not listen to me? You haven't read it! EastEnders spoilers: Murderous villain to make unexpected return as fans spot major clue? Silent Witness 2019 BBC start date, cast, trailer, plot: When does season 22 air? Super Bowl 2019: Should I watch on Sky Sports or BBC? Which is better for viewers? The British Broadcasting Corporation holds the title of the world’s oldest broadcast company, providing services in radio, television, music and more. The broadcast powerhouse has offices worldwide, from London to New York and Mumbai to Johannesburg. Where there’s an office, there are interns - and the next one could be you. The tips, tricks and hashtags of social media could soon find a place on your resume with an internship at BBC Worldwide. In the heart of New York City, breaking news is right under your nose - this internship allows you to learn new, innovative ways to handle news and social media content. Catch up on breaking news updates, check work emails and then strategize ways to keep the buzz on all forums. After researching and analyzing data on social media platforms, you’ll get the chance to pitch long-term projects involving the strategies that you’ve brainstormed. Imagine pitching said project to senior executives, including the president of BBC America. "BBC Campus was a project that included the majority of the digital interns. We had web designers, editorial, digital and research interns working together to come up with the blueprint." - Mia Simon, Former Digital Summer Associate. You’ll learn to master the ins-and-outs of the digital age and emerging media, and become a savvy, digital media extraordinaire, if you will. You’ll also gain the research skills to pitch a long-term project, as well as those oh-so-essential journalism skills. The BBC looks for movers, shakers and innovators. Have a strong resume (those resume builders really do mean something), put yourself in the right position and believe in yourself. Researching the internship doesn’t hurt, either. Social media savviness and a strong writing background are essential. Be confident in those skills. "When I first got to New York, I was very insecure about my skillset. Everyone in our office was so talented, so I got very nervous. But, I had to trust that I was hired for a reason. And I ended up learning from my fellow interns. It was so rewarding to be challenged every day." - Mia Simon, Former Digital Summer Associate. Nothing beats living in the nation’s heartbeat - New York City. Exploring new territory and discovering city gems makes the intern life pretty sweet. Also, networking and New York bagels? To apply, keep an eye on the BBC Worldwide website. A resume, cover letter and references round out the application. Facebook page referred to recruitment opportunities at Solasta Finance. It also included links to articles about women in the workplace, alongside posts containing aspirational images and motivational messages associated with the business world. It included a link to the website. Twitter feed @solastafinance contained similar content to ad (b). Instagram feed contained similar content to ad (b). The complainant challenged whether the ads were obviously identifiable as a marketing communication. The British Broadcasting Corporation t/a BBC (BBC) stated Clique was a BBC3 drama which focused on two female university students getting involved with the mysterious company Solasta Finance and examined issues such as sexism, feminism and capitalism. The advertising materials were not initially explicitly branded as being BBC Three, and were intended to spark intrigue and maximise discussion about Solasta Finance and its ‘Women’s Initiative’, to engender discussion about some of the issues in the series. The BBC said the unbranded phase of the campaign, when the connection to BBC Three was not made explicit, began on 19 February and lasted for five days. There was then a full ‘reveal’ with overt BBC Three branding and attribution. Before then the website featured a countdown clock (to the reveal date). Once the reveal was made, some posts resurfaced and new ones were created to clarify that Solasta Finance was linked to a TV show. ". They said the online content complained of was a very small part of a much bigger on-air and off-air marketing campaign for Clique. The campaign included TV trailers and press activity and lasted for six weeks. They added that the BBC received no complaints about any aspect of the Clique marketing campaign via the BBC’s formal complaints system which received, on average, in excess of 200,000 complaints per year. The ASA acknowledged that the ads in social media released at the start of the campaign did not expressly refer to BBC3 or expressly indicate that the ads related to a TV drama. We understood, however, that the social media accounts linked to the Solasta Finance website (ad a), which in turn linked to the Clique programme page on the BBC website. We considered that ads for Solasta Finance placed after the 'reveal' on 24 February, and which contained BBC branding, would be understood to relate to a BBC TV show. We considered that the ads which appeared before the reveal were likely to be, at first glance, understood to be for a business called Solasta Finance. We also considered that many readers, particularly in the context of social media, were generally familiar with the concept of a 'reveal', where initial posts might be mysterious or deliberately ambiguous. We noted that some of the content referred in general terms to employment at Solasta Finance, and considered whether they might initially be interpreted by some readers to be offering genuine employment. However, we noted that those posts would also be seen as mysterious and peculiar; for example, the claim "new internship position available now" was immediately followed by the claim "due to unforeseen circumstances". We considered readers would therefore understand that the ads were not traditional or conventional job ads and that that contributed to the overall impression that the ads were not what they might at first seem. We investigated the ads under CAP Code (Edition 12) rules 2.1 2.1 Marketing communications must be obviously identifiable as such.
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South East England
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Ophthalmic medical assistant
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Ophthalmic medical assistant
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Yes
If "Yes", please state the languages that you know i.e. C++, Java, Phython, etc.
Ophthalmic medical assistant

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I read this paragraph completely on the topic of the resemblance of newest and previous technologies, it's amazing article.

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  • About:

Cummins Inc. is a global power leader with complementary business segments that design, manufacture, distribute and service a broad portfolio of power solutions. Our culture is one that believes in POWERING YOUR POTENTIAL. We provide global opportunities to develop your career, make your community a better place and work alongside today’s most innovative thinkers to solve the world’s toughest problems. We believe in flexibility for you to explore your passions and make an impact through meaningful work within our diverse workforce

  • Diversity information:

               Cummins Diversity Statement:

  • Cummins employees come from different backgrounds and experiences and aspire to a workforce that is representative at every level of the communities in which Cummins operate around the world. They are each unique in their perspectives and passions. Employees have varied experiences and personal motivations that drive them. They are united in their relentless desire to see a world, a workplace, a team where all people are embraced for who they are and what they aspire to do.
  • At Cummins, diversity, equity and inclusion is a business imperative. Having diverse, equitable and inclusive workplaces allows Cummins to attract and retain a truly global workforce. Diversity, equity and inclusion enable Cummins’ ability to bring the right combination of perspectives, insights and skills to solve the challenges of today and tomorrow. As part of Cummins’ global commitment to diversity, equity and inclusion, it is taking proactive measures to review talent management and accountability systems and processes to mitigate bias and ensure the equitable acquisition and advancement of all talent.
  • Discover a company founded on unwavering values and willing to solve problems for our customers, communities and environment to make the world a better place. 

               Employee Resource Groups within Cummins

  • With more than 150 employee resource groups (ERGs) worldwide, Cummins constantly seeks new ways to provide ample opportunities for leadership training, cross-cultural learning and professional development. Established around the world, ERGs are open to all employees and organized by different facets of diversity like gender, age, disability, sexual orientation/gender identity, multicultural and military status.
  • ERGs at Cummins are voluntary, employee-led groups that serve as a resource for members and the company by helping to foster a diverse and inclusive workplace aligned with Cummins’ mission, vision and values.
  • The Cummins Global Inclusion Leadership Council (GILC) was created to more closely knit together the array of global ERGs to amplify the voices they represent and harness their collective power to effect positive change within the company. Through this global council, each dimension of diversity has a global executive sponsor and chair to help ERGs work across regions creating unprecedented, positive impact within Cummins.
  • The following dimensions of diversity have representative ERGs and GILC chairs:
  • Age
  • Disability Inclusion
  • Gender
  • Military Status
  • Multi-Cultural (Race/Ethnicity)
  • Sexual Orientation/Gender Identity

Learning and Development:

  • Cummins leaders understand the importance of diversity, equity and inclusion to our global company. Cummins continually seeks to increase awareness and grows DE&I skill by educating all employees on cultural competence, valuing difference, and fostering an inclusive environment. We encourage every employee to take personal ownership and accountability for DE&I. We offer a wide range of learning and development opportunities. Here are some of our development programs focused on aspiring leaders:
  • Global Leadership Development Program was first launched in 2010 with a goal to better leverage our key talent globally. The program focuses on individual and team development.
  • Global Leadership Representation was first launched in 2010 with a goal of providing focused mentoring and visibility to our up-and-coming leadership talent across the globe. The program also supports our global diversity and inclusion goals of developing women and minority employees.
  • Here are some of our training opportunities for all employees:
  • Communicating Across Cultures 
  • Culture and Its Effect on Communication 
  • LGBTQ+ Safe Leader Training 
  • Preventing Sexual Harassment 
  • The Spectrum of Diversity and Inclusion 

I Belong at Cummins  Cummins Careers YouTube 
https://www.youtube.com/watch?v=s3dZL6rs0fk  

About
Jane Street works differently. We are a quantitative trading firm active on more than 200 trading venues across 45 countries. As a liquidity provider and market maker, we help form the backbone of global markets. Our approach is rooted in technology and rigorous quantitative analysis, but our success is driven by our people.

Our bright, beautiful offices in the heart of New York, London, Hong Kong, and Amsterdam are open and buzzing with conversation. We come from many backgrounds and encourage travel between offices to share perspectives. Some of our best ideas come from bumping into a colleague at the office coffee bar.

Markets move fast. Staying competitive as we’ve grown has required constant invention—of new trading strategies, technology, and processes. We’ve found this is easier when you hire humble, kind people. They tend to help each other, and prioritize teamwork over titles.

We invest heavily in teaching and training. There’s a library and a classroom in every office, because deepening your understanding of something is considered real work. Guest lectures, classes, and conferences round out the intellectual exchanges that happen every day.

People grow into long careers at Jane Street because there are always new and interesting problems to solve, systems to build, and theories to test. More than twenty years after our founding, it still feels like we’re just getting started.

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Culture
Work at Jane Street is exciting and challenging. We trade in incredibly competitive, fast-paced environments, and feedback on successes and failures is quick and tangible. This allows for constant evaluation and improvement of our strategies and performance.

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