Sheena Chin

  • October 15, 2021
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Denmark, Ronde
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The British Broadcasting Corporation's services and products are used by 98% of the adults in Britain, every week1. Its website, mostly news and weather, is the most popular and highest quality of its kind and its natural history programs are the best. There are no adverts streamed on its TV channels nor on its It is a legal requirement to pay for the BBC License Free if you have a TV set, or some other device, that can view BBC TV content. It costs nearly £150 per year2. It doesn't matter if you watch them, you still have to pay. TV detector vans occasionally prowl the streets, correlating those with sets with addresses with licenses. It's a serious business! The BBC acquired £3.5 billion as a result of the license fee, in 20091. The fee is occasionally hotly contested by users and by other media companies, who obviously see the BBC as being subsidised competition. Although 37% say that the License fee is the wrong way to fund the BBC3, that is still, in a nation of the unhappy, quite a positive endorsement. But what are the possible alternatives? Scrap the license fee and let the BBC fend for itself through adverts, populist programming and paid-for services. This will damage quality, but will open up the market. Share the license fee so that it is paid to a consortium and spread between media companies who provide similar services, such as Virgin. This provides a form of market fairness. It will mean that license-paid-for channels will (like the BBC) have to drop adverts (or at least, a portion of them), which may be more painful to some channels than having the BBC as competition. Reinvent the license as PAYG: now that TV is digitized new ways of charging for the BBC have been opened up. Services can be paid for monthly through the TV set and the like, and services can be provided strictly for those who pay for them. This is fairest on the consumer. "Magazine publishers and radio stations complain about unfair competition for audiences and advertisers. ] Newspapers point out that the presence of a giant free news website makes it hard to charge for online content. Similar complaints forced ZDF, a German public broadcaster, to prune its website drastically last year. The BBC has reacted to these criticisms and in 2009 surprised many with a declaration that it would cut back on its website, remove a few digital radio stations, and reduce its spending on sport and imported shows1. "Magazine publishers and radio stations complain about unfair competition for audiences and advertisers. ] Newspapers point out that the presence of a giant free news website makes it hard to charge for online content. Similar complaints forced ZDF, a German public broadcaster, to prune its website drastically last year. However, as we shall see later, there are substantial counter-arguments. 98% of the adults in Britain, every week, use some of the services of the BBC1. The five biggest providers of global news are Al-Jazeera (English), France 24, CNN, Russia Today and BBC World. Although of those 5, Al-Jazeera, CNN and Russia Today are all widely known to be biased and selective in their broadcasting. BBC World has been found by analysts to be the most impartial and trustworthy.6. Many worry about the reduced impact of the BBC given the rise of more-entertaining but less-informative news sources available online1, but for now at least, the BBC is still highly influential across the world. British nationalist analysts consider it to be a great source of the UK's "soft power" around the world - meaning that the BBC is engendering positive attitudes towards the UK and the UK's interests around the world. It also does its part in spreading the use of reasonably well-spoken English. The BBC provides a quality service, with world-class news services and many informational programs. Polls have found that the BBC is trusted more than the police and civil servants; which are both in turn more trusted than other journalists in general1. It Works As It Is: It produces quality products in an era of trashy mass media. If it works, don't fix it! Maintaining a Guaranteed Quality Service. "There are still some safe havens which we might be able to protect. Some of them are inside the BBC whose public funding gives it some slight protection against commercialisation. In other words, it provides a good service that provides services worldwide; benefiting many who live where there are no other good sources of global news, and even, helping sway the world towards democracy and civility. Even on its home turf, the BBC is a mass educator rather than an entertainer. It is certainly worth having a corporation that fulfils this role, no matter if the License fee is slightly unpopular, and slightly expensive. The BBC Worldwide made £1 billion in 20091 and has invested in cable channels and studios across the world. It seems that if the BBC continues to hold out as it is, it will of its own accord become commercially viable and no longer need the License. As competence in English continues to increase throughout the world, things can only get better. But it is a matter of time (a decade) and it is not yet ready to shed the License. A National Public Asset: Some argue that the BBC is has the stature of a national library, or a national museum, whose role is tied in with national identify. Nothing compares to the size and organisation of the valued BBC Archive, for example. Although in 2009 a poll found that 47% thought the BBC License fee wasn't good value3, 98% of all Britons use the BBC, per week1. I suspect that many view its programs and services without always acknowledging the BBC as the source. No-one else produces wildlife documentaries of the same quality, for example, and its radio stations are taken for granted. In 2009, the BBC voluntarily cut back on some services such as sports, which are more appropriate to the mass-market than to a news provider1. The Guardian. UK newspaper. See Which are the Best and Worst Newspapers in the UK? Respectable and generally well researched UK broadsheet newspaper. The Economist. Published by The Economist Group, Ltd. A weekly newspaper in magazine format, famed for its accuracy, wide scope and intelligent content. Economist for some commentary on this source. Flat Earth News. Published by Chatto & Windus, Random House, London, UK. Media Studies: The Basics. Published by Routledge, New York, USA. Cutting the BBC: No surrender (2010 May 06). P34-36. BBC Website's page on the Licence Fee says the cost has been £145.50 since 2010 Apr 01. The page iterates how this fee is broken up into the different areas of the BBC. The future of the BBC (2009 Jun 20). P32. The Economist references ComScore for some of its stats on the BBC, and Ipsos MORI for the stats on British trust of BBC versus other industries. Public-service broadcasting (2009 Jan 24). P32. ©2018 Vexen Crabtree all rights reserved. The BBC’s live shot even shows the building still standing in the background, while its collapse is being reported. Five major US television networks agree to self-censor their news broadcasts of statements by Osama bin Laden and his associates. [BBC, 10/11/2001; Rich, 2006, pp. ] Rice asks that, instead of automatically airing bin Laden videotapes, news executives should carefully review the tapes and remove any "inflammatory language" before broadcasting. ] The networks say they will now review them first, and edit or censor them as needed. A Silky Form of Censorship' - According to the New York Times, the five networks have never before consulted one another as a group and made such a collective policy decision about news coverage. The executives deny that they were threatened or pressured by Rice or any other White House officials: "Ms. Rice made no specific request of news organizations, other than that we consider the possible existence of such messages in deciding whether and how to air portions of al-Qaeda statements," says an ABC spokesman. They also deny that the decision amounts to censorship. ] was very, very careful to talk about freedom of the press and not to suggest how we do our job." Matthew Felling of the Center for Media and Public Affairs, a media watchdog group, has a different view. " one executive asks. "The videos could also appear on the Internet. ] shooting, no bullet inside her body, no stab wound—only road traffic accident," al-Houssona says. "They want to distort the picture. I don’t know why they think there is some benefit in saying she has a bullet injury." Hospital staffers add that Iraqi military and civilian leaders had fled the area before the raid occurred. Another doctor, Anmar Uday, even speculates that the rescue was staged. "We were surprised," he recalls. There was no military, there were no soldiers in the hospital. It was like a Hollywood film. They cried ‘go, go, go,’ with guns and blanks without bullets, blanks and the sound of explosions. Media Response and 'News Management' - The documentary shows how quickly American broadcast journalists and news anchors were to seize upon the story and sensationalize it even more. CBS anchor Dan Rather uses the phrase, "Saving Private Lynch," in a comparison to the movie Saving Private Ryan, a fictional treatment based on the actual rescue of an American soldier during World War II. Another news correspondent even refers to Lynch as "Private Ryan" in a segment. ], to the world’s press, was the way the Americans did it. Senior British diplomat William Patey, meeting with Prime Minister Tony Blair after returning from a tour of Iraq, tells Blair that Iraq is closer to civil war and partition along sectarian lines than it is to democracy. Patey tells Blair in a confidential telegram that "the prospect of a low intensity civil war and a de facto division of Iraq is probably more likely at this stage than a successful and substantial transition to a stable democracy. ] The memo is soon leaked to the BBC. Partly due to technological advances made during the First World War, radio became not only a means of receiving information, but also a medium for mass entertainment. In Britain, the Post Office controlled the use of radio under the 1904 Wireless Telegraphy Act, granting licenses to firms under the act. Some commercial firms that wished to exploit this new medium formed the British Broadcasting Company and obtained a licence from the Post After results from the Sykes Committee report in 1923 and the Crawford Committee report in 1925, the government bought the company's shares and transformed it into a public corporation - the British Broadcasting Corporation (BBC). The British Broadcasting Corporation (BBC) introduced the first television service on 2 November 1936. It was limited to the London area and the south east of England. Although only a few people could afford television sets, the technology and service was made available. However, the service was suspended in September 1939 due to the outbreak of the Second World War. Television service did not resume until 7 June 1946. During the late 1940s and early 1950s there was a great deal of debate over the future of broadcasting. This culminated in a White Paper that proposed breaking up the BBC television broadcasting monopoly. The Television Act of 1954 introduced competition using a new Independent Television Authority (ITA) to manage commercial television, while the British Broadcasting Corporation (BBC) continued to be funded by a license fee. The BBC, however, continued to attract plaudits. As a result, the Corporation was awarded a second television channel in 1962 on the recommendation of the Pilkington Committee. In the 1960s, a number of 'pirate' radio stations (such as Radio Caroline) began operating illegally, catering for an audience the BBC radio monopoly had failed to reach. A fourth channel (Channel 4) wasn't added until the 1980s. In the 1990s and up to the present day there has been an explosion in the range of broadcasting available through the use of satellite, cable, and internet technology. Disclaimer: This work has been submitted by a student. This is not an example of the work produced by our essay writing service. You can view samples of our professional work here. Any opinions, findings, conclusions or recommendations expressed in this material are those of the authors and do not necessarily reflect the views of UK Essays. Why For So Much of its History was British broadcasting organised as a public service? By way of introduction, it is important that I explain about the British Broadcasting Corporation, known otherwise as the BBC, in order to get a better insight to what I will be explaining further on. Being the first and the Worlds biggest broadcasting organisation, it has been known to be a public service broadcaster, which has been up and running since 1922, providing services on the internet, TV and radio. I should highlight the fact that when we talk about a "public service", we mean services which have been provided to us via the government. Though according to Ofcom, (Office of Communications) a problem lies when we define this term, as it has 4 meanings attached to it. Firstly, let me shed light on the word broadcasting. Broadcasting is the transmitting of programmes to be heard simultaneously by an indefinitely large number of people-is a social invention, not a technical one. The BBC was to be financed by both tariffs and a licence fee, which after some time proved to be unsuccessful for the rapid expansion of the station. Listeners were building their personal sets with low-priced foreign components, and applying for new licenses. The BBC was not in favour of this and manufacturers were irritated that the production was not proving to be as cost-effective as it should have been. As a result of this, the Sykes Committee was established to help out. There were certain reasons to why the BBC was regulated, which we can consider. One of which, was that there was limited space on the frequency spectrum, which therefore meant that no organisations could appear freely without any government rule, so to limit this, the government had to step in. In other words, there were technological constraints. It was not technically possible to have numerous amounts of signals altogether, which could ultimately cause blockages. Further more, the Post Office were forcing all the electrical manufacturers to create a single system as it was finding it very difficult to control the private broadcaster who were transmitting messages freely without obtaining a licence from them. Following on, we can also take the example of USA into account. The way in which the model of organisation was in USA was not accepted by Britain, as the Politicians thought it was inappropriate and were not fond of what they saw, and moved to other models. The way in which the BBC is funded needs to be examined as well. It is through the licence fee, under the Wireless Telegraphy Act, that enables the BBC to act in the public interest. This fee is paid by households and is undoubtedly a reason to why the BBC is a public service, as the public are paying and therefore the BBC should be publicly responsible.
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Its like you read my mind! You appear to know a lot about this, like you wrote the book in it or something. I think that you could do with a few pics to drive the message home a little bit, but other than that, this is excellent blog. A great read. I'll certainly be back.

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We are a science-led global healthcare company with a special purpose to improve the quality of human life by helping people do more, feel better, live longer.

Every day, we help improve the health of millions of people around the world by discovering, developing and manufacturing innovative medicines, vaccines and consumer healthcare products. 

We are building a stronger purpose and performance culture underpinned by our values and expectations - so that together we can deliver extraordinary impact for patients and consumers and make GSK a brilliant place to work.

Our values are Patient focus, Transparency, Respect, Integrity.
Our expectations are Courage, Accountability, Development, Teamwork.

Key Diversity Information:

“We take pride in being a company where everyone can be themselves, and where diversity is embraced and celebrated. At GSK, we all hold ourselves accountable for ensuring that respect and inclusivity are at the very heart of our culture as a company.

  • Emma Walmsley, CEO, GSK

As a company which improves the lives of hundreds of millions of people globally with our medicines, vaccines and consumer products, we take pride in providing access to all – but we have an opportunity and obligation to do more to improve inclusion and diversity: for our people inside GSK; in the way we do business; and in the communities where we operate. 

We want our company to be a place where diversity of people and thought is valued everywhere and where we’re all able to be ourselves and feel a sense of belonging. Getting this right will strengthen our performance, by bringing us even closer to the needs of our customers and of each other. 

GSK has announced aspirational targets to make further progress on its gender and ethnic diversity representation in senior leadership…

As a result of work to increase female representation in senior roles, GSK has already exceeded its target of 37% of VP-level and above roles being filled by women. The company will now extend this to increase female representation in VP level and above roles to at least 45% by 2025.

In the US, a new target of at least 30% ethnically diverse leaders by the end of 2025 is now in place to increase representation from the current level of 23%. In the UK, the new target is at least 18% ethnically diverse leaders by the end of 2025, from a current level of 11%.

We are a global alternative investment management company where clients come first

Our core purpose is to deliver returns for our clients who entrust their assets to our care.

We do this by placing enormous trust in our people – a diverse, talented and creative team – who each take responsibility for their part in making Marshall Wace the rigorous, disciplined and innovative company it is.

Integrity is fundamental to how we operate. It underpins how we treat our clients, our people, our investments and our communities.

We hold ourselves to high standards and aim to lead by example. We are signatory to several industry standards, including the UN supported Principles of Responsible Investing.

Diversity information

We are committed to social responsibility

Individually and collectively, we look for opportunities to contribute to society through charitable and support initiatives. We wish to set ourselves ambitious, measurable and data driven corporate responsibility targets. We match staff donations up to £12,000 per annum and our founders also found the Ark School initiative. 

We also give grants of up to £5,000 per employee to attend conferences or study new topics in order to advance their knowledge as well as fully paying for any professional qualifications that staff wish to take. 


Vodafone is a leading telecommunications company keeping society connected and building a digital future for everyone. 

Our purpose is to “connect for a better future” and our expertise and scale gives us a unique opportunity to drive positive change for society. Our networks keep family, friends, businesses and governments connected and – as COVID-19 has demonstrated – we play a vital role in keeping economies running & the functioning of critical sectors like education and healthcare.

We are optimistic about how technology & connectivity can enhance the future & improve people’s lives. Through our business, we aim to build a digital society that enhances socio-economic progressembraces everyone and does not come at the cost of our planet.

Diversity & Inclusion: 

At Vodafone, we embrace and welcome everyone.

We’re proud to offer equal opportunities regardless of age, cultural background, disability, gender, marital status, nationality, political belief, race, religious or sexual orientation. Our difference makes us stronger. The best innovations happen when diverse people with different perspectives collaborate. That’s why we’re building an environment where everyone can thrive. Where we track our progress through regular check-ins rather than annual surveys. And where everyone plays a part in making people feel welcome and accepted. 

From networks such as the LGBT+ Friends Network, vodAbility to the Multicultural Inclusion Network, from policies such as the globally-renowned 16-week paid parental policy to those that support victims of domestic abuse. We have a number of policies, processes & people networks that help us thrive in our work environment.


Belonging at work:


LGBT+ Inclusion at work:

Avanade is the leading provider of innovative digital and cloud services, business solutions and design-led experiences on the Microsoft ecosystem. Avanade came to life in 2000 in the middle of the boom. Many companies started with high hopes and fizzled, but we’re still here. Perhaps it’s the strong support of our parent companies, Accenture and Microsoft, or maybe it’s because we have grown and learned as a team, looking out for each other, celebrating our differences and challenging each other to see where our passion and skills around digital innovation can take us.

Avanade is made up of 50,000 individuals. People who share a passion for technology, who push beyond their comfort zone and always bring an open mind and who really care about making a genuine human impact at work. We put them together to solve some complex challenges and bring to life possibilities for our clients around the world.

Our purpose is to make a genuine human impact and doing so starts with creating a company that welcomes every individual and harnesses the unique perspectives they bring with them every day. We celebrate the diversity of our teams and Avanade is a place where everyone can be themselves and are empowered to do their best work.

Diversity information:

At Avanade, Inclusion & Diversity is part of everything we do, from the way we treat people to how we make decisions, to the solutions we take to market. We believe it’s a discipline that must be practiced with vigilance every day.

Avanade has pursued a deliberate and purpose-driven strategy around Inclusion & Diversity (I&D) since our founding in 2000. It started with our focus on a challenge that we face: the lack of women in the technology industry. To address that, we had to go to the root of the problem, which was attracting girls and young women to STEM, offering scholarships and creating programs. But Inclusion & Diversity is not limited to one group of people or one challenge. Inclusion is everyone, everything, every day. It’s the rising tide that lifts all boats. If our inclusive culture doesn’t consider all races, gender identities, ethnicities, sexual orientations, disabilities, ages, religions – all people and all phases of life – it falls short.

In 2019, Pam Maynard became not only Avanade’s first woman CEO, but the first CEO who is a woman of colour. She is passionate about building on the I&D foundation Avanade had already established with a comprehensive strategy that involves every person at Avanade. In 2020, Hallam Sargeant joined Avanade as our first Chief Inclusion & Diversity Officer to help accelerate this vision.

Inclusion: ensuring all individuals feel respected, heard, and that they can do their best work

Diversity: ensuring our workforce demographics reflect our clients and communities

Belonging: ensuring that everyone can be their authentic selves at work and that they feel welcomed and valued

To prioritise these concepts, we must invest in tangible, positive actions: create an inclusive culture, activate allyship, increase representation, accelerate development, communicate with transparency and amplify employee networks.

Arup is the creative force at the heart of many of the world’s most prominent projects in the built environment and across industry. We offer a broad range of professional services that combine to make a real difference to our clients and the communities in which we work. We are truly global. We have worked in more than 145 countries serving more than 7,000 clients. Our 16,000+ planners, designers, engineers and consultants deliver innovative projects across the world with creativity and passion. Founded in 1946 with an enduring set of values, our unique trust ownership fosters a distinctive culture and an intellectual independence that encourages collaborative working. This is reflected in everything we do, allowing us to develop meaningful ideas, help shape agendas and deliver results that frequently surpass the expectations of our clients. The people at Arup are driven to find a better way and to deliver better solutions. 

  • Diversity information:

Equality, Diversity and Inclusion (EDI) is part of our DNA and we continually review our strategies and evolve our practices to redefine what diversity and inclusion means to our people and how we embed it as ‘business as usual’ across our firm.  

We aspire to be – and work hard to be – an organisation which recruits, retains and develops a truly diverse workforce reflective of the communities we serve and the kind of place where people are proud to work.  

Total Inclusion is UKIMEA's over arching plan for 2019-2021. It sets out what we want to achieve in EDI.  We’ve been working on a number of activities with many more to  come: 

​We launched the Women in Leadership programme designed to support high-potential women in developing their leadership skills and to assist with reaching our commitment to employ 40%-60% of each gender at all levels of the firm as soon as we can reasonably do so. 

We provided workshops on challenging inappropriate behaviour to equip people with the tools and confidence to address some of the issues highlighted in the Inclusion Diary Room. Look for upcoming sessions in Moodle or speak to your Office Leader. 

​We celebrated National Inclusion week by showcasing excellence in EDI on our project work. 

We achieved Bronze status in the National Inclusion Standard. 

We celebrated Black History Month with a programme of events including. 

We developed and launched the Inclusive Design e-learning on Moodle in collaboration with the Inclusive Envionrments team.

  • 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  

We are Newton.  

We’re a team of the brightest and most curious minds with a fundamental belief that every organisation can be better. 

We crack some of the toughest business and public sector challenges of the day. Not with reports or copy and paste thinking. But by pinpointing and implementing the changes that will make the biggest difference – and then guaranteeing our fees against delivering measurable results. 
We never start out assuming we know the answer, but we’re always certain we’ll find it and see it through to the finish. By uncovering the data that means the most important decisions are made with facts, not opinions. By bringing together people who live and breathe delivering results. And by embedding in client organisations this same passion, self-belief and know-how to thrive on any challenge in the future. 

Diversity Information:

Newton has multiple networks for both allies and members of the group in question. These include the Wom-N network, the Disability Network, N-Pride and the Ethnicity Network. In turn, the networks run various events. For example, we have had a Gender Month (involving feminist speakers such as Sara Sandford, discussions of masculinity from David Brockway, and a book club focusing on Criado Perez’s Invisible Women). A Black History Month, including a Black Voices Panel session is occurring over October. Newton regularly runs Lunch and Learn discussion groups, to allow employees to learn from the perspectives of others – a recent Lunch and Learn about transgender perspectives was attended by over 100 employees.

What’s Optiver, you ask? Great question!

Optiver is a proprietary trading firm and leading global market maker. This means we trade our own money, at our own risk – but not solely for our own benefit. As one of the oldest market making institutions, Optiver is a trusted partner of 50+ exchanges across the globe. Our mission is to constantly improve the market by injecting liquidity, providing accurate pricing, increasing transparency, and acting as a stabilising force no matter the market conditions. With a focus on continuous improvement, we participate in the safeguarding of healthy and efficient markets for everyone who participates. Pretty cool, right? 

To remain at the forefront of market making (one of the most competitive segments of finance), we need the world’s top interns and graduates, and their fresh ideas. With nine global offices from Shanghai to Sydney, and Amsterdam to Chicago, we’re passionate about attracting and developing the next generation of tech and trading talent globally. Get excited, because this is where you come in.

Diversity and Inclusion

Over the decades, we have witnessed the tremendous value of diversity as people from a variety of backgrounds bring different perspectives to business questions and problems, leading to better solutions. We firmly believe that our business should reflect society, which is why diversity is a top priority. By getting involved at a grass roots level, we hope to encourage more girls to choose mathematics as a study path at school and to pursue careers in science, technology, engineering and mathematics-related fields. We have expanded our partnership with Girls Mathematics Olympiads around the world by supporting the Dutch and Australian teams as well as the European Girls Maths Olympiad that attracts candidates from across the globe. Besides supporting girls at a school level, Optiver’s various offices support organisations and student societies that seek to inspire women to choose technology and trading careers. We also provide support and empowerment to every individual we hire and we believe that great ideas and impact can come from everyone.




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.

Diversity information:
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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