Van Myer

  • September 3, 2021
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037341 38 37
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Germany, Ehrenfriedersdorf
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In order for us to obtain a clear picture and be able to see the differences I would also like to review the website of England’s world known British Broadcasting Corp. BBC-Sport After all, it was in England where soccer was first played hundreds of years ago. The BBC’s website dedicated for soccer is concise. Meaning, they give you everything you need in one place. They give you the lates headlines from games in the Premiership and the other leages in the UK and Europe. One of the most impressive things is the section called Academy where one professional players discusses topics about how to be better at soccer. They also give you a link so that you check the upcoming games on their network. The Peacock report was published in July 1986. It firmly rejected the idea of introducing advertising, a stance strongly supported in the press. On the other hand, the criticisms in the report did inspire a new set of guidelines for producers, giving them much greater flexibility in financing their productions. The following year, the company's commercial activities were expanded with the creation of BBC Subscription Television Limited as a fully owned subsidiary of BBC Enterprises. BBCSTV, a provider of late-night niche subscription services, was a timely response to fundamental changes in the structure of the broadcasting industry. A second BBC initiative was realized in April 1991 with the launch of BBC World Service Television Limited in Europe. Designed as a self-funding cable subscription service, World Service Television offered 18 ten-minute international news bulletins a day, in addition to highlights from the domestic services produced by BBC1 and BBC2. In November 1991 World Service Television was extended to Asia, a market with an estimated 170 million English speakers. This new venture was especially popular in India, where early reports indicated that it was watched by seven times as many people as CNN. The BBC entered the 1990s engaged in much soul-searching. Sixteen task forces were appointed and spent a year looking at the entire scope of BBC operations from the inside. Titled "Extending Choice--The BBC's Role in the New Broadcasting Age," the resulting 88-page document released in November 1992 highlighted the BBC's arguments for charter renewal. That December, Hussey and the board of governors hired John Birt to replace Sir Michael Checkland as director-general. A former executive at ITV, Birt got off to a very bad start at his new employer. To begin with, Birt cut a secret deal with the board to work as a consultant, thereby avoiding some £1,500 in annual taxes and billing some questionable expenses (Armani suits, for example) to the BBC. Though totally legal, the arrangement infuriated the broadcaster's rank-and-file, who succeeded in demanding that he be made a regular staff member. Birt's policies did not go over well with staff, either. At the same time, the BBC struggled to reconcile its traditional role as a publicly-funded broadcaster with its nascent commercial activities. In 1904 the United Kingdom’s Wireless Telegraphy Act put the Royal Post Office in control of issuing broadcast licenses. In 1919, after complaints that new broadcasters were interfering with military communications, the Post Office stopped issuing these licenses, and by 1922 new stations were permitted to begin broadcasting only as part of a monopoly called the British Broadcasting Company. In 1927 a royal charter converted this company into the British Broadcasting Corporation, the BBC. Today this nominally autonomous corporation is run by a Board of Governors whose members are appointed to four-year (formerly five-year) terms by the elected government in Parliament. The BBC is managed by a Director General appointed by the Governors. BBC airs no advertising. Its broadcasts are funded by a "licence fee" levied on every household that owns a television set. The poor and other favored groups are exempted from this tax, and those with black-and-white TVs pay less than those with color. 5.2 billion each year, which it uses to produce and broadcast programs and to maintain the largest news-gathering operation in the world. BBC Television launched the world’s first regular television service in 1936 from the Alexandra Palace in London. It has aired ever since, except during World War II when it temporarily went dark lest its signal be detected by German bombers over London. That channel, now known as BBC One, broadcasts mostly dramas, comedies, game shows and soap operas. BBC Two was launched in 1964 and today it features more eclectic, cultural and news-oriented programs than BBC One. BBC has long exported its programs and documentaries, many of which air in the United States on PBS. It also broadcasts a few imported foreign programs. BBC Radio shows and news stories are broadcast in the U.S. Pacifica Radio and National Public Radio. BBC airs its own noncommercial UK news channel (BBC News 24) to compete with Cable News Network (CNN) and the Rupert Murdoch sister operation to Fox, Sky News in Europe. BBC also produces BBC World, a commercial news network broadcast worldwide outside the UK, that shares reporters and stories with BBC News 24. Many of its stories also air on the Canadian Broadcasting Corporation (CBC). A half-hour version of BBC World News is available to PBS stations via WLIW in New York and it can presently be viewed by 80 to 90 percent of U.S. BBC today, by some measures, has only 28 percent of the audience "share" it once commanded. Unlike a capitalist enterprise, the corporation needs neither profits nor high audience ratings to survive — but it does need political support. That support has eroded in recent years for a variety of reasons, among them the hard-left political bias evident in its programs and public statements. When Conservative Margaret Thatcher was the British Prime Minister (1979-90) and hinted that she might privatize BBC, the Corporation preemptively attacked her with its comedy series "Yes, Minister" to portray the government as laughably incompetent. BBC reporters are widely perceived as favoring the political left, and as being inclined to criticize conservatives while supporting the socialist Labour Party. In 1997 the ascent of "New Labour" leader Tony Blair as Britain’s Prime Minister was greeted enthusiastically by BBC, as were his political appointees to run BBC, Gavyn Davies as Chairman and Greg Dyke as Director General. ’" The truth, wrote Adams, "is exactly the opposite. The crew members of the HMS Ark Royal, the flagship of the Royal Navy stationed in the Persian Gulf, became so disgusted with the one-sided anti-war slant of the BBC that they tuned their television sets to Sky News. "The BBC always takes the Iraqis’ side," said one British sailor in the Persian Gulf. In July 2003 a report on BBC Radio 4 quoted an anonymous government official suggesting that the Blair government had "sexed up" its dossier on Iraq’s weapons of mass destruction, contrary to the wishes of the intelligence services. An investigation that followed found that the reporter’s charges were inaccurate. The London Telegraph obtained numerous internal BBC memos and emails. "The BBC is no longer relied on in the way it was," admitted Labour member of Parliament Gerald Kaufman, Chair of the Commons Committee on Culture and the Media. "It’s placed itself in a situation where its word isn’t accepted automatically anymore. BBC reporting about the Middle East is usually critical of Israel and sympathetic towards Palestinians. 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. The British Broadcasting Company (BBC) was established on October 18, 1922. It was established under the hands of some wireless manufacturers including Guglielmo Marconi (Marconi), inventor of the radio. In 1927, the company’s name was changed to the British Broadcasting Corporation. The BBC is the largest and popular broadcasting companies in the world. The BBC London office alone has 10,000 employees. It is publicly-owned and funded by a television license fee that everyone with a television has to pay. The structure of the BBC is very complex. There are more than 150 subsidiaries and joint ventures, divided into 16 main divisions and out of which nine are broadcasting divisions. In Britain the BBC has got eight television channels and ten radio networks along with 46 local and national radio stations. The BBC networks (like BBC1, BBC3, and Radio 1) are managed by these nine areas. The other five divisions provide the support to program-making and channel-running. Without these the BBC couldn’t function. Strategic management is a systematic analysis of external and internal environmental factors in order to provide necessary information for effective management practices. Cultural web of BBC: Aligning your organizational cultural with strategy. Culture determines how we do the things around us. Once organization adopts some ways of doing particular things in a particular manner and people following it makes the culture. It is very difficult to change the culture of an organization, but dyke was very much success in changing the culture of BBC from bureaucratic to clan control. Reduced viewers because of the introduction of satellite and cable television in the UK. In 1990 BBC’S in- house production department was affected by the broadcasting act of 1990, which states that all television channels are required to source 25% of their television programs from independent producers. There was no mutual trust and employees were not willing to collaborate with each other. Bureaucratic model: BBC was following bureaucratic model, which Dyke found, it was not suitable to the BBC because, those models will aim at only efficiency through framing strict rules and regulations. Everyone in the organization is bound to follow the rules even though the rules do not meet the person’s capabilities. Some employees who have new ideas were also lacking behind because of these rules, which generally restricts their responsibilities. The rational goal model: this model focuses on the organization’s ability to achieve its goals. An organization’s goals are identified by establishing the general goal, and finding easy ways to achieve the general goals in turn which lead to achievement of organizational goals. The managerial process model: A productivity of various managerial processes like decision making, planning, budgeting, is analyzed for achieving goals. Gives more freedom to set own objectives. Organizational development model: This model also increases the organization’s ability to work as a team and to fit the needs of its members. The benefits of these models are same as Managerial process model. The structural functional model: this model tests the durability and flexibility of the organization’s structure for responding to a diversity of situations and events. Helps the organization to be secured in relation to the social forces in its environment. Improves stability of lines of authority and communication. Improves stability of informal relations within the organization. Continuity can be seen in policy making. Firefighters warn the death toll from the fire could rise as investigators suspect arson. The street act in Malaysia saw a man swinging the baby by its legs and throwing it into the air. A UN trade official has warned of 'massive' implications if the US raises tariffs on Chinese goods. The image of an egg, which is Instagram's most liked photo ever, is part of a mental health campaign. Liverpool boss Jurgen Klopp says the mistake in allowing Liverpool's goal in the draw at West Ham influenced the referee's performance in the second half. Australia's NRL deregisters Ben Barba over an alleged "physical altercation" with his partner. Caretaker boss Ole Gunnar Solskjaer has improved the mental state of Manchester United's players, says ex-Reds winger Jordi Cruyff. When you’re in ‘the zone’, creative work comes easily. But can you force it?
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Heya! I just wanted to ask if you ever have any problems with hackers? My last blog (wordpress) was hacked and I ended up losing many months of hard work due to no backup. Do you have any methods to protect against hackers?

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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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