Jefferies Financial : 2025 Culture and Community Report
JEF
Published on 06/18/2025 at 15:41
Culture and
Community Report
JUNE 2025
Introduction
Letter From Our CEO and President 4
Letter From the Culture and Community
Committee of the Jefferies Board 5
About Jefferies 6
Our Approach 9
2024 Highlights 12
Back to contents
Letter From Our CEO and President
One of us has been here for 35 years, and the other has been here for 24 years. That means together we have committed ourselves to Jefferies, to our clients, to our employee-partners, to our directors, to our strategic partners and to all our stakeholders for just shy of sixty combined years.
Sixty years ago, Jefferies was only about two years old (having been founded in October 1962), one of us was about three years old, and the other was almost seven years old.
Where are we going with this? It's simple: enduring vision and execution.
Despite the age similarities we just mentioned, unlike we two, Jefferies is still very much in its youth. One thing we have said over and over again -and we are incredibly fortunate enough to be able to do so time and time again and to be spot on every time we say it-is that Jefferies is in a better position than it has ever been to capitalize on the future. And we
believe that is more true today than it has ever been (we know-we always say that too).
Support reciprocated by our employee-partners, directors, strategic partners, stakeholders, and clients is the foundation of Jefferies' financial soundness and cultural strength.
Growing Jefferies culture, brand, profits and market share, in turn, accrues directly to us and to all our constituents.
Doing what is good for Jefferies ultimately is doing what is good for the global communities in which we do business, and the clients that we support, in turn, provide critical services, goods, modernization, technology, transportation, sustenance, working and living spaces, and employment and other opportunities.
Each of those goods and services and opportunities accrue not only to the benefit of their recipients but, mutually, to the companies providing them and, so, to Jefferies and our constituents.
In virtually every way, these symbiotic relationships are what drives local, national and global prosperity and sustainability.
resolutely standing behind each of our constituents, which we and the current and future leaders of Jefferies will do for the good of us all.
If we are right, we have no doubt that in another six decades, the lucky stewards who have been fortunate enough to inherit Jefferies and its legacy in 2085 will proclaim with the same optimistic confidence that we do today that Jefferies is in a better position than it has ever been and is fortified to do even better as it forges into 2086 and beyond.
Please read on to see how we have practiced what we preach in 2024. And-as always-if you have other ideas you think we should implement, we would love to hear from you.
The reason for that year-in and year-out growth and optimism is because the Jefferies team and all the constituents mentioned above are, as we are, united for, invested in and fully committed to Jefferies' growth and durability. With the team's invaluable help, we all keep Jefferies healthy, vital, relevant to its times, and one market cycle away from its next significant growth spurt.
We almost said long-term durability in that last paragraph but, by definition, all durability is long term. Durability is also cooperative and reciprocal:
Each of us unites to give our all to drive Jefferies to bigger and better things and to support all our united constituents.
And that, really, is why unity-driven endurance is crucial. Like MIT Professor Lorenz's now-famous thesis regarding the butterfly effect (the notion that the flap of a butterfly's wing might ultimately cause a tornado)1, the failure of any of the myriad relationships and reciprocal support efforts-even minor ones-could have significant local, national and global impacts.
For that reason, we are committed to supporting the culture and community efforts we have always supported and endeavor to ensure that Jefferies continues to support every single constituent we touch. It's just plain good for Jefferies to do so. Indeed, we have no doubt that one of the foundational strengths that has made Jefferies the strong, still-young and still-growing firm that it is today is our strong culture of
Chief Executive Officer
President
1Professor Lorenz's lab work was published in 1961-a year before Jefferies was founded, when one of us wasn't even born yet, and the other was about to celebrate his sixth birthday.
Letter From the Culture and Community Committee of the Jefferies Board
When we first began publishing these reports, our Committee was in its initial phases. At the time, when Jefferies prepared to speak to the public about these matters, it plumbed the company to see what it was doing to support our culture, our people and the communities in which we lived and worked.
We were very pleased but, as we and management have noted before, not at all surprised to see that our adherence to long-termism had resulted in myriad projects and programs that allowed Jefferies to speak volumes about what the company was doing on the environmental front, on the social front and on the governance front. To see what we came up with, we invite you to browse through Jefferies inaugural report. It is worth noting, though, that none of the activities in which Jefferies was engaging were initially or ever aimed at checking some box. To the contrary, in each instance, the underlying motive for each project that was reported was a combination of growing Jefferies for the long term and driving revenue and profitability in the near and long term.
Likewise, everything the company did was and is aimed at seeking not only a highly talented but also a diverse group of employee-partners. We and management have noted before that such a talented and diverse team will drive profitability and support Jefferies' advancement and sustainability. And perhaps even more important, once the company was lucky enough to build that talented team, the next step was to make sure they felt, as all their successful predecessors had felt, that Jefferies was their extended family. For a few examples of how we are doing that today,
we direct your attention to pages 15, 16, and 18-21of this year's report.
And to stress a crucial point, none of this was performative. We didn't set goals just to be able to say we set goals, and in every instance, our main criteria was and is talent. And the Committee is confident that all the work on this front has helped to drive the growth and success that Jefferies has achieved.
But let's get back to the Committee's year. The really exciting thing about Jefferies' efforts relating to our culture and our communities is how those efforts evolve, grow and are fine-tuned every year. For our part,
the following matters have taken up the Committee's time since last year's letter.
As we have discussed for the past few years, we have continuously enhanced our measurement of our carbon footprint as well as increased the quality of offsets purchased to mitigate that footprint through the implementation of a carbon accounting software solution in 2023 to augment our data collection processes; the expansion of our GHG Scope 3 categories of emissions calculated and disclosed; and specifically this year we purchased higher quality offsets that have a greater beneficial outcome on the environment.
With the expert assistance of Aniket Shah, Jefferies' Global Head of Sustainability and Transition Strategy, the company has updated its internal training to reflect the current landscape to both educate
Jefferies' employee-partners and to arm them with data that is meaningful to their clients.
As some of our readers may know, in the United Kingdom, Jefferies International Limited, our London-headquartered entity, is mandated to provide a gender-gap analysis that compares the average male compensation across men with the average female compensation across all women. The results of the gap analysis have always seemed skewed, so the company engaged in a role-based gender-gap analysis and were pleased to confirm that, upon looking at men and women in the same or very similar positions, there was no material gap either way.
As you may have noticed, we changed the name of this committee to the Culture and Community Committee. We did so to reflect the breadth of our scope.
Jefferies Board
4 of 12
directors added in last five years
4
board committees chaired by diverse independent directors
ł3%
5 of 8 independent directors are diverse by gender/ethnicity
50%
6 of 12 directors are diverse by gender/ethnicity
33%
4 of 12 directors are women
Disclaimer
Jefferies Financial Group Inc. published this content on June 18, 2025, and is solely responsible for the information contained herein. Distributed via Public Technologies (PUBT), unedited and unaltered, on June 18, 2025 at 19:40 UTC.