• The company runs three defined graduate programmes (Commercial, Development, Technical) plus an Apprenticeship Programme, creating multiple first-role routes rather than a single intake funnel.
• Trafigura lists graduate programme locations across several global hubs, including Geneva, Singapore, Houston, Calgary, Montevideo, and Shanghai, which widens access beyond one headquarters city.
• The company publishes minimum entry requirements and application prompts for the apprenticeship pathway, making the “school leaver to professional role” route visible rather than hidden behind informal hiring.

‍

• The company publishes a step-by-step recruitment process for the Commercial Graduate Programme, including a Workday application, screening interview, online reasoning tests, virtual interviews, and a final in-person assessment centre with practical tests.
• Trafigura publishes similarly specific processes for the Development and Technical graduate programmes, including coding tests for technical applicants and a final case presentation stage for the development track.
• The company faces a consistency gap because public candidate interview feedback is mixed, and Trafigura does not publish standard timelines or feedback commitments that candidates can rely on across locations and programmes.

‍

• The company structures the Commercial Graduate Programme with a one-month remote summer school covering trading fundamentals and simulations, then rotations and a Trader Assistant year, which is clearer than “learn on the job” phrasing.
• Trafigura positions learning as desk-adjacent work, stating that graduates work alongside and learn from experienced traders, and the programme ends with a progression assessment tied to role readiness.
• The company builds learning through rotations in the Technical Graduate Programme (structured six-month rotations across Trading IT, Data Science and Engineering, and Research Analysis), which is a concrete support model for early-career technical hires.

‍

• The company does not consistently publish salary ranges for early-career roles on programme pages or job listings, which limits pay transparency for candidates comparing offers.
• Trafigura’s annual reporting includes people-policy signals like enhanced maternity leave and flexible working in trading divisions, which supports stability and baseline benefits even when pay ranges are not visible.
• The company has only limited reliable public pay evidence for early-career roles, with most compensation visibility coming from third-party estimate aggregations rather than employer-published bands.

‍

• The company links the Commercial Graduate Programme to a stated progression checkpoint, ending with a final assessment for progression into a junior trading role rather than leaving outcomes implied.
• Trafigura’s public “Meet our people” profiles include examples of former graduates moving into roles such as traffic operator and research analyst, which indicates the pathway can convert into longer-term roles inside Trafigura.
• The company does not publish measurable early-career outcomes such as graduate intake size by year, programme completion rates, conversion rates, or typical time-to-promotion, so candidates cannot judge what “average” progression looks like.

‍