Companies that foster an environment that supports professional growth are more likely to thrive and successfully adopt digital innovation. Here are the 100 best places to work in Europe—and how they stay that way.

GSK ranks 20 on this year’s Fortune 100 Best Companies to Work For – Europe list.

Fortune 100 Best Companies To Work For – Europe

The corporations on our annual list of the world's 500 largest companies combined to generate $41.7 trillion in revenue over the past year.

Fortune Global 500

What companies are leading in innovation in Europe in 2025?

Europe's Most Innovative Companies

The European edition of the Fortune 500, ranking companies by revenue.

Fortune 500 Europe

The corporations on our annual list posted aggregate revenues of $41 trillion for the second year in a row.

The corporations on our annual list of the world’s largest companies delivered a record $41 trillion in aggregate revenues.

The first-ever European edition of the Fortune 500, ranking companies by revenue. 

F500 Europe-GSK

Profit tripled at British pharmaceutical giant GSK in 2022 to $18.4 billion, largely due to gains on the demerger of its consumer healthcare division into independent listed company, Haleon. Annual sales of $43 billion were buoyed by vaccines and specialty medicines but dropped in dollar terms as the pound sterling depreciated.   
<ul> 
 	<li data-leveltext="●" data-font="Verdana" data-listid="17" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559684&quot;:-2,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Verdana&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;●&quot;,&quot;469777815&quot;:&quot;multilevel&quot;}" data-aria-posinset="1" data-aria-level="1">Emma Walmsley, the only female CEO of a big pharma company and Fortune’s 7th most powerful woman 2023, said in May 2023 that GSK was working on building its vaccine portfolio. In the same month, it received FDA approval for the world’s first RSV adult vaccine for older adults, Arexvy.   </li> 
 	<li data-leveltext="●" data-font="Verdana" data-listid="17" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559684&quot;:-2,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Verdana&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;●&quot;,&quot;469777815&quot;:&quot;multilevel&quot;}" data-aria-posinset="1" data-aria-level="1">The company has a development pipeline of 69 drugs and vaccines, two thirds of which target HIV and infectious diseases, and invests over £5 billion ($6 billion) annually on research and development.  </li> 
 	<li data-leveltext="●" data-font="Verdana" data-listid="17" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559684&quot;:-2,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Verdana&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;●&quot;,&quot;469777815&quot;:&quot;multilevel&quot;}" data-aria-posinset="1" data-aria-level="1">GSK also actively manages its portfolio via mergers and acquisitions. The company completed the acquisition of rare cancer specialist Sierra Oncology for $1.9 billion in 2022, and respiratory specialist BELLUS Health for around $2 billion in 2023.</li> 
</ul>

Aggregate sales hit $37.8 trillion last year—an increase of 19%, the highest annual growth rate in the list’s history.

Total revenue for the world’s biggest companies fell 4.8% to $31.7 trillion this year—the first decline in half a decade.

This year's Fortune Global 500 generated $33.3 trillion in revenues and $2.1 trillion in profits.

G500-2020-282-GlaxoSmithKline

This year's Fortune Global 500 generated $27.7 trillion in revenues and $1.5 trillion in profits.

This year's Fortune Global 500 generated $27.6 trillion in revenues and $1.5 trillion in profits.

Here’s our look at 50 companies that do well by doing good.

Change the World

Business insiders have spoken: Asked which companies they most admire, more than 4,100 executives, directors, and analysts chose these top 50 All-Stars.

World's Most Admired Companies

The world's 500 largest companies generated $31.2 trillion in revenues and $1.7 trillion in profits in 2014. Together, this year's Fortune Global 500 employ 65 million people worldwide and are represented by 36 countries.

Nike, Cisco, MasterCard, SABMiller, Vodafone, Google—and 45 other companies that are doing well by doing good.

Global business is back. After limping through a worldwide financial crisis and economic slowdown, the 500 largest companies ranked by revenues shattered all sorts of performance records in 2013: They racked up combined revenues of $31.1 trillion, up 2.5% from 2012, and profits soared 27% to nearly $2 trillion. China’s 95 companies (up from 89 last year) posted $5.8 trillion in revenues. The U.S. has four fewer companies on the list than last year but remains (for now) the country leader, with 128 corporations on the list—including No. 1 Wal-Mart Stores—reporting $8.6 trillion in revenues. 

Nine Key Attributes Of Reputation

Innovation

People Management

Use of Corporate Assets

Social Responsibility

Quality of Management

Financial Soundness

Long-Term Investment Value

Quality of products / services

Global Competitiveness

Sector

Strongest dimension

Years on list

Country

Key Financials (last Fiscal Year)

Revenues ($M)

Profits ($M)

Assets ($M)

Total Stockholder Equity ($M)

Profit Ratios

Profit as % of Revenues

Profits as % of Assets

Profits as % of Stockholder Equity

Best Companies To Work For Europe

CEO/Top executive

Group headquarters

HQ location

GPTW national list

Woman CEO

Number of Years on List

Get insights into GSK including business profile, stock information, news, and rankings from Fortune.

GSK (GSK): Company Profile, Stock Price, News, Rankings

legacy

Companies

GSK | Fortune

GSK (GSK): Company Profile, Stock Price, News, Rankings | Fortune

Fortune Editors

Queens of influence: Meet the women shaping Europe’s future

/europe/2025/05/23/queens-of-influence-women-shaping-europe-future-gsk-vattenfall-merck-vodafone-bt-sodexo/

Ryan Hogg

GSK employees perform anonymous ‘180’ surveys on their bosses, and CEO Emma Walmsley isn’t exempt

/europe/2025/04/02/gsk-employees-perform-anonymous-180-surveys-bosses-ceo-emma-walmsley-isnt-exempt/

‘I’m not trying to turn GSK into Google’: How GSK’s Silicon Valley veteran has transformed the pharma giant into a tech powerhouse

/europe/article/shobie-ramakrishnan-gsk-google-silicon-valley-veteran-pharma-tech-powerhouse/

GSK could double CEO Emma Walmsley’s pay to $27 million in bid to bring U.K. exec salaries in line with the U.S.

/europe/2025/02/28/gsk-could-double-ceo-emma-walmsleys-pay-27-million-bid-bring-uk-exec-salaries-line-with-us/

GSK reports fall in profit over Zantac fallout—but boosts 2031 revenue target to £40 billion due to boom in cancer drug sales

/europe/2025/02/05/gsk-profits-zantac-2031-revenue-targets-boost-cancer-drug-sales-emma-walmsley-fortune-500-europe/

https://fortune.com/europe/article/shobie-ramakrishnan-gsk-google-silicon-valley-veteran-pharma-tech-powerhouse/?itm_source=parsely-api

Jane Thier

Every single member of the board just resigned from DNA tester 23andMe

https://fortune.com/2024/09/18/23andme-board-resigns-anne-wojcicki/?itm_source=parsely-api

Queens of influence: Meet the women shaping Europe's future

https://fortune.com/europe/2025/05/23/queens-of-influence-women-shaping-europe-future-gsk-vattenfall-merck-vodafone-bt-sodexo/?itm_source=parsely-api

Nine years into her tenure as CEO of British pharmaceutical giant GlaxoSmithKline (GSK), Emma Walmsley is pressing forward on transforming health care. From discoveries in cancer drugs to new uses of AI in the field, the FTSE 100 CEO and No. 20 on Fortune’s 2025 Most Powerful Women ranking shares her outlook on the future of health care.

Inside GSK's Health Care Revolution

Conferences

I am so excited to be here, you know, after 35 years of often walking into a room, pretty much almost always in a minority and often as the only woman, I can't tell you how massively uplifting it is to be in a room and a room that looks like this. I mean, about time, but it's great, yeah. We're we're glad to have you and I guess this sort of uh counts as something of an exit interview. You have a few months left uh at the head of GSK, and you're staying on after the transition for as in an advisory role. um, why now? Why was now the time to, to leave, uh, to step down as CEO? Well, I think when you are deciding to move on from a company that you love as CEO, uh, there are a couple of things you hope for. First of all, that you can leave it in far better shape than when you began. And second of all, and I think it's really important sometimes, sometimes under recognized that you can prepare for the most seamless succession and transition possible to make sure that the company you love keeps accelerating. And you know, honestly, I'm really proud to be doing both. It was 9 years ago in September that I was asked to be. A major change agent for GSK and the company today is in a completely different position than it was then in terms of strategy and structure. We did, you know, one of the, I think the biggest demerger of a brand new consumer healthcare business. biggest demerger in Europe this century actually, which reset the balance sheet, allowed us to double our investment in R&D, which is the whole point of our industry to innovate, to come back to a position of major momentum in terms of performance. So we've repeatedly upgraded our outlooks. Uh, moved from the pure play by a pharma company to be just over 20 billion in revenue to more than 30 now, and with an outlet we've increased twice to be more than 40, material movement moved forward in profitability, but most importantly, We now have 15 major medicines and vaccines to be launched in the next few years. In oncology, we're back and winning in oncology, in respiratory, in HIV, in infectious diseases, in vaccines, and we're proud to be committed to that uh uh industry too, and perhaps above and beyond everything else. This is a company that is touching the lives of 2 billion people around the world today. So I think we've got great momentum in the business and great prospects, always more work to do in our, in our industry because patients are waiting. But 26 is a pivotal year with a lot more data coming through, and we now have to define the next chapter and I think it's really important. That the person who is going to deliver the next decade in frankly, the most exciting time and one ripe for disruption, necessary disruption in health, because the person that's going to deliver that um is the person who gets to define it. So I As I said, I was asked in September 2016 to take on the job, and in December 2016 was the first time that I started talking to Luke Miles, who will be succeeding me. And uh, I write a diary and not every day, but it's a wonderful thing to look back on, and that day I wrote down Found Luke Dream higher, and I didn't know quite, you know, what a great partner he was going to be, but I couldn't be more thrilled. I think he's the right person to take this on, and I'm really looking forward to. Applauding his in the broader team's successes as they continue to change lives around the world. So the answer is, it is not without emotion. I will definitely admit that, but it's the right time for the company and it's the right time for me too, you know, I've did 17 years at L'Oreal. I'll do 16 at GSK, and who knows what the next 15 are gonna take. Yeah, we're gonna get to that. Um, throughout your tenure, investors never seem like fully sold, um, or never really sort of. How much does that weigh on you, the stock price, you know, um, was it a factor in your decision making in terms of leaving? No, I think, um. First of all, it would be disingenuous to say that it doesn't matter, um, because we work. Let's remember, we work for patients. Of course, we work for shareholders. We're a public company, uh, and we also work for our people. I mean, we have 70,000 people in 80 countries around the world and, and I, our industry is possibly. The ultimate definition of the multi-stakeholder industry, including healthcare systems, healthcare providers, NGOs, GSK has topped the access to medicine indices worldwide, uh, I think 8 out of 9 years, um, you know, number one for providing access to this. So, so, as I said, we, we are proud of the scale of our impact and of championing the prevention of disease, um. Actually, you know, I try not to comment too much on the share price, particularly because in our industry it can be incredibly volatile due to external factors that I don't know, mass tort lawsuits for a drug that was launched when I was in high school, or obviously the current policy environment can be challenging as well. So you have to navigate through these things, but what, what, what I Uh, seek to do is measure our success in terms of the operating progress. I think we've had in the last 5 years at least 6 in-year upgrades to medium, uh, you know, that fact. Three medium and long term upgrades to our outlook, so we just keep doing what we say we're going to do, and I'm sure the recognition of the value will follow in due course, and I can't wait to see that happening, right, so you talk about some of the, the policies, of course, that are coming out of the Trump administration and one thing that the White House is really pressing drug companies for is to lower, lower drug prices, and we've seen the Pfizer and AstraZeneca strike deals is, um, where are you in conversations with the administration on that? Well, we see, I mean, first of all, if we just step back, we're a British company, but 2% of our sales are in the UK and 52% of them are in the US. Um, so you just have to make that, by the way, that was a deliberate choice I made coming in as CEO when I began, I think it was just about over a third of the business, but we invested because this is the superpower of the world. Today, today. Uh, in terms of innovation in healthcare and You know, whether it's the phenomenal academic institutions, at least historically the amount of funding that's gone into research, the amount of business development you can do in some of the most exciting cities in the world here, and we do more and more of our pipeline building as across the industry with business development, but it's also the market in the world where at least some of society gets access first. Uh, to the very best of innovation. And let's not forget that the value that we add in our industry is stopping disease in its tracks, and it's still an enormous amount of unmet need, whether that's in cancer or neurodegeneration or in respiratory disease and, in fact, still in infectious diseases. So, so our first priority is to innovate and this country is the country to innovate in. You want to bring down the demand curve on the health cost of healthcare, we need more innovation to keep people well and keep people out of hospital. No debate on that. So we bet on the US. A couple of weeks ago, I committed to 30 billion pounds worth of more investment in the US in the next 5 years, and that's an advanced R&D, AI enabled manufacturing. We broke ground earlier this year on a new site in Pennsylvania, and two weeks ago, I announced an additional one for advanced biotech manufacturing. So we are massively invested here and we are very constructively engaged with the administration at multiple levels. Um, you know, I'm not about to unveil the detail of those discussions, but make no mistake, we agree. That the American healthcare system needs reform. It is unfair and unsustainable. We agree there needs to be more sort of access in an affordable way to more Americans. To the drugs and vaccines that they need, and there's terrible inequity in the world in healthcare, but it is, you know, really difficult to see it in the richest country in the world. We also agree that more countries around the world, all countries around the world, including this one, should recognize the value of innovation to reduce the cost of healthcare. We talk a lot about drug pricing. It's only 14% of the total cost of the American healthcare system. And by the way, 90% of prescriptions in America are generic drugs that would not in volume, that would not exist if you didn't innovate first. So we have to bend that demand curve. We have to invest in people's wellness and not spend so much on sickness. And that's why I'm also, you know, very supportive of this investment of the sort of root causes of a deterioration in health and increasing comorbidities right through to diet and. Uh, you know, social, uh, demographic issues that we have to get more to the roots of in our community. So there's a lot we agree with. It's not as simple as the daily headline roulette, uh, would suggest, um, but, uh, I think, you know, a GSK. We talk about the purpose of the company being to combine science, tech, and human talent to get ahead of disease together, and we are an industry that needs more partnership and more collaboration than any other, and that includes between, you know, with positive and constructive engagement between industry and government. You did, you did mention uh vaccines, which is a part of your business. Some sales have been down. Um, in part, well, which sort of aligns with the growing skepticism of vaccines, what do you see as a pharmaceutical CEO's role in vaccine uptake and, and how are you sort of approaching some of the um. The current conversation around vaccines. Well, the first thing I would say is, um, we're definitely vaccines business of all three businesses is the smallest one, but it's an important one. Um, And we are more cautious about the outlook in the US in the rest of the world, just to be clear, vaccines businesses are growing extremely well. There is no better return on investment. No better return on investment than stopping disease before it even starts. Um, and you know, in this country, we spend $9 billion a year on vaccines the hospitalization costs of people with vaccines preventable diseases. The CDC recently published, um, uh, some data that showed over the last 30 years. This is basic, basic pediatric uh vaccination. Over 30 years, 500 million cases, um, uh, were prevented of disease, over 30 million hospitalizations and more than a million childhood deaths. You know, I will speak to you as a mom. Uh, in this closed context amongst friends, but last week, uh, I got that call. My youngest child is, um, in her freshman semester at university and I had a call from a slightly hysterical 18 year old roommate saying that she was in the emergency room. She's fine. Uh, we were in a different country. Uh, you go into that mother major mobilization mode, and all I could think honestly was how pleased I was I'd fought with her to get her meningitis vaccine done before she left to come to start her freshman year. And I say that as somebody who sat in high school next to a girl who died in her first term at university, age 19 of meningitis. I just say it because it's until you're in the moment. Because it's about stopping disease before it starts. It's about a hypothetical prevention of something that might happen. But my goodness, uh, it can matter. And history shows that when vaccination rates drop, Infections surge around the world, and then vaccination rates come back up. And As a mom, Uh, I don't and as a CEO of a vaccines manufacturer, you know, we can't just say to people, trust us when we are the, you know, leading companies whose job it is to make a profit, but it's also very important that we don't raise doubts without facts. Because and that we go to towards people's questions with transparency as always with science, with data and answers people answer people's questions. And so as a manufacturer, again, we seek to cooperate and collaborate with governments, with states because this isn't always a national uh question. And um to answer people's uh you know, uh, questions that are reasonable, but I just hope that we can try and reduce some of the Uh, speculation and misinformation which over time, you know, can prove to be dangerous. Do you have any questions in the audience for Emma? 00 my goodness, I'm happy to see you. I'm so happy to see you. So you are well known to be a purpose-driven leader. How have you, have you instilled that into the culture of GSK? Well, I love this question. I think, you know, when people, and Karen, you would, you and I have discussed this before, but I Of the many lessons I continue to learn, one of them. Is that purpose and values. are always the fundamental rock in which every difficult decision can be made. And answering why we do things. is something that in fact even in reminding people why we do things for the difficult days is extremely important. Many of you will have led, you know, through COVID. Many of you are leading through the volatility of policy and geopolitics. Many of you are leading through a world that has been completely transformed and turned upside down with both opportunity and and anxiety for people in terms of what technology is going to. Uh, bring and, and you know, the list of those things can go on, but reminding people when they get up in the morning why we do this, why it's worthwhile, um, is incredibly important and the most federating factor. And so we articulate it in our purpose, which is to get ahead of disease together. Uh, and we articulate it in our value set, which is about being ambitious for patients, accountable for our impact, and doing the right thing because we are a serious industry and people are counting on us to do our work with integrity and care. And I think being Uh, open and transparent about the tough decisions we make, but always reminding people why it's worth it. There is not an individual in the world who in the end. Doesn't care about health. Whether it be for themselves. Or for the people that they love, for their colleagues, uh, for their company, for their community, for their country. So in some ways, you know, I was hearing Beth talking about the privilege of her work and going from her kind of farmer to my kind of farmer, um. I've been waiting to make that joke for such a long time. It's British humor, but you know, I'm a huge fan of, a huge fan of, but, but the point is, this is worthwhile work. This is worthwhile work and You know, sometimes I just think remembering the human in us is the thing that carries us forward. But Karen Lynch, you are a wonderful example of an inspirational leader, uh, who I admire hugely because I know how deep this runs for you too. In the past I mean you've um sort of dismissed this idea of the superhero CEO um but we're seeing a lot of companies now, um. Appoint co-CEOs, they say, you know, it makes more sense. This is such a big job. Um, we need two people to do it. Is it, is what's being asked of CEOs today sort of unsustainable, unrealistic? Um, well, first of all, I think there are few things more obnoxious in life than CEOs complaining about how hard their life is. Fair enough. um. You know, I didn't grow up thinking I would get. Even half a chance at this and um. It's such a privilege. And as I said, you know, at the beginning of your first question, you just hope that in the time that you are given the responsibility to do something like this. You make it better than it was when you started and you hope the person that follows you makes it better again and that you are equipping them to, to accelerate, um. I think what's true, and I'm sure those in the room who have served as CEOs or who aspire to that is. If you have a chance to do it. I'd run at it with full and brave hearts and the biggest dreams you possibly can for impact. But, but I would do it eyes wide open because to your question, I mean, I think you have to be prepared for the things you don't get to do if you want to do this job. And you know, I think I've just about managed to be A mom at the same time as being a CEO some might debate how good a wife I've been, but I've done my best and, uh, and the kids are all fine. No, 30 years, it's good. Uh, but it's another reason why I'm looking forward to at least a mini break before I do something else, um. Uh, but you really have to give everything you've got, and you have to know yourself. You have to be prepared for a resilience and stamina point of view, um, both mental and physical, if you're traveling, you know, around the world. I think I had 38 trips to the US last year and I've been, I will have been in 7 cities in 10 days in. Three continents. Uh, so just now, so, um. You know, it asks that of you. But, but that is the responsibility that that comes with it, and I think, you know, the chance to Leeds. Get one life. So, uh, I would say give it everything you possibly have, and it's not about being a superhero. I don't, I don't know if it's about sharing the job. Probably that can work if you get the right cocktail and combination and with the right brief, but I definitely think. Even if as CEO, you have to be prepared to stand up and absorb all of the pressure. And stand in front of your organization, whether it's hostile bids or activist investors or, you know, all the stuff that the the the the visibility, the public visibility you get from this, you have to absorb all of that. But you have to remember at the same time, it's not about you. Get your ego out of the way. It's about the team. It's about the company. And it's about the people that you serve. So I'd say it's a, you know, it's a job to be grateful for, and if you have the chance, grab a head heart and hands. Yes or no question to wrap up. If you have the chance again. Do you wanna be a CEO again of what? You tell us. You tell us Oh, I don't know. Uh, I, I'm 56. Uh, I am genetically gifted by my parents with a degree of energy. I'm going to just, first of all, I need, I really, my job is to set Luke up brilliantly and to support Luke and the leadership team and 70,000 people in GSK brilliantly, and I'm so determined to To do that and see them accelerate over the decade ahead because, you know, this is an essential industry that needs to keep evolving um and then as I said, I was 17 years at L'Oreal and it will be 16 at GSK, and I'll see what the next 15 will hold and um you know, all input welcome. Well we're looking forward to it. Please give Emma a round of, uh, round of applause. Thank you so much. Thanks.

The only woman leading a major drug company talks vaccines, the importance of R&D and why she rejects the idea of "CEOs as superheros."

Leadership Next: GSK CEO, Emma Walmsley

Leadership

I feel like Allen, I have to say uh doing this podcast, I not only get so much amazing advice for the workplace but also parenting advice. There are a lot of big life on communication. I don't know if you off my kids, I think it would be welcome to leadership. Next, the podcast about the changing rules of business leadership. I'm Alan Murray and I'm the world has woken up to the power and importance of adult vaccination. I think, you know, we're all in a very different place now than we were three years ago. And actually, as we've woken up to how vaccines can protect us and that everyone recognizes it's always better for burdened healthcare systems, burdened health care budgets and individuals to prevent disease rather than treat it. It's very exciting that G S K has the first approval in history of an R S V vaccine. Did you ever think you would be a CEO? Absolutely not, but I, I absolutely not. But I've always been um extremely curious, hungry to learn, explore the world. Um and, and been lucky enough to do work that was very inspiring for me. You know, I violently reject the notion of CEO S of as superheroes. I think by definition and leadership, it is about helping others collectively and individually to do more together than we can ever do. Uh uh Individually, there is a real opportunity for um next gen technologies to improve the biggest challenge of our sector, which is the productivity of R and D. It can take a decade. It cost billions of dollars and on average has a 90% failure rate to, you know, discover, develop and invent new medicines and vaccines. It's the most profound challenge of our industry and also of society. And you know, when we talk about the burden of healthcare costs, the single best thing we can do is innovate more. You are the only woman ceo of a major pharmaceutical company. And I'm just always curious, I mean, is that a distinction that is important to you? Do you think about it at all? Do you feel a sense of responsibility there? You know, I don't know how it is for you. Ma I, I personally, I, I have always tried not to define my career by my gender first, but that doesn't mean I'm not extremely thoughtful and have a tremendous sense of responsibility as well. Um To highlight what's possible, you know, you have to be conscious of your uh responsibilities if you like as a, as a role model, but also to highlight what needs to change

These are the most important women in global business.

Introducing the 2021 Most Powerful Women International list

fortune's most powerful women international is our yearly ranking of the world's top female business executives outside of the US. The most powerful women international list is something we've done for many years and it looks at women leading business that are based anywhere outside of the U. S. Number one this year. On the most powerful women international list is Emma Walmsley. She's the Ceo of GSK or GlaxoSmithKline, the british pharmaceutical company. She is a repeat from last year. But this year, Walmsley is facing her biggest test yet, pressure from activist hedge fund Elliott management to step down. She has the backing of her board and other major shareholders, though boldly looks to develop GSK into a drug and vaccine making powerhouse. Three newcomers this year by actually based in Asia Helen Wong became Singapore's first female bank Ceo, this january when she was appointed group Ceo of OcBc Bank, Christina Jew became Ceo of Walmart China last may and to lead the retail giant's 11 billion and growing China business. Diva pedal car Ceo of Hdfc life, one of India's largest life insurance companies is also a newcomer this year. One trend we've seen among the women on the list, which has been interesting is that a number of them are brought in to really crisis situations that companies and the Wamsley took over an underperforming GlaxoSmithKline martina Merz Who is in the top 10 of this year's list is the Ceo of Justin corrupt. He's trying to sew off parts of the business and make it profitable again. The Ceo of AviVA, which is a huge insurance company based in the UK, is doing the same. So often times, these women are brought into kind of clean up a business that's been left in really bad shape. It's very important to have an international list so that we can showcase women leading global companies and doing great things outside of the US. Many countries are actually behind the US in terms of women's leaders. So I think it's important to spotlight the women leaders that are around the world and inspire the next generation of speakers.

[ MUSIC ] Over the last decade or so, a new industry really has developed, and that's the industry of direct- to- consumer genetic testing. It really is a completely different model than the traditional model of doing genetic or genomic testing, which would be much more clinic based or clinic focused. [ BLANK_AUDIO ] We haven't really worked out what the rules should be so it's a bit of a regulatory morass that contrasts a lot with getting a test in an established medical environment. In the state run programs there are very, very serious. And strict legal protections about exactly how that information is used. And most of those protections would not apply in the direct to consumer context. [ MUSIC ] In a clinical relationship, it's the obligation of the clinician offering you that test To act in your best interest. So you can be pretty confident that no one is offering you a test just because they want to make money from the test. Or that they want to do something nefarious with the information. That protection really is not the case in other environments. Where the purpose for gathering data and information about individuals may be much more to, for example, aggregate data, or aggregate a data set that then can be used for other purposes. For example pharmaceutical companies, others who have an interest in aggregating large volumes of data. [ MUSIC ] Regardless of which technology is used the interpretation is very, very difficult and complicated. It's not a simple thing like you read it and dip a little thing in a dish and it turns green or red and it's really straightforward. It's very hard to actually interpret. What it actually means and then what it means for an individual. They're often right about the particular genetic sequence that you have. What varies is how you call that or whether you interpret that as being something that is actually associated with a disease or is not associated with a disease. Having a genetic predisposition to a disease is not the same thing as having the disease itself. Although, increasingly, because we can identify that kind of risk We are creating a whole new category of individual that some people call the worried well. Other people talk about them as previvers or people that are dealing with the consequences of having an illness even before they are diagnosed. [ MUSIC ] Who owns the data? How the data will be managed is actually mostly determined by the agreement that is flashed up quickly across the screen. Very few people take the time to actually look at them or read and in the case of direct to consumer, you probably should do that. It really will determine whether information gets shared, whether it gets resold, etcetera.

5 Things To Consider Before Taking A Home Genetics Test

Health

Inexpensive consumer kits can present a host of problems.

GSK

GSK in Fortune Rankings

GSK stock chart

Videos