Lloyds Banking Group

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

Fortune 500 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.

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What companies are leading in innovation in Europe in 2025?

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

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

F500 EUROPE 2023 LLOYDS BANK BRITAIN-BANK-ECONOMY-MARKET-FINANCE-LLOYDS

Lloyds Banking Group ranks 266 with $13.3 billion in revenue (down 77.2%). The Britain-headquartered commercial and savings bank has 59,354 employees and made a profit of $6.7 billion (down 15.4%).

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.

G500-2020-170-Lloyds-Bank

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

These 52 companies from across the globe are doing well by doing good.

Change the World

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

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.

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. 

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Lloyds Banking Group is a British financial services group focused largely on the U.K. market. Its brand portfolio includes Halifax, Scottish Widows, MBNA, Schroders Personal Wealth and Bank of Scotland (the first European bank to successfully issue paper currency). Lloyds is one of the U.K.’s largest banks and a major player in U.K. retail banking; it is also an insurance and pensions provider, and has a commercial and investment banking division that leans towards SMEs. It is based in London and Edinburgh.

Lloyds Banking Group (LYG): Company Profile, Stock Price, News, Rankings

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Lloyds Banking Group | Fortune

Lloyds Banking Group (LYG): Company Profile, Stock Price, News, Rankings | Fortune

Sanjeevan Bala, Media and Entertainment Leader, Non Executive Director, Bakkavor, SThree; Advisor, DataIQ, Gartner Clare Hickie, Chief Technology Officer, EMEA, Workday   Stuart Martin, Director, Group People Operations and People Platform Leader, Lloyds Banking Group

Brainstorm AI London 2024: Making AI Work At Work

Photography by Joe Maher / Fortune Brainstorm AI

Conferences

Sanjeevan Bala, Gartner, Clare Hickie, Workday, Stuart Martin, Lloyds Banking Group

So we're going to take a few minutes now to hear from three people in the audience who have direct experience with using these technologies in business. Uh The tough part about this is they each have two minutes and only two minutes to introduce themselves and tell you what they're doing that may be relevant to you. And Sanji Van Bala, uh please you go first. Thank you. So, I'm I've been the uh chief data and A I officer for a number of media entertainment companies. And this is true of many of these companies. We're trying to do three things, effectively acquire consumers, get to watch more content and moize that content. We've deployed A I across all three of those use cases. And in some areas we've seen reductions uh that would take us process that three months down to three minutes. Other areas we've deployed uh increase in advertising yields. My top four learnings. Firstly, this is all about change and people change, the golden ratio is 70 2010 70% on people change 20% on technology and data, 10% on the algorithms. Secondly, uh proof of concept, I wouldn't bother with proof of concepts. Because proof of concept is proof of cost. I've moved to a model of proof of value because you map the value with business stakeholders and get the business stakeholders to buy into that value case. Third, learning is the last mile fix the last mile first. So that's the process in marketing the technology and what people skilling do you need to do to enable the last mile of value realization and finally develop FOMO measure the benefits and get more to talk about those benefits. The other stakeholders then want to have some of those benefits as well. Boy, that's, that's great advice. If you all didn't write it down. 70 2010 rule, which is uh 70% of it is about the people. Yeah. Um uh Number two was uh come on, help me last mile, get the last mile and create FOMO uh uh to, to, to get, get people in. Thank you for that. Next up is Claire Hickey from work day, Claire, please. Hi, thank you very much. Can I just say it's really hard for an Irish person to talk in two minutes. Um So my name is Claire Hickey. I'm the CTO for me at work day. Fascinating afternoon. Um One thing I'm gonna pick up on is their own skills in particular and it is around one is obviously the fear of the job lost and is the computer going to take over my jobs and everything that goes with it. Can I just say three things on this one is who knows what's going to happen, but it's always going to need humans. And the biggest right that we have and it's been demonstrated time and time today is the right of decision making. No matter what other skill may be taken by the computer, the power of the decision is not going to be taken away. So let's upskill on that one alone. The second one is upskilling without A I, it's really hard to upskill. And the third one is use A I to identify the talent gap in your organizations and use it to be able to upskill your employees in your organizations. It costs, it's six times more expensive to recruit externally than it is to absolutely upskill your workers and you are going to be able to retain that talent at the same time. So start using A I to equally develop your talent and identify your talent, but equally look at it in terms of what you need from a skills gap perspective internally to help your employees upskill. But where are you going with your organizations to remain with that competitive edge? What do you need from a skills perspective and identify it even externally to be able to fill that gap? So you're all successful. Did I do that in two minutes? And it was great. It was great. Uh uh Thank you for that. I think the emphasis on upskilling is so so important. And thank you for re emphasizing that. And finally, Stuart Mark Martin from Lloyds Banking Stuart, I, I'm going to face this way. Uh Certainly so two minutes to talk about some of the challenges solutions uh and lessons learned ain't going to happen. Uh So I'll focus really just on the challenges that I've, that I've seen in quite a few of them were quite familiar from, from today. So first thing to acknowledge that quite a number of people probably think this is a fad that's going to pass them by. That's a challenge. We have so few years ago, we probably sat here talking about we are or the metaverse or something to solve the world's crisis. So it's good to see it's going to stay. And so the challenge we have is to make sure people don't sit on the sidelines and think it can pass them by and not participate. So I think how we get, how we do that is going to be important. So this not seen as a bit of a fad. Uh that leads me to the second challenge. I think we all have to really face into and that is that we need a very different approach to the total world of work. So I have an hr hr background. So A I is impacting and will continue to impact every single facet of our, the way we work, what we do, how we do it when we do it, where we do it, which device we use to do it and which uh which even which environment we used to do it. So if you haven't picked up on that yet, um you know, that's going to be a substantial challenge. And I think as businesses and as senior leaders, our challenge is how do you uh grapple with that? How do you make it, uh you know, something real and how do we choose to work in that sort of environment? Very, very complex but very exciting third challenge, speed and complexity. Um you know, things are happening so fast. I think someone asked earlier about, you know, what's gonna happen the next decade? I think when you think about what's happening next week. So what's the, you know, what's the speed things are having such speed and complexity, everyone's trying to study the next unicorn, this is faster, this is better, this is more cost effective. And so I think the risk we have is that our workforce will just tune out and not participate in in all of this. And, and I've been given the nod to close up so that the final one I'll keep it quite short is, you know, how do we uh the risk we have is um engaging our evolving workforce, multi generational uh where we are today and working longer if we need to. So how do we um you know, increase uh the workforce and make work fundamentally more engaging and increase the digital literacy that we need to be successful. Great. Thank you very much. Thank you all three of you for sharing those. Stuart. I love the fact you talked about how this is going to change every single facet of what you do because I think that's one of the things that large organizations are struggling with. Everyone's doing experiments, everybody, everyone's doing trials. But the question that this next panel that we're going to have is going to address is how do you get from the trial stage to implementing these technologies at scale?

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