Gartner

Almost $20 trillion in revenue—and a record-breaking $1.87 trillion in profits. Introducing the 2025 Fortune 500, the definitive list of the biggest companies in America.

Fortune 500

Leaders in all industries rely more than ever on Big Tech—and appreciate the giants that deliver, at scale, without drama.

World's Most Admired Companies

The Fortune 500, in its 70th year in 2024, ranks the biggest U.S. companies by revenue.

The 26th edition of the list shows how much esteem Big Tech giants command among other business leaders.

The 25th Fortune World’s Most Admired Companies list suggests that tech giants’ peers respect them as much as ever.

The Fortune 500, in its 69th year in 2023, ranks the biggest U.S. companies by revenue.

Just as it dominates our economy, Big Tech now dominates Fortune’s annual ranking of corporate reputation.

This year’s Fortune 500 marks the 68th running of the list.

After a year in which humanity leaned more heavily than ever on tech giants, see which companies topped Fortune's ranking of corporate reputation.

This year’s Fortune 500 marks the 67th running of the list.

For an astounding 13th straight year, Apple claims the top spot in Fortune’s annual ranking of corporate reputation, based on a survey of almost 3,800 executives, directors, and analysts.

This year's Fortune 500 marks the 66th running of the list.

Collectively, the ranked companies produced a three-year average shareholder return of 19%, vs. 11% for the S&P 500.

100 Fastest-Growing Companies

Here are the World's Most Admired Companies for 2019 as ranked in their industries. See who made the list.

This year's Fortune 500 marks the 65th running of the list.

Here are the World's Most Admired Companies for 2018 as ranked in their industries. See who made the list.

This year's Fortune 500 marks the 64th running of the list.

Here are the World's Most Admired Companies for 2017 as ranked in their industries. See who made the list.

This year's Fortune 500 marks the 63rd running of the list.

Here are the World's Most Admired Companies for 2016 as ranked in their industries. See who made the list.

This year's Fortune 500 marks the 62nd running of the list.

This year's Fortune 500 marks the 61st running of the list. Wal-Mart claims the top spot again. See who made the list.

Fastest-growing Companies

Revenue 3 Yr Growth Rank

Revenue 3 Yr Annual Growth Rate

EPS 3 Yr Growth Rank

EPS 3 Yr Annual Growth Rate

Total Return 3 Yr Rank

Total Return 3 Yr Annual Rate

Beat S&P 500 3 Yr Return

Years on List

Sector

Industry

Current All-Star Rank

Previous All-Star Rank

Industry Rank

Previous Industry Rank

Overall Score

Innovation

People Management

Use of Corporate Assets

Social Responsibility

Quality of Management

Financial Soundness

Long-Term Investment Value

Quality of Products/Services

Global Competitiveness

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

Earnings Per Share (last Fiscal Year)

Earnings Per Share ($)

EPS % Change (from prior fiscal year)

EPS % Change (5 year annual rate)

EPS % Change (10 year annual rate)

Total Return

Total Return to Investors (last year)

Total Return to Investors (5 year, annualized)

Total Return to Investors (10 year, annualized)

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Azure Gilman

Flexible work killed summer Fridays but it could be a critical benefit for companies struggling with burnout

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To celebrate his new book Mastering AI, Fortune AI editor Jeremy Kahn chats with Editor-in-Chief Alyson Shontell about the promises and perils of artificial intelligence. Kahn offers dramatic predictions of AI’s impact over the next decade, from reshaping our economy and the way we work, learn, and create to unknitting our social fabric, jeopardizing our democracy, and fundamentally altering the way we think.

Do you trust OpenAI? ‘No, and none of us should’

Tech

 Do you trust OpenAI? ‘No, and none of us should’

To celebrate his new book Mastering AI, Fortune AI editor Jeremy Kahn chats with editor-in-chief Alyson Shontell about the promises and perils of artificial intelligence.

To celebrate his new book Mastering AI, Fortune AI editor Jeremy Kahn chats with Editor-in-Chief Alyson Shontell about the promises and perils of artificial intelligence. 

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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