We have an important role to play in creating a more sustainable and inclusive future.
Our report provides an update on how we are Helping Britain Prosper in a way that delivers long-term profit and returns.
We put you first, so you can put our customers first.
Our report provides an update on how we are Helping Britain Prosper in a way that delivers long-term profit and returns.
Disclosures relating to our strategic, financial, operational, environmental and social performance.
See all the key dates in the financial year.
Higher, more sustainable returns as we continue to Help Britain Prosper.
With hubs across the UK, there's a place for you.
We're searching for the best talent to join us in Leeds.
Join us as we explore new ideas and technologies to reshape the world of finance.
Working with us gives you access to some of the UK’s household brands.
We have an important role to play in creating a more sustainable and inclusive future.
Our report provides an update on how we are Helping Britain Prosper in a way that delivers long-term profit and returns.
We put you first, so you can put our customers first.
Our report provides an update on how we are Helping Britain Prosper in a way that delivers long-term profit and returns.
Disclosures relating to our strategic, financial, operational, environmental and social performance.
See all the key dates in the financial year.
Higher, more sustainable returns as we continue to Help Britain Prosper.
With hubs across the UK, there's a place for you.
We're searching for the best talent to join us in Leeds.
Join us as we explore new ideas and technologies to reshape the world of finance.
Working with us gives you access to some of the UK’s household brands.
As the UK’s largest digital bank, we at Lloyds Banking Group have long recognised that our future competitiveness – and our ability to serve our customers brilliantly – depends on how effectively we embrace emerging technology. Artificial intelligence is now reshaping every industry, but in financial services it has the potential to transform how we make decisions, manage risk, serve customers, and empower colleagues.
The question isn’t whether AI will change the future of work in banking, but how well organisations prepare their people for that future.
Over the past two years, we’ve been on an ambitious journey to build one of the most AI-literate workforces in the UK. It’s a journey that has required us to rethink how we learn, how we work, and how we lead. And crucially, it’s one that we believe other organisations, large or small, can learn from.
For us, the real turning point came during early discussions about rolling out AI tools for colleagues. What initially looked like “another tool” quickly revealed itself to be something far more transformational. We saw that the technology wasn’t just a supportive add on; it was a platform that could fundamentally reshape how people think, work, and solve problems.
The risk, we realised, was assuming colleagues would simply discover its capabilities on their own. AI isn’t intuitive in the way that traditional productivity tools are. It demands a deeper understanding. Not just of how to use it, but how to use it responsibly and to greatest effect.
This realisation coincided with something we were increasingly witnessing globally:
That mattered to us not just as a bank, but as an employer committed to colleague development. Whether our people stay with us for five years or 35 years, we want them to be future-fit. AI fluency has become a universal employability skill, as essential as digital fluency was a decade ago.
This wasn’t just a challenge for technical teams. In fact, it was the opposite. We identified early on that the biggest opportunity – and the biggest risk – lay with colleagues in less traditionally tech focused roles. Every relationship manager, every analyst, every colleague supporting customers stands to benefit from understanding what AI can do for them.
To meet this need at scale, we built a structured approach that we now call our AI Academy, built around four personas representing the different ways colleagues engage with AI:
Every colleague across the Group, regardless of function, should understand what AI is, why it matters, and how to use it responsibly.
Our executives and senior managers need to understand how AI can transform their business areas and how to lead teams in an AI-enabled world. This included our ‘leading with AI’ programme, developed in partnership with Cambridge Spark and our AI Ninjas initiative, which pairs leaders with our internal AI experts to drive two-way learning.
Our specialist engineering and data talent who develop AI and Agentic products, requiring deeper, rapidly evolving technical pathways.
These are colleagues who shape the environment around the agent builders – architects, platform engineers, as well as risk, governance and change professionals.
We recognised that these personas would evolve over time, especially within ‘AI for all’ where different role types such as accountants, relationship managers and customer service colleagues would need tailored guidance on practical use cases.
This persona-led approach has since become a core part of how we design all new AI learning: targeted, practical, and grounded in real business impact. For all personas we are striving to move colleagues through the curve from AI literacy, through AI fluency to AI native.
Upskilling an organisation of our size (more than 60,000 colleagues) was never going to be straightforward. We faced several challenges that other organisations will likely encounter too:
AI evolves weekly, not annually. Training content can become outdated within months or even weeks. That meant building a culture of continuous learning, not a single course.
We also had to constantly adapt our ‘AI for leaders’ training as new capabilities emerged, re-engaging earlier cohorts to ensure long-term understanding.
Much of the learning we needed didn’t exist in the market. Off-the-shelf training simply wasn’t sufficient. So we included a combination of in-house, co-created and off-the-shelf content, tailoring it to our use-cases and toolkits, and iterating it based on colleague feedback.
We observed that colleagues, especially younger digital natives, were learning differently. Not through textbooks or formal certification alone, but through experimentation, mobile learning, and hands-on exploration. We made it a priority to create space and permission for colleagues to ‘play’ with AI.
AI challenges long held assumptions about how work gets done. Our biggest win was encouraging curiosity: an organisational mindset where colleagues feel empowered to test, iterate, and improve processes using AI.
Across the industry we’ve seen many organisations focus on narrow pockets of AI adoption; typically, within digital or technology teams. Our approach differed in two major ways:
We were among the first major UK organisations to roll out AI training at scale for our Executive Committee, enabling them to lead confidently in a rapidly evolving environment. Other organisations have since taken similar steps, but our early investment helped set the pace.
Rather than offer disparate training modules, we curated a broad yet deep set of pathways that include:
This breadth, combined with depth where needed, is what made our approach stand out.
Our senior leaders, including our Chief Executive, Chief People & Places Officer, and Chief Operating Officer have been deeply supportive. That support wasn’t accidental; it came from a clear belief that AI will fundamentally change how banking works and a desire to lead that change rather than respond to it. As a result, we’ve had strong interest from other organisations looking to learn from what we’ve built.
AI is reshaping the skills landscape across banking, but perhaps not in the way many imagine.
A product owner will still need deep customer and market insight. But they will also need to be fluent in what Agentic AI products can do for customers. AI fluency is becoming a core competency across roles.
We’re also seeing new specialist roles emerging, with growth in:
Many of these sit at the intersection of engineering and data science, requiring new tooling, methods, and workflows.
But human skills matter more than ever. Across all personas, certain foundational skills are becoming essential:
These aren’t technical skills, but they are vital in an AI-driven world.
Measuring the impact of AI is both essential and nuanced. We track progress across three horizons:
Are colleagues aware of AI tools and engaging with them? This includes measuring uptake of training and entry level usage metrics (for example, LLM chat interactions).
Over time, we want to understand not just whether colleagues use AI, but how well. This includes:
We measure the real value created through:
In 2025, our Group generated £50 million in value from GenAI use cases, with another £100 million targeted for 2026.
This combination of behavioural, capability, and financial metrics gives us a holistic view of impact.
While AI adoption may feel most pressing for large organisations like ours, we believe every business, regardless of size, needs to start building AI capability .
Smaller businesses don’t need to make large-scale investments upfront. We recommend starting with specific pain points where AI can show immediate value, then scaling from there.
Even people-centric roles are increasingly benefiting from automation, pattern recognition, scheduling, and personalisation. The key is focusing on empowerment, not replacement.
For smaller organisations with limited resources, AI can act as a force multiplier; enhancing efficiency, enabling better insight, and freeing up time for human-centred work.
As much as we’re excited by AI’s potential, we’re equally committed to ensuring it is used safely and responsibly. That’s why our AI training embeds responsible use principles throughout.
This includes:
Our Responsible AI functions, including dedicated teams and governance forums, play a central role in embedding these standards across the Group.
Based on our experience, here are the principles we’d share:
1. Treat AI as a capability shift, not a technology rollout
It’s not about deploying a tool. It’s about transforming how your organisation works.
2. Invest in leadership literacy first
If leaders don’t understand AI, they can’t guide teams effectively or identify the opportunities in their business area.
3. Build a multi-persona model
Different groups have different needs. Design learning that reflects that.
4. Encourage curiosity and experimentation
Your people will learn more by using AI daily than by reading about it.
5. Start with value, not complexity
Small, high impact use cases build momentum and belief.
6. Prioritise responsible use from day one
Governance cannot be an afterthought; it must be embedded.
7. Create a continuous learning culture
AI changes fast. Your learning approach must change with it.
AI is transforming the future of work in banking, and at Lloyds Banking Group, we’re determined to make that transformation human-centric, responsible, and empowering. By upskilling every colleague, equipping leaders to make informed decisions, and investing in new technical capabilities, we’re building an organisation ready for the next era of financial services.
More importantly, we’re learning lessons that we believe others across industries and across the UK can benefit from. Our journey is far from over, but one thing is clear: the future belongs to organisations that invest in their people, not just their technology.
And at Lloyds Banking Group, that’s exactly what we intend to keep doing.
Artificial intelligence is now reshaping every industry, but in financial services it has the potential to transform how we make decisions, manage risk, serve customers, and empower colleagues.
Discover how Lloyds Banking Group is embracing disruptive innovation to stay ahead in a rapidly changing financial landscape. Learn why cultivating a culture of experimentation, leveraging data and technology, and balancing trust with boldness is key to reimagining banking for the future.
Charlie Nunn, Group Chief Executive, reflects on Lloyds Banking Group’s delivery of the largest digital transformation in UK financial services, and shares his confidence in shaping the future of finance.
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