Accenture Reports Third-Quarter Fiscal 2025 Results
Accenture's Q3 FY25 results reflect broad-based revenue growth and strong margin expansion and free cash flow; Company updates fiscal 2025 outlook
NEW YORK, June 20, 2025--(BUSINESS WIRE)--Accenture (NYSE: ACN) reported financial results for the third quarter of fiscal 2025 ended May 31, 2025.
All comparisons are to the third quarter of fiscal 2024, unless noted otherwise.
Accenture Chair and CEO Julie Sweet"I am very pleased with our third quarter fiscal 2025 results, including our 30 clients with quarterly bookings greater than $100 million, broad-based growth and continued expansion of our leadership in Gen AI. Companies need resilience and results, and we are laser-focused on delivering measurable value for our clients, which is fueling our growth and making a difference for us in the market. I want to thank our more than 790,000 people for all they do every day to deliver on the promise of technology and human ingenuity as only Accenture can."
Third Quarter Fiscal 2025 Key Metrics
New bookings of $19.7 billion, a decrease of 6% in U.S. dollars and 7% in local currency
Generative AI new bookings of $1.5 billion
Revenues of $17.7 billion, an increase of 8% in U.S. dollars and 7% in local currency
Operating margin of 16.8%, an increase of 80 basis points, and an increase of 40 basis points compared to adjusted1 operating margin
Diluted earnings per share of $3.49, a 15% increase, and a 12% increase over adjusted EPS
Free cash flow of $3.5 billion
Quarterly cash dividend of $1.48 per share, representing a 15% increase; repurchases or redemptions of 6.0 million shares for a total of $1.8 billion
Fiscal 2025 Business Outlook Highlights
Company now expects full-year revenue growth to be 6% to 7% in local currency
Updates foreign exchange impact to positive 0.2%
Now expects operating margin to be 15.6%, an expansion of 10 basis points over adjusted operating margin
Now expects diluted earnings per share to be in the range of $12.77 to $12.89
Raises free cash flow to be in the range of $9.0 billion to $9.7 billion
1Adjusted financial measures presented in this release are non-GAAP financial measures that exclude business optimization costs recorded in fiscal 2024 as further described in this release.
Conference Call and Webcast DetailsAccenture will host a conference call at 8:00 a.m. EDT today to discuss its third quarter fiscal 2025 financial results. To participate in the teleconference, please dial +1 (877) 883-0383 [+1 (412) 317-6061 outside the U.S., Puerto Rico and Canada] and enter access code 6485273 approximately 15 minutes before the scheduled start of the call.
The conference call will also be accessible live via webcast on the Investor Relations section of the Accenture website at accenture.com. A replay will be available on this website following the call.
About AccentureAccenture is a leading global professional services company that helps the world's leading businesses, governments and other organizations build their digital core, optimize their operations, accelerate revenue growth and enhance citizen services—creating tangible value at speed and scale. We are a talent- and innovation-led company with approximately 791,000 people serving clients in more than 120 countries. Technology is at the core of change today, and we are one of the world's leaders in helping drive that change, with strong ecosystem relationships. We combine our strength in technology and leadership in cloud, data and AI with unmatched industry experience, functional expertise and global delivery capability. Our broad range of services, solutions and assets across Strategy & Consulting, Technology, Operations, Industry X and Song, together with our culture of shared success and commitment to creating 360° value, enable us to help our clients reinvent and build trusted, lasting relationships. We measure our success by the 360° value we create for our clients, each other, our shareholders, partners and communities. Visit us at accenture.com.
View source version on businesswire.com: https://www.businesswire.com/news/home/20250620577420/en/
Contacts
Rachel FreyAccenture Media Relations+1 917 452 4421rachel.frey@accenture.com
Alexia QuadraniAccenture Investor Relations+1 917 452 8542alexia.quadrani@accenture.com
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
The Verge
16 minutes ago
- The Verge
Tesla's first robotaxi rides will have a ‘safety monitor' in the passenger seat
Tesla has begun sending out invitations for its highly anticipated robotaxi service, but there's one significant caveat: it's installing a 'safety monitor' in the front passenger seat, as previously reported by Electrek. The invites, which were sent to Tesla influencers and investors, say the human monitor will 'accompany you on your trip' when rides begin on June 22nd — a move that's at odds with Elon Musk's promise of fully unsupervised rides. Details about Tesla's robotaxi service have been slim in the weeks leading up to its launch, but Musk said in January that the company would launch its 'unsupervised' robotaxi service with 'no one in the car' this summer. Musk expanded on this in an April earnings call, saying the 10 to 20 Model Y vehicles would be remotely operated in the event of an emergency. Tesla's invitation outlines some requirements for robotaxi rides, including that riders must request service between 6AM and 12AM within a geofenced area, 'excluding airports.' It adds that 'service may be limited or unavailable in inclement weather,' which is often a challenge for autonomous vehicles. Invitees can bring one additional guest 18 or older. Over the past couple of months, Tesla has faced pressure from the National Highway Traffic Safety Administration, which has asked the EV-maker for more information about 'the ability of Tesla's system to react appropriately to reduced roadway visibility conditions.' Texas lawmakers have requested that Tesla delay its robotaxi launch until a revision to the state's autonomous driving law takes effect in September. It will require robotaxi services to get authorization from the Department of Motor Vehicles before operating without a human driver.
Wall Street Journal
17 minutes ago
- Wall Street Journal
Fed's Waller Suggests Support for a July Cut
Federal Reserve governor Christopher Waller said the central bank could be positioned to cut interest rates at its next meeting in July, notwithstanding potential inflation pressures caused by new tariffs. In a Friday morning interview with CNBC, Waller said the Fed should 'look through' one-time price increases from tariffs and instead respond to the underlying trend in inflation, which has been cooling.
Forbes
17 minutes ago
- Forbes
The High Price Of Leadership (And Ways To Bring It Down)
Joe Altieri is the CIO at RiteScreen and the Inventor of FlexScreen, the cutting-edge innovation revolutionizing the window industry. Leadership isn't glamorous. Motivational speeches, grateful teams and energizing collaborations are a part of it— sometimes. But more often than not, leadership is like that Rolex watch—so appealing but so incredibly expensive. University of Georgia head football coach Kirby Smart shared three very wise and insightful points about leadership that I think seasoned leaders don't talk about enough and young or aspiring leaders ignore to their peril. Here's how I interpreted them: When you're in a leadership position, you're entrusted with making decisions that serve the greater good—even if that means hurting someone you genuinely like or care about. Leaders who take the easy path and let a bad situation continue because they don't want to make any waves can expect an eventual tsunami of resentment. You can get away with tipping the scales for a difficult or incompetent (but very loyal) person a few times, but it won't take long for the grumbling to start among the faithful, hardworking employees who see the injustice with striking clarity. Action Step: Stay steadfast in your decisions. Do what you can to lessen the blow for the people who will be negatively affected, but don't neglect or put off doing the right thing. The short-term discomfort is far better than the likely long-term pain of shirking your leadership responsibilities. We all want to be effective AND liked, but the reality is that someone will always be unhappy or disapprove of your decision or direction. That is unavoidable. The goal must be to base our decisions on effectiveness—not popularity. And that's harder than it seems. When I was building a company, I made choices that prioritized innovation and long-term growth. Sometimes, that meant saying "no" to things others thought would be beneficial or necessary. Some people didn't like it. Some still don't. But leadership isn't a popularity contest, and the last thing you want is a room full of "yes" people. If everyone always agrees with you, it's time to check yourself. That red flag almost always means one of two things: They're afraid to voice an opinion or have relegated themselves to the reality that it wouldn't matter anyway. In either case, the leader is missing the mark entirely. So what can you do? Surround yourself with people who understand your heart, even if they don't always agree with your decisions. Communicate clearly and often. Allow yourself to be vulnerable. People may not like your choices, but they'll most likely respect you for being consistent, honest and mission-driven. The sooner you accept that you will be misunderstood—a lot—the better your leadership journey will be. Every leader will find themselves in the hot seat regularly. The first instinct is usually to defend and protect yourself, but that's a losing long-term strategy. The people who aren't you have no idea what it actually takes to be you, and no amount of explaining will help. Of course, if you can set the record straight, do it. But don't obsess over it. Unless the misunderstanding threatens to lead to long-term team or corporate damage, let your trusted inner circle handle it while you stay focused on the main objectives. The vast majority of the dust-ups will die down quickly with very little consequence, and if you have surrounded yourself with the right people, they will let you know if your intervention is necessary. What's the action step here? Rise above the fray. Resist the urge to strike back, keep moving forward with the company agenda and remember that it is always wise to overcommunicate, especially when tensions run high. Success, progress and wins tend to naturally quiet the discord. The common saying about war and sports perfectly applies to business, too; the best defense is a good offense. Leadership costs something. It costs comfort, ease, and sometimes relationships. But remember that you're not just building "something." You're investing in and building people. You're shaping culture and moving things forward. Sure, the weight of leadership can feel like a massive burden at times, but that's when perspective is critical. So, think of it like this. We get to do something that can be life-changing for so many. We get to empower and lift others up and lead people toward their full potential. We get to make a difference and, hopefully, make the world a better place. And that, my fellow leaders, is a rare privilege that is definitely worth the cost. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
