has published an update on its 2025 financial year, reporting gross revenue of €373m, up 9% year-on-year, and a dynamic described as steady over five years. The firm attributes this growth to a combination of double-digit growth in the audit business and what it describes as strong results in tax & advisory, against a backdrop where the hedge fund business has “more than doubled” over five years, while asset management is presented as a pillar of the business. KPMG adds that revenues from banking and insurance grew by 50% over the same period. The firm says it does not wish to release any additional information beyond the published press release, which does not provide a complete view of the full-year results.
In the release, , managing partner of KPMG Luxembourg, links the performance to an investment strategy and client-focused positioning. "We are proud of this 9% growth because our investment strategy is paying off and we are outperforming the market,” he says, linking it to "hard work, curiosity" and a desire to help clients succeed". He also insists on a guiding principle: “Trusted, customer-centric advice, powered by data and intelligent technology, makes a real difference.” The managing partner says the firm will continue to invest “in people and technology” to help clients “approach change with confidence” and create “sustainable value”.
Combining “global strength” and “local innovation”
The "transformation" dimension is also driven by the consulting division. , head of consulting, highlights the network effect and technology partnerships, stressing that the international reach of the KPMG network is "a decisive advantage" for delivering cross-border assignments and mobilising specialist expertise. It also cites alliances with technology players, notably Microsoft, as well as local collaborations, mentioning Finologee and Allvue, with the ambition of combining "global strength" and "local innovation" to speed up the resolution of complex issues.
On auditing, KPMG insists on a gradual evolution rather than a rupture, describing a methodical integration of digital tools and AI into working methods. , head of audit, highlights the use of the KPMG Clara platform and AI-powered tools, presented as now embedded in production workflows, with over 600 active users and “more than 73,000 prompts” processed each month. It stresses that the aim is to "amplify professional judgement rather than replace it", and links these capabilities to gains in speed, consistency and quality. She also mentions recent commercial successes, explaining that on certain mandates the tool has enabled full-population testing on large volumes and enhanced anomaly detection.
Appropriation of AI
Taxation is approached from the angle of regulatory complexity and competitiveness. , head of tax, presents a role that is not limited to interpreting rules, but aims to transform complexity into operational advice. He cites recent developments deemed favourable to the Luxembourg market - notably clarifications on carried interest and the codification of rules relating to share classes - while believing that other jurisdictions are moving fast to enhance their attractiveness.
Finally, the firm concludes with a human element, presenting its investments as centred around technology, skills and well-being. KPMG mentions internal initiatives (short sessions, workshops, AI breakfasts, prompt engineering clinics) and a volume of training (more than 3,500 hours of e-learning), as well as internal networks (Pride, Neurodiversity, Women's Network, Parents@KPMG) and a civic commitment announced at more than 960 hours of voluntary work. On the appropriation of AI, KPMG states that 83% of employees believe that it improves their productivity, and that 80% say they have opportunities for development. David Capocci sums up the firm's focus by saying that he is convinced AI will help teams focus on what creates the most value, eliminating repetitive tasks, "far from replacing talent".