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Side-by-side financial comparison of Brookfield Renewable Corp (BEPC) and Park Hotels & Resorts Inc. (PK). Click either name above to swap in a different company.
Brookfield Renewable Corp is the larger business by last-quarter revenue ($952.0M vs $630.0M, roughly 1.5× Park Hotels & Resorts Inc.). Park Hotels & Resorts Inc. runs the higher net margin — 1.9% vs -152.0%, a 153.9% gap on every dollar of revenue. On growth, Park Hotels & Resorts Inc. posted the faster year-over-year revenue change (-1.3% vs -3.7%).
Brookfield Renewable Partners L.P. is a publicly traded limited partnership that owns and operates renewable power assets, with corporate headquarters in Toronto, Ontario, Canada. It is 60% owned by Brookfield Asset Management.
Park Hotels & Resorts is an American real estate investment trust (REIT) focused on hotel properties, based in Tysons, Virginia. It was formed in 2017 as a spin-off from Hilton Worldwide.
BEPC vs PK — Head-to-Head
Income Statement — Q2 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $952.0M | $630.0M |
| Net Profit | $-1.4B | $12.0M |
| Gross Margin | — | — |
| Operating Margin | — | 9.8% |
| Net Margin | -152.0% | 1.9% |
| Revenue YoY | -3.7% | -1.3% |
| Net Profit YoY | -326.8% | 121.1% |
| EPS (diluted) | — | $0.05 |
Green = leading value per metric. Periods may differ when fiscal calendars don't align.
8-Quarter Revenue & Profit Trend
Side-by-side quarterly history. Quarters aligned by calendar period so offset fiscal years line up.
| Q1 26 | — | $630.0M | ||
| Q4 25 | — | $629.0M | ||
| Q3 25 | — | $610.0M | ||
| Q2 25 | $952.0M | $672.0M | ||
| Q1 25 | — | $630.0M | ||
| Q4 24 | — | $625.0M | ||
| Q3 24 | — | $649.0M | ||
| Q2 24 | $989.0M | $686.0M |
| Q1 26 | — | $12.0M | ||
| Q4 25 | — | $-205.0M | ||
| Q3 25 | — | $-16.0M | ||
| Q2 25 | $-1.4B | $-5.0M | ||
| Q1 25 | — | $-57.0M | ||
| Q4 24 | — | $66.0M | ||
| Q3 24 | — | $54.0M | ||
| Q2 24 | $-339.0M | $64.0M |
| Q1 26 | — | 9.8% | ||
| Q4 25 | — | -26.1% | ||
| Q3 25 | — | 9.7% | ||
| Q2 25 | — | 9.7% | ||
| Q1 25 | — | 1.1% | ||
| Q4 24 | — | 13.3% | ||
| Q3 24 | — | 14.6% | ||
| Q2 24 | — | 17.6% |
| Q1 26 | — | 1.9% | ||
| Q4 25 | — | -32.6% | ||
| Q3 25 | — | -2.6% | ||
| Q2 25 | -152.0% | -0.7% | ||
| Q1 25 | — | -9.0% | ||
| Q4 24 | — | 10.6% | ||
| Q3 24 | — | 8.3% | ||
| Q2 24 | -34.3% | 9.3% |
| Q1 26 | — | $0.05 | ||
| Q4 25 | — | $-1.04 | ||
| Q3 25 | — | $-0.08 | ||
| Q2 25 | — | $-0.02 | ||
| Q1 25 | — | $-0.29 | ||
| Q4 24 | — | $0.32 | ||
| Q3 24 | — | $0.26 | ||
| Q2 24 | — | $0.30 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $556.0M | $156.0M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $10.8B | $3.1B |
| Total Assets | $46.0B | — |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $156.0M | ||
| Q4 25 | — | $232.0M | ||
| Q3 25 | — | $278.0M | ||
| Q2 25 | $556.0M | $319.0M | ||
| Q1 25 | — | $233.0M | ||
| Q4 24 | — | $402.0M | ||
| Q3 24 | — | $480.0M | ||
| Q2 24 | $614.0M | $449.0M |
| Q1 26 | — | — | ||
| Q4 25 | — | $3.9B | ||
| Q3 25 | — | $3.9B | ||
| Q2 25 | — | $3.9B | ||
| Q1 25 | — | $3.9B | ||
| Q4 24 | — | $3.9B | ||
| Q3 24 | — | $3.9B | ||
| Q2 24 | — | $3.9B |
| Q1 26 | — | $3.1B | ||
| Q4 25 | — | $3.1B | ||
| Q3 25 | — | $3.4B | ||
| Q2 25 | $10.8B | $3.4B | ||
| Q1 25 | — | $3.5B | ||
| Q4 24 | — | $3.6B | ||
| Q3 24 | — | $3.8B | ||
| Q2 24 | $14.8B | $3.8B |
| Q1 26 | — | — | ||
| Q4 25 | — | $7.7B | ||
| Q3 25 | — | $8.8B | ||
| Q2 25 | $46.0B | $8.9B | ||
| Q1 25 | — | $8.9B | ||
| Q4 24 | — | $9.2B | ||
| Q3 24 | — | $9.2B | ||
| Q2 24 | $42.6B | $9.2B |
| Q1 26 | — | — | ||
| Q4 25 | — | 1.23× | ||
| Q3 25 | — | 1.14× | ||
| Q2 25 | — | 1.12× | ||
| Q1 25 | — | 1.11× | ||
| Q4 24 | — | 1.06× | ||
| Q3 24 | — | 1.03× | ||
| Q2 24 | — | 1.03× |
Cash Flow & Capital Efficiency
How much cash each business actually produces after reinvestment. Cash flow is harder to manipulate than net income.
| Metric | | |
|---|---|---|
| Operating Cash FlowLast quarter | $139.0M | — |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | — | $105.0M | ||
| Q3 25 | — | $99.0M | ||
| Q2 25 | $139.0M | $108.0M | ||
| Q1 25 | — | $86.0M | ||
| Q4 24 | — | $80.0M | ||
| Q3 24 | — | $140.0M | ||
| Q2 24 | $140.0M | $117.0M |
| Q1 26 | — | — | ||
| Q4 25 | — | $-3.0M | ||
| Q3 25 | — | $31.0M | ||
| Q2 25 | — | $65.0M | ||
| Q1 25 | — | $9.0M | ||
| Q4 24 | — | $17.0M | ||
| Q3 24 | — | $97.0M | ||
| Q2 24 | — | $66.0M |
| Q1 26 | — | — | ||
| Q4 25 | — | -0.5% | ||
| Q3 25 | — | 5.1% | ||
| Q2 25 | — | 9.7% | ||
| Q1 25 | — | 1.4% | ||
| Q4 24 | — | 2.7% | ||
| Q3 24 | — | 14.9% | ||
| Q2 24 | — | 9.6% |
| Q1 26 | — | — | ||
| Q4 25 | — | 17.2% | ||
| Q3 25 | — | 11.1% | ||
| Q2 25 | — | 6.4% | ||
| Q1 25 | — | 12.2% | ||
| Q4 24 | — | 10.1% | ||
| Q3 24 | — | 6.6% | ||
| Q2 24 | — | 7.4% |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | 1.21× | ||
| Q3 24 | — | 2.59× | ||
| Q2 24 | — | 1.83× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
BEPC
Segment breakdown not available.
PK
| Comparable Hotel Revenues | $617.0M | 98% |
| Other | $13.0M | 2% |
