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Side-by-side financial comparison of Darden Restaurants (DRI) and WESTLAKE CORP (WLK). Click either name above to swap in a different company.
Darden Restaurants is the larger business by last-quarter revenue ($3.1B vs $2.5B, roughly 1.2× WESTLAKE CORP). Darden Restaurants runs the higher net margin — 7.6% vs -21.5%, a 29.1% gap on every dollar of revenue. On growth, Darden Restaurants posted the faster year-over-year revenue change (7.3% vs -10.9%). Darden Restaurants produced more free cash flow last quarter ($119.8M vs $-16.0M). Over the past eight quarters, Darden Restaurants's revenue compounded faster (2.1% CAGR vs -7.7%).
Darden Restaurants, Inc. is an American multi-brand restaurant operator headquartered in Orlando, Florida. Darden has more than 1,800 restaurant locations and more than 175,000 employees, making it the world's largest full-service restaurant company. The company began as an extension of Red Lobster, founded by William Darden and initially backed by General Mills. Red Lobster was later sold in July 2014.
Westlake Corporation is an international manufacturer and supplier of petrochemicals, polymers and fabricated building products, which are fundamental to various consumer and industrial markets. The company was founded by Ting Tsung Chao in 1986. it is the largest producer of low-density polyethylene (LDPE) in the US and ranks among the Forbes Global 2000. Westlake Chemical operates in two segments: Olefins and Vinyls, and is also an integrated producer of vinyls, with substantial downstream ...
DRI vs WLK — Head-to-Head
Income Statement — Q2 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $3.1B | $2.5B |
| Net Profit | $237.2M | $-544.0M |
| Gross Margin | 18.7% | 3.4% |
| Operating Margin | 10.3% | -26.5% |
| Net Margin | 7.6% | -21.5% |
| Revenue YoY | 7.3% | -10.9% |
| Net Profit YoY | 10.3% | -7871.4% |
| EPS (diluted) | $2.03 | $-4.22 |
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.
| Q4 25 | $3.1B | $2.5B | ||
| Q3 25 | $3.0B | $2.8B | ||
| Q2 25 | $3.3B | $3.0B | ||
| Q1 25 | $3.2B | $2.8B | ||
| Q4 24 | $2.9B | $2.8B | ||
| Q3 24 | $2.8B | $3.1B | ||
| Q2 24 | $3.0B | $3.2B | ||
| Q1 24 | $3.0B | $3.0B |
| Q4 25 | $237.2M | $-544.0M | ||
| Q3 25 | $257.8M | $-782.0M | ||
| Q2 25 | $303.9M | $-142.0M | ||
| Q1 25 | $323.4M | $-40.0M | ||
| Q4 24 | $215.1M | $7.0M | ||
| Q3 24 | $207.2M | $108.0M | ||
| Q2 24 | $308.1M | $313.0M | ||
| Q1 24 | $312.9M | $174.0M |
| Q4 25 | 18.7% | 3.4% | ||
| Q3 25 | 18.9% | 8.3% | ||
| Q2 25 | 22.1% | 8.7% | ||
| Q1 25 | 21.1% | 8.2% | ||
| Q4 24 | 19.5% | 11.5% | ||
| Q3 24 | 18.8% | 16.0% | ||
| Q2 24 | 20.9% | 20.7% | ||
| Q1 24 | 20.6% | 15.7% |
| Q4 25 | 10.3% | -26.5% | ||
| Q3 25 | 11.1% | -27.0% | ||
| Q2 25 | 11.7% | -3.7% | ||
| Q1 25 | 13.2% | -1.1% | ||
| Q4 24 | 10.1% | 2.3% | ||
| Q3 24 | 9.8% | 5.8% | ||
| Q2 24 | 13.4% | 12.7% | ||
| Q1 24 | 13.0% | 7.5% |
| Q4 25 | 7.6% | -21.5% | ||
| Q3 25 | 8.5% | -27.6% | ||
| Q2 25 | 9.3% | -4.8% | ||
| Q1 25 | 10.2% | -1.4% | ||
| Q4 24 | 7.4% | 0.2% | ||
| Q3 24 | 7.5% | 3.5% | ||
| Q2 24 | 10.4% | 9.8% | ||
| Q1 24 | 10.5% | 5.8% |
| Q4 25 | $2.03 | $-4.22 | ||
| Q3 25 | $2.19 | $-6.06 | ||
| Q2 25 | $2.56 | $-1.11 | ||
| Q1 25 | $2.74 | $-0.31 | ||
| Q4 24 | $1.82 | $0.07 | ||
| Q3 24 | $1.74 | $0.83 | ||
| Q2 24 | $2.56 | $2.40 | ||
| Q1 24 | $2.60 | $1.34 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $224.1M | $2.7B |
| Total DebtLower is stronger | $2.1B | $5.6B |
| Stockholders' EquityBook value | $2.1B | $8.8B |
| Total Assets | $12.9B | $20.0B |
| Debt / EquityLower = less leverage | 1.03× | 0.64× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $224.1M | $2.7B | ||
| Q3 25 | $211.0M | $1.9B | ||
| Q2 25 | $240.0M | $2.1B | ||
| Q1 25 | $224.2M | $2.3B | ||
| Q4 24 | $217.3M | $2.9B | ||
| Q3 24 | $192.5M | $2.9B | ||
| Q2 24 | $194.8M | $3.0B | ||
| Q1 24 | $243.9M | $3.1B |
| Q4 25 | $2.1B | $5.6B | ||
| Q3 25 | $2.1B | $4.7B | ||
| Q2 25 | $2.1B | $4.7B | ||
| Q1 25 | $2.1B | $4.6B | ||
| Q4 24 | $2.1B | $4.6B | ||
| Q3 24 | $1.4B | $4.6B | ||
| Q2 24 | $1.4B | $4.9B | ||
| Q1 24 | $1.4B | $4.9B |
| Q4 25 | $2.1B | $8.8B | ||
| Q3 25 | $2.2B | $9.4B | ||
| Q2 25 | $2.3B | $10.3B | ||
| Q1 25 | $2.2B | $10.4B | ||
| Q4 24 | $2.1B | $10.5B | ||
| Q3 24 | $2.1B | $10.7B | ||
| Q2 24 | $2.2B | $10.6B | ||
| Q1 24 | $2.2B | $10.3B |
| Q4 25 | $12.9B | $20.0B | ||
| Q3 25 | $12.8B | $19.8B | ||
| Q2 25 | $12.6B | $20.8B | ||
| Q1 25 | $12.6B | $20.7B | ||
| Q4 24 | $12.5B | $20.8B | ||
| Q3 24 | $11.4B | $21.1B | ||
| Q2 24 | $11.3B | $21.1B | ||
| Q1 24 | $11.4B | $21.0B |
| Q4 25 | 1.03× | 0.64× | ||
| Q3 25 | 0.96× | 0.49× | ||
| Q2 25 | 0.92× | 0.45× | ||
| Q1 25 | 0.96× | 0.44× | ||
| Q4 24 | 1.02× | 0.43× | ||
| Q3 24 | 0.65× | 0.43× | ||
| Q2 24 | 0.61× | 0.46× | ||
| Q1 24 | 0.63× | 0.47× |
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 | $320.7M | $225.0M |
| Free Cash FlowOCF − Capex | $119.8M | $-16.0M |
| FCF MarginFCF / Revenue | 3.9% | -0.6% |
| Capex IntensityCapex / Revenue | 6.5% | 9.5% |
| Cash ConversionOCF / Net Profit | 1.35× | — |
| TTM Free Cash FlowTrailing 4 quarters | $1.0B | $-530.0M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $320.7M | $225.0M | ||
| Q3 25 | $342.5M | $182.0M | ||
| Q2 25 | $457.0M | $135.0M | ||
| Q1 25 | $588.2M | $-77.0M | ||
| Q4 24 | $388.6M | $434.0M | ||
| Q3 24 | $273.2M | $474.0M | ||
| Q2 24 | $426.0M | $237.0M | ||
| Q1 24 | $585.8M | $169.0M |
| Q4 25 | $119.8M | $-16.0M | ||
| Q3 25 | $168.4M | $-57.0M | ||
| Q2 25 | $285.0M | $-132.0M | ||
| Q1 25 | $430.1M | $-325.0M | ||
| Q4 24 | $219.3M | $149.0M | ||
| Q3 24 | $128.0M | $254.0M | ||
| Q2 24 | $285.6M | $6.0M | ||
| Q1 24 | $437.4M | $-103.0M |
| Q4 25 | 3.9% | -0.6% | ||
| Q3 25 | 5.5% | -2.0% | ||
| Q2 25 | 8.7% | -4.5% | ||
| Q1 25 | 13.6% | -11.4% | ||
| Q4 24 | 7.6% | 5.2% | ||
| Q3 24 | 4.6% | 8.1% | ||
| Q2 24 | 9.7% | 0.2% | ||
| Q1 24 | 14.7% | -3.5% |
| Q4 25 | 6.5% | 9.5% | ||
| Q3 25 | 5.7% | 8.4% | ||
| Q2 25 | 5.3% | 9.0% | ||
| Q1 25 | 5.0% | 8.7% | ||
| Q4 24 | 5.9% | 10.0% | ||
| Q3 24 | 5.3% | 7.1% | ||
| Q2 24 | 4.7% | 7.2% | ||
| Q1 24 | 5.0% | 9.1% |
| Q4 25 | 1.35× | — | ||
| Q3 25 | 1.33× | — | ||
| Q2 25 | 1.50× | — | ||
| Q1 25 | 1.82× | — | ||
| Q4 24 | 1.81× | 62.00× | ||
| Q3 24 | 1.32× | 4.39× | ||
| Q2 24 | 1.38× | 0.76× | ||
| Q1 24 | 1.87× | 0.97× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
DRI
| Olive Garden Segment | $1.4B | 44% |
| Long Horn Steakhouse Segment | $775.9M | 25% |
| Other | $647.3M | 21% |
| Fine Dining Segment | $316.2M | 10% |
WLK
| Performance Materials | $930.0M | 37% |
| Housing Products | $767.0M | 30% |
| Essential Materials | $702.0M | 28% |
| Infrastructure Products | $134.0M | 5% |
