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Side-by-side financial comparison of CHART INDUSTRIES INC (GTLS) and SERVICE CORP INTERNATIONAL (SCI). Click either name above to swap in a different company.
SERVICE CORP INTERNATIONAL is the larger business by last-quarter revenue ($1.1B vs $1.1B, roughly 1.0× CHART INDUSTRIES INC). SERVICE CORP INTERNATIONAL runs the higher net margin — 14.3% vs 5.0%, a 9.4% gap on every dollar of revenue. On growth, SERVICE CORP INTERNATIONAL posted the faster year-over-year revenue change (1.7% vs -2.5%). SERVICE CORP INTERNATIONAL produced more free cash flow last quarter ($87.2M vs $66.2M). Over the past eight quarters, CHART INDUSTRIES INC's revenue compounded faster (6.6% CAGR vs 3.1%).
Oricon Inc. , established in 1999, is the holding company at the head of a Japanese corporate group that supplies statistics and information on music and the music industry in Japan and Western music. It started as Original Confidence Inc. , which was founded by Sōkō Koike in November 1967 and became known for its music charts. Oricon Inc. was originally set up as a subsidiary of Original Confidence and took over the latter's Oricon record charts in April 2002.
International Distribution Services Limited is a British company providing postal and courier services. IDS was created in 2013 by the UK government as a new holding company of Royal Mail, and a majority of its shares were then sold on the London Stock Exchange, with the government initially retaining a 30 per cent at the time. As of April 2025, IDS is owned and operated by Czech-based EP Group, owned by Daniel Křetínský.
GTLS vs SCI — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $1.1B | $1.1B |
| Net Profit | $53.6M | $159.4M |
| Gross Margin | 33.3% | 28.0% |
| Operating Margin | 11.6% | 24.8% |
| Net Margin | 5.0% | 14.3% |
| Revenue YoY | -2.5% | 1.7% |
| Net Profit YoY | -32.7% | 5.3% |
| EPS (diluted) | $1.06 | $1.13 |
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 | $1.1B | $1.1B | ||
| Q3 25 | $1.1B | $1.1B | ||
| Q2 25 | $1.1B | $1.1B | ||
| Q1 25 | $1.0B | $1.1B | ||
| Q4 24 | $1.1B | $1.1B | ||
| Q3 24 | $1.1B | $1.0B | ||
| Q2 24 | $1.0B | $1.0B | ||
| Q1 24 | $950.7M | $1.0B |
| Q4 25 | $53.6M | $159.4M | ||
| Q3 25 | $-138.5M | $117.5M | ||
| Q2 25 | $76.1M | $122.9M | ||
| Q1 25 | $49.5M | $142.9M | ||
| Q4 24 | $79.6M | $151.4M | ||
| Q3 24 | $69.0M | $117.8M | ||
| Q2 24 | $58.6M | $118.2M | ||
| Q1 24 | $11.3M | $131.3M |
| Q4 25 | 33.3% | 28.0% | ||
| Q3 25 | 34.1% | 25.1% | ||
| Q2 25 | 33.6% | 25.5% | ||
| Q1 25 | 33.9% | 27.1% | ||
| Q4 24 | 33.6% | 28.0% | ||
| Q3 24 | 34.1% | 24.9% | ||
| Q2 24 | 33.8% | 24.9% | ||
| Q1 24 | 31.8% | 26.2% |
| Q4 25 | 11.6% | 24.8% | ||
| Q3 25 | -8.0% | 21.4% | ||
| Q2 25 | 15.7% | 21.1% | ||
| Q1 25 | 15.2% | 23.4% | ||
| Q4 24 | 17.0% | 24.0% | ||
| Q3 24 | 16.8% | 20.9% | ||
| Q2 24 | 16.1% | 21.4% | ||
| Q1 24 | 11.9% | 22.2% |
| Q4 25 | 5.0% | 14.3% | ||
| Q3 25 | -12.6% | 11.1% | ||
| Q2 25 | 7.0% | 11.5% | ||
| Q1 25 | 4.9% | 13.3% | ||
| Q4 24 | 7.2% | 13.8% | ||
| Q3 24 | 6.5% | 11.6% | ||
| Q2 24 | 5.6% | 11.4% | ||
| Q1 24 | 1.2% | 12.6% |
| Q4 25 | $1.06 | $1.13 | ||
| Q3 25 | $-3.23 | $0.83 | ||
| Q2 25 | $1.53 | $0.86 | ||
| Q1 25 | $0.94 | $0.98 | ||
| Q4 24 | $1.57 | $1.02 | ||
| Q3 24 | $1.33 | $0.81 | ||
| Q2 24 | $1.10 | $0.81 | ||
| Q1 24 | $0.10 | $0.89 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $366.0M | $243.6M |
| Total DebtLower is stronger | $3.7B | $5.1B |
| Stockholders' EquityBook value | $3.2B | $1.6B |
| Total Assets | $9.8B | $18.7B |
| Debt / EquityLower = less leverage | 1.13× | 3.10× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $366.0M | $243.6M | ||
| Q3 25 | $399.2M | $241.3M | ||
| Q2 25 | $342.3M | $255.4M | ||
| Q1 25 | $296.2M | $227.2M | ||
| Q4 24 | $308.6M | $218.8M | ||
| Q3 24 | $310.2M | $185.4M | ||
| Q2 24 | $247.4M | $184.4M | ||
| Q1 24 | $191.9M | $205.6M |
| Q4 25 | $3.7B | $5.1B | ||
| Q3 25 | — | $5.0B | ||
| Q2 25 | — | $5.0B | ||
| Q1 25 | — | $4.7B | ||
| Q4 24 | $3.8B | $4.8B | ||
| Q3 24 | — | $4.7B | ||
| Q2 24 | — | $4.7B | ||
| Q1 24 | — | $4.6B |
| Q4 25 | $3.2B | $1.6B | ||
| Q3 25 | $3.2B | $1.6B | ||
| Q2 25 | $3.4B | $1.6B | ||
| Q1 25 | $3.0B | $1.7B | ||
| Q4 24 | $2.8B | $1.7B | ||
| Q3 24 | $3.0B | $1.6B | ||
| Q2 24 | $2.7B | $1.5B | ||
| Q1 24 | $2.7B | $1.6B |
| Q4 25 | $9.8B | $18.7B | ||
| Q3 25 | $9.8B | $18.4B | ||
| Q2 25 | $9.7B | $18.0B | ||
| Q1 25 | $9.3B | $17.3B | ||
| Q4 24 | $9.1B | $17.4B | ||
| Q3 24 | $9.5B | $17.4B | ||
| Q2 24 | $9.3B | $16.8B | ||
| Q1 24 | $9.2B | $16.7B |
| Q4 25 | 1.13× | 3.10× | ||
| Q3 25 | — | 3.17× | ||
| Q2 25 | — | 3.19× | ||
| Q1 25 | — | 2.87× | ||
| Q4 24 | 1.33× | 2.83× | ||
| Q3 24 | — | 2.92× | ||
| Q2 24 | — | 3.05× | ||
| Q1 24 | — | 2.90× |
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 | $88.8M | $212.9M |
| Free Cash FlowOCF − Capex | $66.2M | $87.2M |
| FCF MarginFCF / Revenue | 6.1% | 7.8% |
| Capex IntensityCapex / Revenue | 2.1% | 11.3% |
| Cash ConversionOCF / Net Profit | 1.66× | 1.34× |
| TTM Free Cash FlowTrailing 4 quarters | $202.8M | $554.2M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $88.8M | $212.9M | ||
| Q3 25 | $118.0M | $252.3M | ||
| Q2 25 | $145.9M | $166.4M | ||
| Q1 25 | $-60.0M | $311.1M | ||
| Q4 24 | $281.4M | $264.1M | ||
| Q3 24 | $200.6M | $263.8M | ||
| Q2 24 | $116.1M | $196.9M | ||
| Q1 24 | $-95.1M | $220.1M |
| Q4 25 | $66.2M | $87.2M | ||
| Q3 25 | $94.7M | $150.7M | ||
| Q2 25 | $122.0M | $83.4M | ||
| Q1 25 | $-80.1M | $233.0M | ||
| Q4 24 | $260.9M | $151.8M | ||
| Q3 24 | $174.5M | $162.8M | ||
| Q2 24 | $88.0M | $100.8M | ||
| Q1 24 | $-141.2M | $140.3M |
| Q4 25 | 6.1% | 7.8% | ||
| Q3 25 | 8.6% | 14.2% | ||
| Q2 25 | 11.3% | 7.8% | ||
| Q1 25 | -8.0% | 21.7% | ||
| Q4 24 | 23.6% | 13.9% | ||
| Q3 24 | 16.4% | 16.1% | ||
| Q2 24 | 8.5% | 9.7% | ||
| Q1 24 | -14.9% | 13.4% |
| Q4 25 | 2.1% | 11.3% | ||
| Q3 25 | 2.1% | 9.6% | ||
| Q2 25 | 2.2% | 7.8% | ||
| Q1 25 | 2.0% | 7.3% | ||
| Q4 24 | 1.9% | 10.3% | ||
| Q3 24 | 2.5% | 10.0% | ||
| Q2 24 | 2.7% | 9.3% | ||
| Q1 24 | 4.8% | 7.6% |
| Q4 25 | 1.66× | 1.34× | ||
| Q3 25 | — | 2.15× | ||
| Q2 25 | 1.92× | 1.35× | ||
| Q1 25 | -1.21× | 2.18× | ||
| Q4 24 | 3.54× | 1.75× | ||
| Q3 24 | 2.91× | 2.24× | ||
| Q2 24 | 1.98× | 1.67× | ||
| Q1 24 | -8.42× | 1.68× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
GTLS
| Repair Service And Leasing Segment | $330.4M | 31% |
| Heat Transfer Systems Segment | $325.8M | 30% |
| Specialty Products Segment | $259.5M | 24% |
| Transferred Over Time | $94.4M | 9% |
| Transferred At Point In Time | $69.5M | 6% |
SCI
| Cemetery | $510.9M | 46% |
| Funeral Matured Preneed Revenue | $196.5M | 18% |
| Cemetery Recognized Preneed Merchandise And Service Revenue | $107.4M | 10% |
| Cemetery Atneed Revenue | $104.9M | 9% |
| CA | $56.4M | 5% |
| Funeral Other Revenue | $54.6M | 5% |
| Cemetery Other Revenue | $40.2M | 4% |
| Nonfuneral Home Revenue | $28.1M | 3% |
| Non Funeral Home Preneed Sales Revenue | $22.0M | 2% |
