vs
Side-by-side financial comparison of Huntington Ingalls Industries (HII) and OLD REPUBLIC INTERNATIONAL CORP (ORI). Click either name above to swap in a different company.
Huntington Ingalls Industries is the larger business by last-quarter revenue ($3.5B vs $2.4B, roughly 1.4× OLD REPUBLIC INTERNATIONAL CORP). OLD REPUBLIC INTERNATIONAL CORP runs the higher net margin — 13.8% vs 4.6%, a 9.2% gap on every dollar of revenue. On growth, Huntington Ingalls Industries posted the faster year-over-year revenue change (15.7% vs 6.7%). Over the past eight quarters, OLD REPUBLIC INTERNATIONAL CORP's revenue compounded faster (13.2% CAGR vs 11.3%).
Huntington Ingalls Industries, Inc. (HII) is the largest military shipbuilding company in the United States as well as a provider of professional services to partners in government and industry. HII was formed on 31 March 2011, as a divestiture from Northrop Grumman.
Old Republic International Corporation is an American property insurance and title insurance company. The company is headquartered in Chicago, Illinois.
HII vs ORI — Head-to-Head
Income Statement — Q4 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $3.5B | $2.4B |
| Net Profit | $159.0M | $330.0M |
| Gross Margin | — | — |
| Operating Margin | 4.9% | — |
| Net Margin | 4.6% | 13.8% |
| Revenue YoY | 15.7% | 6.7% |
| Net Profit YoY | 29.3% | -145.5% |
| EPS (diluted) | $4.06 | — |
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 | — | $2.4B | ||
| Q4 25 | $3.5B | $2.4B | ||
| Q3 25 | $3.2B | $2.4B | ||
| Q2 25 | $3.1B | $2.2B | ||
| Q1 25 | $2.7B | $2.1B | ||
| Q4 24 | $3.0B | $2.0B | ||
| Q3 24 | $2.7B | $2.3B | ||
| Q2 24 | $3.0B | $1.9B |
| Q1 26 | — | $330.0M | ||
| Q4 25 | $159.0M | $206.5M | ||
| Q3 25 | $145.0M | $279.5M | ||
| Q2 25 | $152.0M | $204.4M | ||
| Q1 25 | $149.0M | $245.0M | ||
| Q4 24 | $123.0M | $105.3M | ||
| Q3 24 | $101.0M | $338.9M | ||
| Q2 24 | $173.0M | $91.8M |
| Q1 26 | — | — | ||
| Q4 25 | 4.9% | — | ||
| Q3 25 | 5.0% | 14.6% | ||
| Q2 25 | 5.3% | 11.8% | ||
| Q1 25 | 5.9% | 14.6% | ||
| Q4 24 | 3.7% | — | ||
| Q3 24 | 3.0% | 18.2% | ||
| Q2 24 | 6.3% | 6.1% |
| Q1 26 | — | 13.8% | ||
| Q4 25 | 4.6% | 8.6% | ||
| Q3 25 | 4.5% | 11.5% | ||
| Q2 25 | 4.9% | 9.3% | ||
| Q1 25 | 5.4% | 11.6% | ||
| Q4 24 | 4.1% | 5.3% | ||
| Q3 24 | 3.7% | 14.5% | ||
| Q2 24 | 5.8% | 4.9% |
| Q1 26 | — | — | ||
| Q4 25 | $4.06 | $0.82 | ||
| Q3 25 | $3.68 | $1.11 | ||
| Q2 25 | $3.86 | $0.81 | ||
| Q1 25 | $3.79 | $0.98 | ||
| Q4 24 | $3.15 | $0.42 | ||
| Q3 24 | $2.56 | $1.32 | ||
| Q2 24 | $4.38 | $0.35 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | — |
| Total DebtLower is stronger | $2.7B | — |
| Stockholders' EquityBook value | $5.1B | $5.9M |
| Total Assets | $12.7B | $29.6M |
| Debt / EquityLower = less leverage | 0.53× | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $2.7B | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | $2.7B | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | $5.9M | ||
| Q4 25 | $5.1B | $5.9B | ||
| Q3 25 | $5.0B | $6.4B | ||
| Q2 25 | $4.9B | $6.2B | ||
| Q1 25 | $4.8B | $5.9B | ||
| Q4 24 | $4.7B | $5.6B | ||
| Q3 24 | $4.2B | $6.4B | ||
| Q2 24 | $4.2B | $6.0B |
| Q1 26 | — | $29.6M | ||
| Q4 25 | $12.7B | $29.9B | ||
| Q3 25 | $12.3B | $30.3B | ||
| Q2 25 | $12.1B | $29.3B | ||
| Q1 25 | $12.1B | $28.0B | ||
| Q4 24 | $12.1B | $27.8B | ||
| Q3 24 | $11.1B | $28.8B | ||
| Q2 24 | $11.3B | $27.5B |
| Q1 26 | — | — | ||
| Q4 25 | 0.53× | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | 0.58× | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
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 | $650.0M | — |
| Free Cash FlowOCF − Capex | $516.0M | — |
| FCF MarginFCF / Revenue | 14.8% | — |
| Capex IntensityCapex / Revenue | 3.9% | — |
| Cash ConversionOCF / Net Profit | 4.09× | — |
| TTM Free Cash FlowTrailing 4 quarters | $794.0M | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $650.0M | $234.9M | ||
| Q3 25 | $118.0M | $563.9M | ||
| Q2 25 | $823.0M | $133.8M | ||
| Q1 25 | $-395.0M | $231.7M | ||
| Q4 24 | $391.0M | $361.7M | ||
| Q3 24 | $213.0M | $474.8M | ||
| Q2 24 | $-9.0M | $236.5M |
| Q1 26 | — | — | ||
| Q4 25 | $516.0M | — | ||
| Q3 25 | $13.0M | — | ||
| Q2 25 | $727.0M | — | ||
| Q1 25 | $-462.0M | — | ||
| Q4 24 | $277.0M | — | ||
| Q3 24 | $125.0M | — | ||
| Q2 24 | $-99.0M | — |
| Q1 26 | — | — | ||
| Q4 25 | 14.8% | — | ||
| Q3 25 | 0.4% | — | ||
| Q2 25 | 23.6% | — | ||
| Q1 25 | -16.9% | — | ||
| Q4 24 | 9.2% | — | ||
| Q3 24 | 4.5% | — | ||
| Q2 24 | -3.3% | — |
| Q1 26 | — | — | ||
| Q4 25 | 3.9% | — | ||
| Q3 25 | 3.3% | — | ||
| Q2 25 | 3.1% | — | ||
| Q1 25 | 2.5% | — | ||
| Q4 24 | 3.8% | — | ||
| Q3 24 | 3.2% | — | ||
| Q2 24 | 3.0% | — |
| Q1 26 | — | — | ||
| Q4 25 | 4.09× | 1.14× | ||
| Q3 25 | 0.81× | 2.02× | ||
| Q2 25 | 5.41× | 0.65× | ||
| Q1 25 | -2.65× | 0.95× | ||
| Q4 24 | 3.18× | 3.43× | ||
| Q3 24 | 2.11× | 1.40× | ||
| Q2 24 | -0.05× | 2.58× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
HII
| Aircraftcarriers | $984.0M | 28% |
| Fixedpriceincentive | $758.0M | 22% |
| Submarines | $744.0M | 21% |
| Surfacecombatantsandcoastguardcutters | $452.0M | 13% |
| Amphibiousassaultships | $433.0M | 12% |
| Costtype | $123.0M | 4% |
| Otherprograms | $4.0M | 0% |
ORI
| operating | $2.2B | 92% |
| net investment gains | $201.8M | 8% |
