Bringing the fundamentals into focus…
Back to Regal Rexnord Corporation
How Regal Rexnord Corporation stacks up
RRX · against 290 other Industrials companies of similar size
Growth
54/ 100
Below the middle of the pack.
Ranked #173 of 291 · scores higher than 39% of peers
Bars: peers in each 10-point band of the growth score40 peers with a growth score of 50–59, including RRX · Click a bar to see the companies
Why growth scores 54?
Weighted metrics compared with all Industrials companies.Its metrics sit close to the Industrials norm.
- 3-year revenue growth is close to the peer norm. 3-year revenue growth: 2.9% vs peer median 4.2%
- Revenue growth is close to the peer norm. Revenue growth: 3.5% vs peer median 4.4%
- faster growth in earnings per share: stronger than 73% of peers. Earnings per share growth: 29.0% vs peer median 7.1%
Metric by metric
Position: dot = RRX, ranked from the worst peer (left) to the best (right); tick = middle, shaded = middle half of peers.| Metric | RRX | Peer median | Better than | Position among peers | Weight |
|---|---|---|---|---|---|
| Revenue growthHigher is better · 292 reported | 3.5% | 6.5% | 34% | 33% | |
| Earnings per share growthHigher is better · 262 reported | 29.0% | 11.6% | 75% | 33% | |
| 3-year revenue growthHigher is better · 289 reported | 2.9% | 6.6% | 28% | 33% |
Ranking by growth score
Top 5 and the companies ranked around RRX| Rank | Company | Market cap | Growth | Overall |
|---|---|---|---|---|
| 1 | 8.7B USD | 100 | 53 | |
| 2 | 6.1B USD | 99 | 55 | |
| 2 | 1.22T INR (≈$14.6B) | 99 | 72 | |
| 2 | 12.1B USD | 99 | 48 | |
| 5 | 85.2B CNY (≈$11.9B) | 98 | 75 | |
| 171 | 10.3B USD | 55 | 57 | |
| 173 | 85.4B SEK (≈$8.5B) | 54 | 50 | |
| 173 | 11.2B USD | 54 | 55 | |
| 173 | 15.6B USD | 54 | 50 | |
| 173 | 12.0B USD | 54 | 48 | |
| 173 | 19.0B EUR (≈$20.9B) | 54 | 56 | |
| 178 | 10.3B USD | 53 | 44 | |
| 179 | 83.5B CNY (≈$11.7B) | 52 | 55 | |
| 179 | 2.02T JPY (≈$13.8B) | 52 | 27 |
Scores are sector-relative percentiles from the latest snapshot, always calculated against the whole sector: narrowing the comparison group changes who you compare with, not the scores. Missing metrics are left out and the remaining weights rescaled. How we score