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Strategic Research Planning

On this page, supporting agency priorities and goals with science.

• Strategic Research Action Planning
• Office of Research and Development Strategic Plan
• FY23-26 Strategic Research Action Plans

EPA’s collective efforts are guided by a strategic plan, which communicates the Agency’s priorities and provides the roadmap for achieving its mission to protect human health and the environment.

Read the EPA Strategic Plan FYs 2022-2026 . 

To ensure that its own work directly contributes,  the Office of Research and Development (ORD) released its  own Stategic Plan. That plan guides ORD in carrying out its mission to ensure that the Agency and our partners have the scientific knowledge, data, and tools needed to protect people and the planet from the most complex and challenging environmental issues of our time.

Read the ORD Strategic Plan .

A major component of EPA’s science enterprise is the research and development program led by the Office of Research and Development (ORD), which delivers leading-edge research to meet near-term and long-term science needs of the Agency, inform Agency decisions, and support the emerging needs of tribal, state, and community partners. The primary focus of ORD is to provide the strong scientific and technical foundation EPA relies on to fulfill its statutory obligations and to help the Agency and its partners address the most pressing environmental and related public health challenges.

ORD's strategic research planning ensures a collaborative, transparent, and highly coordinated research program that delivers the data and information that EPA program and regional offices need, while also providing a suite of innovative models, interactive dashboards, tools, and other resources that help Tribes, states, local communities, and other partners protect their environment, safeguard public health, and increase human well-being. Like environmental science itself, ORD’s strategic research planning is constantly changing to build on its foundation of past success while adapting to meet new and more complex challenges.

ORD’s planning aligns six national research programs to collectively target the science and engineering needed to provide the scientific foundation for EPA to execute its mandate to protect human health and the environment.

Strategic Research Action Plans

Fiscal years 2023-2026 straps.

The new StRAPs for ORD's six national research programs have been released. 

ORD StRAPs for Fiscal Years 2023-2026

ORD supports six national research programs that identify the most pressing environmental health research needs with input from EPA partners:

• Air, Climate, and Energy (ACE)
• Chemical Safety for Sustainability (CSS)
• Health and Environmental Risk Assessment (HERA)
• Homeland Security (HS)
• Safe and Sustainable Water Resources (SSWR)
• Sustainable and Healthy Communities (SHC)

Each of the programs is guided by a Strategic Research Action Plan (StRAP) to structure and coordinate research activities. The StRAPs outline four-year strategies to deliver the research necessary to support EPA’s overall mission to protect human health and the environment. They are designed to guide an ambitious research portfolio that delivers the science and engineering solutions the Agency needs to meet its goals now and into the future, and they inform our partners and the public of ORD's strategic direction.

To develop each StRAP, ORD program leaders and staff engage Agency program offices and external partners at different levels and stages in open communications to identify the environmental and public health challenges they face. Development teams carefully align research and technical activities to ensure they deliver the specific research products, models, tools, and other outputs required to meet those challenges. To implement the plans, research is carried out by four ORD research centers that have facilities located across the country.

By cultivating partnerships and facilitating ongoing communication and engagement with partners, ORD has produced an overall research program that can incorporate user-feedback to fine-tune ongoing research. Working closely with partners also facilitates the translation of results in ways that make them immediately applicable to decisions and activities ensuring chemical safety and advancing clean air, land, and water.

National Research Programs and Research Centers

• National Research Programs
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• ORD StRAPs for Fiscal Years 2019-2022
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• Strategic Research Action Plans Fiscal Years 2023-2026

Research Strategic Plan

In 2019, the Department of Medicine invested considerable effort and resources to devising a strategic plan that will provide a roadmap for our research mission today and into the future.

This work was guided by a Research Planning Committee that convened throughout the first half of 2019, reviewing the current state of research in the Department, generating recommendations for strengthening our research efforts, and developing the following plan. Many of our faculty and research administrators participated and contributed ideas as part of this process—through interviews, a survey, and robust discussions at the 2019 Research Retreat.

The result of this combined effort is the clear, direct, ambitious, and ultimately achievable research strategic plan that follows.

We identified five strategies for achieving our vision.

We will foster the success of our current faculty by enhancing our faculty development, mentoring, and funding programs while also strengthening the pipeline of the next generation of outstanding investigators in Medicine.

Lead: Andrew Alspaugh, MD

Initiatives:

• Strengthen faculty career development programs (Xunrong Luo, Matthew Crowley)
• Build a diverse and inclusive Department of Medicine (Laura Svetkey, Julius Wilder)
• Foster a culture of outstanding mentorship in the Department (Alspaugh, Cathleen Colon-Emeric)
• Expand physician-scientist recruitment and programmatic support (Rodger Liddle, Matt Hirschey)
• Launch a Department partnership hires program (Xunrong Luo, Chris Holley)
• Expand cadre of independent PhD investigators (Scott Palmer, Amy Porter-Tacoronte)

We will enhance our partnerships with other departments, centers, institutes, schools, and programs across Duke University.

Lead:  David Simel, MD, vice chair for veterans affairs

• Duke Clinical Research Institute
• Duke Cancer Institute
• Durham VA Medical Center
• Duke Molecular Physiology Institute
• Pratt School of Engineering and MEDx
• Duke Human Vaccine Institute
• Duke Global Health Institute
• Center for Applied Genomics and Precision Medicine

We will solidify a leadership position in data science by leveraging the clinical disease expertise of our faculty; building our data assets; and improving our data collection, storage and analytics resources.

Lead: Chetan Patel, MD, vice chair for clinical affairs

• Cultivate DOM data assets into open science platform
• Augment biostatistics & bioinformatics resources
• Create new leadership role for data science
• Implement learning health units
• Continue implementation of Science Culture and Accountability Plan

We will foster a community and culture of rich scientific investigation by making research easier while achieving the highest levels of research integrity.

Lead: Erica Malkasian

• Provide outstanding grants and administrative support to investigators
• Position Duke as a leader in site-based research
• Develop next-generation biorepository capabilities
• Catalyze innovation and entrepreneurship
• Expand international research efforts

We will invest in emerging research content and method areas that leverage our strengths and address important unmet patient-centered medical needs.

Lead: Heather Whitson, MD

Cross-cutting themes:

• Immunology, inflammation & fibrosis
• Aging, resilience & pain
• Energy, obesity & metabolic disease
• Precision medicine
• Population health & disparities research

To learn more about our research strategies and initiatives, contact

• Scott Palmer, MD, MHS, Vice Chair for Research
• Saini Pillai, MBA, Senior Program Coordinator, Research

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NSF Strategic Plan

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The NSF Vision: A nation that leads the world in science and engineering research and innovation, to the benefit of all, without barriers to participation.

The NSF Mission: NSF promotes the progress of science by investing in research to expand knowledge in science, engineering and education. NSF also invests in actions that increase the capacity of the U.S. to conduct and exploit such research.

To promote the progress of science; to advance the national health, prosperity and welfare; and to secure the national defense.

NSF's Core Values: NSF's core values are essential and enduring tenets that guide everyone in the organization as we support the agency's mission. They have been developed with the active engagement of NSF staff. These values identify who we are and what is important to us. They guide how we make decisions, set priorities, address challenges, manage trade-offs, recruit and develop personnel and work together with our awardees.

• Scientific Leadership
• Diversity and Inclusion
• Integrity and Excellence
• Public Service
• Innovation and Collaboration

Explore NSF's Strategic Goals and Objectives

Empower STEM talent to fully participate in science and engineering

Create new knowledge about our universe, the world and ourselves

Benefit society by translating knowledge into solutions

Excel at NSF operations and management

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• What is strategic planning? A 5-step gu ...

What is strategic planning? A 5-step guide

Strategic planning is a process through which business leaders map out their vision for their organization’s growth and how they’re going to get there. In this article, we'll guide you through the strategic planning process, including why it's important, the benefits and best practices, and five steps to get you from beginning to end.

Strategic planning is a process through which business leaders map out their vision for their organization’s growth and how they’re going to get there. The strategic planning process informs your organization’s decisions, growth, and goals.

Strategic planning helps you clearly define your company’s long-term objectives—and maps how your short-term goals and work will help you achieve them. This, in turn, gives you a clear sense of where your organization is going and allows you to ensure your teams are working on projects that make the most impact. Think of it this way—if your goals and objectives are your destination on a map, your strategic plan is your navigation system.

In this article, we walk you through the 5-step strategic planning process and show you how to get started developing your own strategic plan.

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What is strategic planning?

Strategic planning is a business process that helps you define and share the direction your company will take in the next three to five years. During the strategic planning process, stakeholders review and define the organization’s mission and goals, conduct competitive assessments, and identify company goals and objectives. The product of the planning cycle is a strategic plan, which is shared throughout the company.

What is a strategic plan?

A strategic plan is the end result of the strategic planning process. At its most basic, it’s a tool used to define your organization’s goals and what actions you’ll take to achieve them.

Typically, your strategic plan should include: 

Your company’s mission statement

Your organizational goals, including your long-term goals and short-term, yearly objectives

Any plan of action, tactics, or approaches you plan to take to meet those goals

What are the benefits of strategic planning?

Strategic planning can help with goal setting and decision-making by allowing you to map out how your company will move toward your organization’s vision and mission statements in the next three to five years. Let’s circle back to our map metaphor. If you think of your company trajectory as a line on a map, a strategic plan can help you better quantify how you’ll get from point A (where you are now) to point B (where you want to be in a few years).

When you create and share a clear strategic plan with your team, you can:

Build a strong organizational culture by clearly defining and aligning on your organization’s mission, vision, and goals.

Align everyone around a shared purpose and ensure all departments and teams are working toward a common objective.

Proactively set objectives to help you get where you want to go and achieve desired outcomes.

Promote a long-term vision for your company rather than focusing primarily on short-term gains.

Ensure resources are allocated around the most high-impact priorities.

Define long-term goals and set shorter-term goals to support them.

Assess your current situation and identify any opportunities—or threats—allowing your organization to mitigate potential risks.

Create a proactive business culture that enables your organization to respond more swiftly to emerging market changes and opportunities.

What are the 5 steps in strategic planning?

The strategic planning process involves a structured methodology that guides the organization from vision to implementation. The strategic planning process starts with assembling a small, dedicated team of key strategic planners—typically five to 10 members—who will form the strategic planning, or management, committee. This team is responsible for gathering crucial information, guiding the development of the plan, and overseeing strategy execution.

Once you’ve established your management committee, you can get to work on the planning process. 

Step 1: Assess your current business strategy and business environment

Before you can define where you’re going, you first need to define where you are. Understanding the external environment, including market trends and competitive landscape, is crucial in the initial assessment phase of strategic planning.

To do this, your management committee should collect a variety of information from additional stakeholders, like employees and customers. In particular, plan to gather:

Relevant industry and market data to inform any market opportunities, as well as any potential upcoming threats in the near future.

Customer insights to understand what your customers want from your company—like product improvements or additional services.

Employee feedback that needs to be addressed—whether about the product, business practices, or the day-to-day company culture.

Consider different types of strategic planning tools and analytical techniques to gather this information, such as:

A balanced scorecard to help you evaluate four major elements of a business: learning and growth, business processes, customer satisfaction, and financial performance.

A SWOT analysis to help you assess both current and future potential for the business (you’ll return to this analysis periodically during the strategic planning process). 

To fill out each letter in the SWOT acronym, your management committee will answer a series of questions:

What does your organization currently do well?

What separates you from your competitors?

What are your most valuable internal resources?

What tangible assets do you have?

What is your biggest strength? 

Weaknesses:

What does your organization do poorly?

What do you currently lack (whether that’s a product, resource, or process)?

What do your competitors do better than you?

What, if any, limitations are holding your organization back?

What processes or products need improvement? 

Opportunities:

What opportunities does your organization have?

How can you leverage your unique company strengths?

Are there any trends that you can take advantage of?

How can you capitalize on marketing or press opportunities?

Is there an emerging need for your product or service? 

What emerging competitors should you keep an eye on?

Are there any weaknesses that expose your organization to risk?

Have you or could you experience negative press that could reduce market share?

Is there a chance of changing customer attitudes towards your company? 

Step 2: Identify your company’s goals and objectives

To begin strategy development, take into account your current position, which is where you are now. Then, draw inspiration from your vision, mission, and current position to identify and define your goals—these are your final destination. 

To develop your strategy, you’re essentially pulling out your compass and asking, “Where are we going next?” “What’s the ideal future state of this company?” This can help you figure out which path you need to take to get there.

During this phase of the planning process, take inspiration from important company documents, such as:

Your mission statement, to understand how you can continue moving towards your organization’s core purpose.

Your vision statement, to clarify how your strategic plan fits into your long-term vision.

Your company values, to guide you towards what matters most towards your company.

Your competitive advantages, to understand what unique benefit you offer to the market.

Your long-term goals, to track where you want to be in five or 10 years.

Your financial forecast and projection, to understand where you expect your financials to be in the next three years, what your expected cash flow is, and what new opportunities you will likely be able to invest in.

Step 3: Develop your strategic plan and determine performance metrics

Now that you understand where you are and where you want to go, it’s time to put pen to paper. Take your current business position and strategy into account, as well as your organization’s goals and objectives, and build out a strategic plan for the next three to five years. Keep in mind that even though you’re creating a long-term plan, parts of your plan should be created or revisited as the quarters and years go on.

As you build your strategic plan, you should define:

Company priorities for the next three to five years, based on your SWOT analysis and strategy.

Yearly objectives for the first year. You don’t need to define your objectives for every year of the strategic plan. As the years go on, create new yearly objectives that connect back to your overall strategic goals . 

Related key results and KPIs. Some of these should be set by the management committee, and some should be set by specific teams that are closer to the work. Make sure your key results and KPIs are measurable and actionable. These KPIs will help you track progress and ensure you’re moving in the right direction.

Budget for the next year or few years. This should be based on your financial forecast as well as your direction. Do you need to spend aggressively to develop your product? Build your team? Make a dent with marketing? Clarify your most important initiatives and how you’ll budget for those.

A high-level project roadmap . A project roadmap is a tool in project management that helps you visualize the timeline of a complex initiative, but you can also create a very high-level project roadmap for your strategic plan. Outline what you expect to be working on in certain quarters or years to make the plan more actionable and understandable.

Step 4: Implement and share your plan

Now it’s time to put your plan into action. Strategy implementation involves clear communication across your entire organization to make sure everyone knows their responsibilities and how to measure the plan’s success. 

Make sure your team (especially senior leadership) has access to the strategic plan, so they can understand how their work contributes to company priorities and the overall strategy map. We recommend sharing your plan in the same tool you use to manage and track work, so you can more easily connect high-level objectives to daily work. If you don’t already, consider using a work management platform .  

A few tips to make sure your plan will be executed without a hitch: 

Communicate clearly to your entire organization throughout the implementation process, to ensure all team members understand the strategic plan and how to implement it effectively. 

Define what “success” looks like by mapping your strategic plan to key performance indicators.

Ensure that the actions outlined in the strategic plan are integrated into the daily operations of the organization, so that every team member's daily activities are aligned with the broader strategic objectives.

Utilize tools and software—like a work management platform—that can aid in implementing and tracking the progress of your plan.

Regularly monitor and share the progress of the strategic plan with the entire organization, to keep everyone informed and reinforce the importance of the plan.

Establish regular check-ins to monitor the progress of your strategic plan and make adjustments as needed. 

Step 5: Revise and restructure as needed

Once you’ve created and implemented your new strategic framework, the final step of the planning process is to monitor and manage your plan.

Remember, your strategic plan isn’t set in stone. You’ll need to revisit and update the plan if your company changes directions or makes new investments. As new market opportunities and threats come up, you’ll likely want to tweak your strategic plan. Make sure to review your plan regularly—meaning quarterly and annually—to ensure it’s still aligned with your organization’s vision and goals.

Keep in mind that your plan won’t last forever, even if you do update it frequently. A successful strategic plan evolves with your company’s long-term goals. When you’ve achieved most of your strategic goals, or if your strategy has evolved significantly since you first made your plan, it might be time to create a new one.

Build a smarter strategic plan with a work management platform

To turn your company strategy into a plan—and ultimately, impact—make sure you’re proactively connecting company objectives to daily work. When you can clarify this connection, you’re giving your team members the context they need to get their best work done. 

A work management platform plays a pivotal role in this process. It acts as a central hub for your strategic plan, ensuring that every task and project is directly tied to your broader company goals. This alignment is crucial for visibility and coordination, allowing team members to see how their individual efforts contribute to the company’s success. 

By leveraging such a platform, you not only streamline workflow and enhance team productivity but also align every action with your strategic objectives—allowing teams to drive greater impact and helping your company move toward goals more effectively. 

Strategic planning FAQs

Still have questions about strategic planning? We have answers.

Why do I need a strategic plan?

A strategic plan is one of many tools you can use to plan and hit your goals. It helps map out strategic objectives and growth metrics that will help your company be successful.

When should I create a strategic plan?

You should aim to create a strategic plan every three to five years, depending on your organization’s growth speed.

Since the point of a strategic plan is to map out your long-term goals and how you’ll get there, you should create a strategic plan when you’ve met most or all of them. You should also create a strategic plan any time you’re going to make a large pivot in your organization’s mission or enter new markets. 

What is a strategic planning template?

A strategic planning template is a tool organizations can use to map out their strategic plan and track progress. Typically, a strategic planning template houses all the components needed to build out a strategic plan, including your company’s vision and mission statements, information from any competitive analyses or SWOT assessments, and relevant KPIs.

What’s the difference between a strategic plan vs. business plan?

A business plan can help you document your strategy as you’re getting started so every team member is on the same page about your core business priorities and goals. This tool can help you document and share your strategy with key investors or stakeholders as you get your business up and running.

You should create a business plan when you’re: 

Just starting your business

Significantly restructuring your business

If your business is already established, you should create a strategic plan instead of a business plan. Even if you’re working at a relatively young company, your strategic plan can build on your business plan to help you move in the right direction. During the strategic planning process, you’ll draw from a lot of the fundamental business elements you built early on to establish your strategy for the next three to five years.

What’s the difference between a strategic plan vs. mission and vision statements?

Your strategic plan, mission statement, and vision statements are all closely connected. In fact, during the strategic planning process, you will take inspiration from your mission and vision statements in order to build out your strategic plan.

Simply put: 

A mission statement summarizes your company’s purpose.

A vision statement broadly explains how you’ll reach your company’s purpose.

A strategic plan pulls in inspiration from your mission and vision statements and outlines what actions you’re going to take to move in the right direction. 

For example, if your company produces pet safety equipment, here’s how your mission statement, vision statement, and strategic plan might shake out:

Mission statement: “To ensure the safety of the world’s animals.” 

Vision statement: “To create pet safety and tracking products that are effortless to use.” 

Your strategic plan would outline the steps you’re going to take in the next few years to bring your company closer to your mission and vision. For example, you develop a new pet tracking smart collar or improve the microchipping experience for pet owners. 

What’s the difference between a strategic plan vs. company objectives?

Company objectives are broad goals. You should set these on a yearly or quarterly basis (if your organization moves quickly). These objectives give your team a clear sense of what you intend to accomplish for a set period of time. 

Your strategic plan is more forward-thinking than your company goals, and it should cover more than one year of work. Think of it this way: your company objectives will move the needle towards your overall strategy—but your strategic plan should be bigger than company objectives because it spans multiple years.

What’s the difference between a strategic plan vs. a business case?

A business case is a document to help you pitch a significant investment or initiative for your company. When you create a business case, you’re outlining why this investment is a good idea, and how this large-scale project will positively impact the business. 

You might end up building business cases for things on your strategic plan’s roadmap—but your strategic plan should be bigger than that. This tool should encompass multiple years of your roadmap, across your entire company—not just one initiative.

What’s the difference between a strategic plan vs. a project plan?

A strategic plan is a company-wide, multi-year plan of what you want to accomplish in the next three to five years and how you plan to accomplish that. A project plan, on the other hand, outlines how you’re going to accomplish a specific project. This project could be one of many initiatives that contribute to a specific company objective which, in turn, is one of many objectives that contribute to your strategic plan. 

What’s the difference between strategic management vs. strategic planning?

A strategic plan is a tool to define where your organization wants to go and what actions you need to take to achieve those goals. Strategic planning is the process of creating a plan in order to hit your strategic objectives.

Strategic management includes the strategic planning process, but also goes beyond it. In addition to planning how you will achieve your big-picture goals, strategic management also helps you organize your resources and figure out the best action plans for success. 

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California Air Resources Board

Strategic research plans.

Research Division Email [email protected] Phone (916) 445-0753

What is in the Plan?

The CARB Research Program releases multi-year Strategic Research Plans covering multiple fiscal years. The current Triennial Strategic Research Plan for fiscal years 2021-2024 describes current research efforts and outlines CARB’s highest priority research needs for these fiscal years. The research initiatives in each Plan build on past research and support the implementation and development of policies and regulations, and advance the state of the science in the areas of health, environmental justice, economics, air quality, and climate. In addition, the current Plan also includes a starting point for operationalizing racial equity in CARB research, which will be developed further through a public engagement process. The research initiatives in the Plan are developed in an open public process, in consultation with stakeholders and research partners, through public workshops, individual meetings, and other outreach efforts. The Strategic Plans are presented to the Board for approval at start of the fiscal year for the period they cover. The current Plan, as well as a 1-page summary, are available for download from this page (see below). An archive of past plans is also available.

Strategic Guidance

The research initiatives guide CARB’s annual funding of individual research projects. Projects are fulfilled through externally contracted research projects as well as in-house studies. Prior to each fiscal year, research staff present a set of proposed project concepts to the Board that align with the Plan’s research initiatives and help CARB fulfill its mission. Results from annual projects are anticipated in three to five years after a project begins.

Projects for fiscal years 2021-22, 2022-23, 2023-24 and earlier

The projects proposed for funding in Fiscal Year 2021-22 are contained in Appendix A of the Plan and projects proposed for funding in the Fiscal Year 2020-2021 are contained in Appendix B. Project descriptions for fiscal year 2022-2023 can be found in the first appendix of the Triennial Plan, project descriptions for fiscal year 2023-2024 can be found in the second appendix of the Triennial Plan, both found in the list of documents below. All active contracts and recently completed projects are in Appendices B and C respectively.

Public comments received between 2021 up to 2023

An additional addendum, listed in the documents below, summarizes all the public input the CARB Research Program has received throughout the annual research planning process starting in Fiscal Year 2021-2022, up to the present. It summarizes comments received through the Board Meeting public docket, through the annual comment and concept collection survey and at public meetings to decide on the final list of projects to be funded each Fiscal Year. 

5-Year Strategic Research Plan for Fiscal Years 2025-2030

The CARB Research Program has initiated the public process to draft and release the upcoming 5-Year Strategic Research Plan which will cover future research needs to be funded in Fiscal Years 2025-2030. The steps for developing this plan can be summarized in two important processes happening in parallel. The main public process consists of an open public survey to collect initial research priorities and a public meeting to kick-off the survey. In parallel CARB is funding an effort to work with community-based organizations to define environmental justice related research priorities. In both processes there are opportunities for the public to engage on the research priorities that will be included in this upcoming Plan.

Public Engagement Opportunities

Two upcoming opportunities for participating in research planning are submitting research ideas/concepts through the annual comment/concept collection survey and submitting a proposed long-term research priority for the strategic plan.  The priority would inform projects that CARB should fund in the period covered by fiscal years 2025-2030.  To suggest priorities, members of the public can use the survey link below, and select the third survey option. Examples of research priorities can be found in the Triennial Strategic Research Plan as well as in a summary of previous research initiatives, linked at the bottom of this page.

In order to attend the virtual public meeting on February 29, register for the meeting using the registration link below:

Date:         February 29, 2024 Time:        3:00 to 4:30 PM PDT Location:   Zoom

Meeting registration

• 3:00 to 3:25 PM: Policy drivers of CARB research
• Meeting attendees will be able to go into a breakout room of their choice on either health, air quality, climate, mobile sources or sustainable communities and transportation, and provide written or verbal comments and suggestions. Research staff will provide discussion prompts and various methods to provide suggestions and ideas.
• 4:20-4:30 PM: Next steps, close-out, and evaluation.

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ERDC Unveils Strategic Vision and Cutting-Edge Projects for Infrastructure Enhancement and Sustainability

VICKSBURG, MS, UNITED STATES

Photo by jared eastman   civilian graphic designer of the year (dod) 2020">  , u.s. army corps of engineers, engineer research and development center   november 2022">  .

The U.S. Army Engineer Research and Development Center (ERDC) has four notable military construction (MILCON) projects that have been approved for construction in 2024. Jack Wheeldon, ERDC’s chief of Installation Support Division, and Michael Harding, ERDC master planner, review the plans with an estimated construction cost of $43 million.

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Energizer (ENR) Gains on Strategic Focus, Robust Auto Care Unit

Energizer Holdings Inc. ( ENR Quick Quote ENR - Free Report ) is actively pursuing a series of strategic initiatives aimed at fostering sustainable growth and profitability. These initiatives are broad, covering everything from consumer engagement to pricing strategies, all designed to enhance brand loyalty and increase market share without sacrificing margins. A key component of these strategies is the company's Project Momentum initiative, which focuses on cost-saving measures and operational efficiencies to boost margin expansion and long-term value creation.

Let’s Dig Deeper

The Auto Care segment has emerged as a significant growth driver for Energizer, with revenues increasing 2.3% to $182.3 million in the second quarter of fiscal 2024. This segment experienced a remarkable 600-basis-point expansion in segmental profit. Growth in this segment is attributed to innovative product offerings, effective marketing strategies and strategic distribution channels. Project Momentum is a cornerstone of Energizer's strategy, focusing on operational excellence and continuous improvement. To date, the initiative has exceeded its goals, contributing approximately $100 million in total savings, with $20 million realized in the fiscal second quarter alone. These savings have been crucial in enabling margin expansion and earnings growth. Energizer projects total savings from this program between $160 million and $180 million over three years, with expected savings for fiscal 2024 estimated at $55-$65 million. In the second quarter of fiscal 2024, Energizer demonstrated a notable improvement in its financial metrics. The adjusted gross margin expanded by 260 basis points, reaching 40.5%. This increase was primarily driven by Project Momentum, which contributed savings of $11 million, along with lower input costs due to better commodities pricing and reduced ocean freight costs.

Debt Reduction Strategy Bodes Well

Energizer has implemented a robust debt reduction strategy, reflecting its commitment to strengthening its financial position and enhancing shareholder value. In the fiscal second quarter alone, the company paid down $60 million in debt. This ability to convert sales into cash efficiently has allowed Energizer to allocate more resources toward reducing debt while maintaining liquidity for strategic and operational needs. Over the past seven quarters, Energizer has reduced its debt by $425 million and decreased its leverage by nearly one turn. The company’s debt structure remains strong, with a weighted average cost of debt at 4.6% and no significant debt maturities until 2027.

Challenges in the Battery Category

Despite these positive developments, Energizer's Batteries & Lights segment faced challenges, with revenues decreasing 4.9% year over year to $481 million in the fiscal second quarter. This segment also encountered competitive pressures from private labels, reflecting ongoing challenges despite broader efforts to stabilize and regain market strength. This Zacks Rank #3 (Hold) company’s shares have gained 0.7% in the past three months compared with the industry ’s growth of 4.8%.

Some better-ranked stocks are Freshpet Inc. ( FRPT Quick Quote FRPT - Free Report ) , Vital Farms Inc. ( VITL Quick Quote VITL - Free Report ) and Ingredion Incorporated ( INGR Quick Quote INGR - Free Report ) . Freshpet is a pet food company. It flaunts a Zacks Rank #1 (Strong Buy) at present. You can see the complete list of today’s Zacks #1 Rank stocks here. The Zacks Consensus Estimate for Freshpet’s current fiscal-year earnings and sales indicates declines of 151.4% and 24.8%, respectively, from the year-ago reported figures. FRPT has a trailing four-quarter average earnings surprise of 118.2%. Vital Farms offers a range of produced pasture-raised foods. It currently sports a Zacks Rank #1. The Zacks Consensus Estimate for Vital Farms's current financial-year earnings and sales indicates declines of 59.3% and 22.5%, respectively, from the year-ago reported figures. VITL has a trailing four-quarter average earnings surprise of 102.1%. Ingredion serves diverse sectors in food, beverage, brewing, pharmaceuticals and other industries. It currently has a Zacks Rank of 2 (Buy). INGR has a trailing four-quarter average earnings surprise of 10.1%. The Zacks Consensus Estimate for Ingredion’s current fiscal-year earnings indicates growth of 3.6% from the prior-year actuals.

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