E.One TM Series 2011 Sustainability Report

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Measuring Our Progress
ECONOMIC, ENVIRONMENTAL AND SOCIAL PERFORMANCE

2 0 1 1

S U S T A I N A B I L I T Y

R E P O R T

Our Progress Measured by Others
n

ow Jones Sustainability Indexes included
D
Entergy on its North America Index. This
is the 10th consecutive year we have been
included on the DJSI World Index or DJSI
North America Index or both.
SAM Sustainability Yearbook – Bronze Class
named Entergy to the top 15 percent in the
utility sector based on a corporate
sustainability assessment.

Contents
A B O U T T H I S R E P O RT

ABOUT ENTERGY

E N T E R G Y S T R AT E G Y

Our Business Strategy and
Commitment to Sustainability

Corporate Responsibility magazine
named Entergy to its list of Top 100
Corporate Citizens.

Carbon Disclosure Project included Entergy
on its Leadership Index for the seventh time in
eight years for comprehensiveness of emissions
measurement, disclosure of climate-related
business issues and actions and external
verification of carbon emissions.

Maplecroft Climate Innovation Index listed
Entergy among the top 100 companies
in superior management, mitigation and
adaptation in the field of climate innovation.

Additional 2011 recognition of our economic,
environmental and social performance is
included throughout this report.

On the Cover |

LETTER

To Our Stakeholders

ECONOMIC PERFORMANCE

Maximizing Value for
Our Stakeholders

Managing Exceptional Operations
for Our Customers

Building Relationships
with Our Customers

E N V I R O N M E N TA L P E R F O R M A N C E

Protecting Our World

SOCIAL PERFORMANCE

Partnering with Our Communities

Generating Opportunity for
Our Employees

S TAT E M E N T O F V E R I F I C AT I O N

ICF International

F O RWA R D - L O O K I N G I N F O R M AT I O N

P E R F O R M A N C E DATA TA B L E

The state amphibian of Louisiana, green tree frogs are found in

swamps, isolated wetlands, ponds, lakes and rivers throughout the Southeast and into
eastern Texas. Although green tree frog populations are fairly secure throughout most of
their range, destruction and contamination of wetlands have likely reduced the size of
their population on these habitats.
Frogs are amazing animals that have demonstrated for millions of years a remarkable ability to
adapt. From eyes that can see in virtually every direction to webbed feet for strong swimming,
frogs have developed skills and behaviors to survive even as other species have disappeared.
While our own progress in achieving sustainable business objectives has met with challenges
requiring us to adapt our strategies and programs, we remain committed to our evolution as
a business that consistently delivers value over the long term to all our stakeholders.

Entergy Sustainability 2011

About This Report
In this our 11th sustainability report, we are improving our approach
to sustainability reporting, using the Global Reporting Initiative for our
reporting structure. As a result, we have significantly expanded the
reporting scope from previous annual sustainability reports. This report
meets GRI 3.1 Level B (self-declared).
This report includes 2011 data from Entergy’s two primary business
segments: utility and Entergy Wholesale Commodities, both of which
operate wholly within the United States. Our sustainability reporting
covers material issues that are relevant to achieving business goals,
stakeholder interests, value drivers including reputation, organizational
objectives and our competitive environment. A summary GRI index is
provided in the print report and a detailed GRI index is available online.
Assurance of the financial data in this report comes from our internal
controls over financial reporting, which Entergy management assesses
annually using criteria set forth by the Committee of Sponsoring
Organizations of the Treadway Commission in Internal Control - Integrated
Framework. Deloitte & Touche LLP has issued an attestation report on
the effectiveness of Entergy’s internal control over financial reporting as
of Dec. 31, 2011. In 2011, our greenhouse gas inventory was verified by
an independent, third party in accordance with international standards
(ISO 14064.1). The inventory and verification statement are available
at americancarbonregistry.org.
More detail on our sustainability performance is available on the
Entergy website at entergy.com. We welcome your feedback and
suggestions to help us continue to improve our sustainability reporting.

J U M P TO

A form for submitting your comments and

questions is at entergy.com/contact_us.

About Entergy
Entergy Corporation
Operating Areas
Utility Service Area
EWC Nuclear Facilities
EWC Fossil Facilities
EWC Wind Facilities

Entergy Utility

Entergy Wholesale Commodities

The utility business delivers electricity to
2.8 million customers in Arkansas, Mississippi, Texas
and Louisiana, including the city of New Orleans.
Its generation resources include five nuclear units.
The utility business also includes a small natural
gas distribution business in the New Orleans and
Baton Rouge, La., areas.

EWC owns and operates six nuclear power units
located in the northern United States and owns all or
partial interest in several non-nuclear power plants. It
sells electricity produced by those plants to wholesale
customers. The business also provides management
services in operations and licensing to other nuclear
power plant owners.

UTI L I TY G ENER ATI O N C A PA B I L I T Y

E W C GE N E R AT I O N C A PA B I L I T Y

(MW)

Nuclear

5,027

Nuclear

5,011

Natural Gas/Fuel Oil

14,022

Natural Gas/Fuel Oil

1,340

Coal

2,261

Coal

181

Hydro

Wind

Utility Retail Revenues
(by customer class)

41% | Residential

28% | Commercial

28% | Industrial

3% | Governmental

Entergy Sustainability 2011

Our History

Entergy traces its roots to 1913 when the Arkansas Power Company was incorporated. Following
passage of the Public Utility Holding Company Act of 1935, local utilities in Arkansas, Mississippi
and Louisiana merged into a holding company called Middle South Utilities, Inc., which was
headquartered in New York. In 1975, Middle South Utilities moved its offices to New Orleans
and in 1989, changed its name to Entergy – a composite of the words “enterprise,” “energy” and
“synergy.” The company embarked on a five-year global and business expansion plan in the
1990s before implementing a “Back to Basics” strategy in 1998. All non-core utility operations
were subsequently sold.
Since then, Entergy’s business model, based on operational excellence and portfolio management,
has resulted in a number of transactions to add value – entering and exiting businesses and
assets based on a dynamic point of view on external business factors and core competencies.
This business model has allowed Entergy to improve the historic utility business and also is
reflected in the more recent formation of the Entergy Wholesale Commodities business, as well
as in financial, operational, social and environmental achievements discussed in this report.
Our Business

Today, Entergy Corporation is an integrated energy company engaged primarily in electric
power production and retail distribution operations. Entergy owns and operates power plants
with approximately 30,000 megawatts of electric generating capacity, and is the second-largest
nuclear generator in the United States. The corporation has annual revenues of more than
$11 billion and approximately 15,000 employees. Entergy operates through two primary
business segments: utility and Entergy Wholesale Commodities.

E N T E R G Y S T R AT E G Y

Our Business Strategy and Commitment to Sustainability
O U R VALUES
n

C reate and sustain a safe
work environment.

Possess a winning spirit.

Focus on our customers.

Grow the business profitably.

Be active team players.

Treat people with respect.

Aggressively look for better ways.

Take actions to achieve results.

Above all, act with integrity.

Entergy aspires to achieve industry-leading total shareholder return
in an environmentally responsible fashion by leveraging the scale
and expertise inherent in our core nuclear and utility operations.
Our current scope includes electricity generation, transmission and
distribution as well as natural gas transportation and distribution.
Entergy leaders set specific economic, operational, environmental and
social goals to guide the direction and strategies of the corporation
and each business segment. We focus on operational excellence with
an emphasis on safety, reliability, customer service, sustainability, cost
efficiency and risk management. Entergy also focuses on management
of our two business portfolios in making periodic buy, sell, hold, build or
acquire decisions based upon our analytically-derived points of view.
We use a point-of-view model to set our business strategies and achieve
our goals. We first identify key financial, regulatory, environmental and social
issues that could significantly impact our business. These can be issues that
affect our operations, industry or stakeholders. Using sophisticated analyses,
we then develop and continually adapt points of view on these issues as
market conditions change. This model has enabled us to take early-mover
positions on issues and opportunities.
As our employees implement our business strategies, we are committed
to operating our business in ways that simultaneously generate economic,
environmental and social benefits. We have incorporated a review of
sustainability factors in the investment and decision-making processes in
our businesses since 2002 and are expanding the scope of our reporting,
beginning with this year’s report.

J U M P TO

More information about Entergy is available in

the EntergyFacts page of the Entergy website at
entergy.com/about_entergy/entergy_ facts.aspx.

Entergy Sustainability 2011

Our Stakeholders
We engage with our key stakeholders and other important groups including suppliers, nongovernmental
and nonprofit organizations and professionals in industry, government, labor and education in a variety of
informal and formal communications. Additional details are found throughout this report on engagement
with these primary stakeholders:

E M P L OY E E S
Current employees, retirees and prospective employees provide valuable insights to shape company programs and
practices. Engagement helps build employee alignment with the direction set by our leadership team and broadens
awareness of how each individual contributes to our business success.

C U S TO M E R S
Entergy employees engage with customers regularly as part of operations to generate and deliver power. This engagement
not only better informs Entergy of customer needs but also makes partners of those customers as Entergy shapes its
products and services.

I N V E S TO R S
Entergy executives interact with investors at numerous investment conferences, one-on-one meetings and regular
earnings conference calls to review business strategies and performance. Additionally, the presentation material is made
publicly available to the benefit of all investors through the Entergy website at entergy.com/investor_relations.

COMMUNITIES
As a socially responsible citizen, Entergy considers community impact an important factor in our project planning and
investment evaluations. In particular, Entergy engages with communities on public safety, emergency preparedness and
economic growth. Not only is community input important to gauging public perception of our social performance, but
also it shapes Entergy’s decisions regarding social investments.

G OV E R N M E N T AND REGULATORS
Entergy maintains strong relationships with local, state and federal regulators and other government officials who
oversee our business. We recognize that open, informed and responsive communication is essential to formal
proceedings such as rate filings or license applications. Entergy also seeks to shape policy impacting our industry and
our business by identifying public policy trends through ongoing and anticipatory engagement with policy makers.

Material Issues
Entergy’s approach to materiality is a key driver for identifying issues to include in our sustainability
strategy and reporting. We use stakeholder feedback and analytical tools to understand the economic,
environmental and social impact of our activities. Feedback is obtained through engagement at many
levels described throughout this report. We then use this stakeholder input from dialogue, surveys and
other means to help prioritize the most material issues and ensure that our sustainability focus is on
these most important areas.

In addition, Entergy has a long history of identifying key risks and opportunities that can impact
our business performance. Business risks and opportunities are integrated into our enterprise risk
management and strategic planning processes. Entergy publicly states our points of view on these
issues in our Annual Report to Shareholders, sustainability report and other financial reporting.
Trends and Issues Affecting Our Industry

In the year since our last report, new issues emerged and others were recast. In particular, we have
taken action on the following major issues to mitigate their potential impact on our customers,
shareholders, employees and communities. In addition to these, in this report we are increasing
disclosure on the most material issues to our company and our stakeholders in the areas of financial
performance, safety and operational excellence, customer satisfaction, environmental practices,
community impact and work force development.
A g i n g E l e c t r i c U t i l i t y I n f r a s t ru c t u r e
The Electric Power Research Institute estimates net investment needed to realize an intelligent, flexible
U.S. power delivery system is in the range of $300 billion to $500 billion over the next 20 years. Total
utility industry investment, including generation resources, could reach $2 trillion or more. At Entergy,
we believe the independent electric transmission model with its singular focus on transmission system
performance, planning and operations is the most advantageous structure for realizing the type of
transformation needed in U.S. transmission systems. In 2011, we announced an agreement to spin
off then merge our electric transmission business into ITC Holdings Corp. Through this proposed
transaction, our utility customers can realize benefits of the independent transmission model in
addressing future realities, and Entergy can maintain its flexibility to provide affordable and reliable
power to our customers over the long term.
n

N u c l ea r S a f e t y
The earthquake and tsunami at the Fukushima Daiichi Nuclear Power Plant in Japan in March 2011
led to a detailed review of the entire U.S. nuclear fleet. Within days of the event, we performed a
walkdown of each of our 11 nuclear units and found that the plans, processes and measures put in
place as a result of continual safety improvements provide defense-in-depth, with multiple physical
barriers and multiple safety systems protecting against events such as what happened at Fukushima.
We intend to implement near-term measures directed by the U.S. Nuclear Regulatory Commission and
will continue to add new practices and technologies to fortify and improve our nuclear safety. Entergy
also took a leading industry role with the U.S. media and public in communicating the implications of
Fukushima. Our company representatives conducted nearly 100 interviews and briefed numerous civic
groups and others on company actions.
n

C l i m at e C h a n g e
Entergy is a long-time, active advocate for policy action to address climate change. In our point of view,
climate change poses unacceptable risk to our region, our business, our society and our planet. We’ve
presented guidelines in the past for a sustainable carbon policy, but in the face of political realities and
the urgency of the climate change issue, we now advocate a simpler approach. Our approach includes
immediate adaptation efforts in vulnerable areas, elimination of inefficient climate-related subsidies
and mandates, a national carbon fee on every ton of CO2 across the economy, and a large innovation
effort by government directed toward basic research and funding demonstration projects. We believe
America needs to be a part of a global strategy to address climate change.
n

J U M P TO

More detail on our Fukushima response, facts on Entergy nuclear plants and information on the

U.S. nuclear response is available on the Entergy website at entergy-nuclear.com/fukushima.

Entergy Sustainability 2011

The Integration of Our Sustainable Goals

Economic
Environmental

Social

D eliver top-quartile
shareholder return

Pursue high levels of
plant performance

Make nuclear safety
the overriding priority

M ake nuclear
safety the
overriding priority

OUR
SUSTAINABLE
GOALS

evelop an engaged,
D
empowered work
force that is diverse
and inclusive

Be one of
the cleanest
power generators
in America

Safety and Health

Operational
Excellence

Customer
Experience

Safety and Health

E nvironmental
Leadership

Provide affordable,
reliable power with a
companywide focus on
operational excellence

Financial
Achievement

E mployee
Engagement

C ontribute to
a society that is
healthy, educated
and productive

Deliver top-quartile
shareholder return
and industry-leading
transparency and
accountability

Operate safe,
secure and
vital generation
resources

C ontribute to
a society that is
healthy, educated
and productive

Operate safe,
secure and
vital generation
resources

Make continuous
improvement
fundamental

Develop a highly skilled,
knowledgeable, engaged
work force

P ursue high
levels of plant
performance

Cultivate a
performance-oriented
work place

Provide affordable,
reliable and clean power
to our customers

L
I

O perational
Excellence

Achieve top-quartile
customer satisfaction by
communicating openly and
responding effectively to
customer wants and needs

Customer
Experience

Y
R

C
U

M ake continuous
improvement fundamental

Operate as a business

Provide affordable,
reliable and clean power
to our customers

Operate as one fleet

Entergy has a long-standing corporate commitment to specific economic, environmental and social goals, outlined in our Annual Report
to Shareholders. Individual business functions, notably utility and nuclear operations, also have excellence goals unique to their functions
but simultaneously supporting ongoing progress in these three key sustainable business areas. Often, a single goal advances Entergy’s
efforts on several sustainability fronts.

To Our Stakeholders
Electricity makes our lives better – it makes our world
better. But just as our world is changing, we are entering
a new phase in the industry, a phase of transformation
and renewal in the way we produce and deliver power.
If we keep doing business the same way we always
have, we will fail. Sustainable practices offer a business
framework to ensure success.
When we began our sustainability journey at Entergy more than 10 years ago, we knew that
sustainable business practices were crucial to ensuring our vital commodity, energy, is available
to meet the needs of all stakeholders. The people we serve want affordable, reliable power. The
people we work with deserve a safe, fulfilling work environment. The people we work for, our
investors, want sound financial growth.
These needs don’t change, but over the past 10 years, we have refined and improved our approach
to sustainability in order to ensure that safe, reliable, affordable energy will be there – and Entergy
will be providing it in the soundest manner possible. Our goals in many areas are now more specific,
such as achieving top-quartile shareholder return, reducing CO2 emissions and improving safety
performance of employees. Our goals are also broader. For example, our Low-Income Initiative
now engages more partners in providing more assistance to more people. This year, we are also
improving our approach to sustainability reporting, using the Global Reporting Initiative for our
reporting structure.

Entergy Sustainability 2011

We have learned many lessons over the past 10 years. We learned that
standards are raised every year. Experience creates greater knowledge,
which leads to more ambitious goals and more room for improvement
– always. We learned that forward progress is not linear. As in any
effort, there are missteps to be corrected and in some cases, trust to be
regained. We learned over and over that sustainable practices create a
solid roadmap, but the journey still takes time, patience, creativity and
an open mind.
I’m very proud of what we have accomplished as a company on our
sustainability journey; however, there is much more we can do.

2011 Sustainability Outcomes
We realized many positive outcomes in 2011 related to our sustainable
business goals.
For our customers, who depend on affordable, reliable energy:

Average residential rates for Entergy utility customers were below the
U.S. average, as they have been for the last five years.
n
Customer satisfaction ratings as measured in a J.D. Power and Associates
residential customer survey improved, with Entergy Arkansas, Inc., and
Entergy Texas, Inc., among the most improved.
n
In a tough economic climate, we stepped up efforts to assist our lowincome customers – raising approximately $3 million in bill payment
assistance funds, a 19 percent increase over 2010. This total includes
a special one-time 2:1 match from Entergy shareholders in response
to extreme summer heat.
n
Entergy Wholesale Commodities 2011 net nuclear generation of
40.9 million megawatt-hours was second only to its record-setting
2008 production.
n

For our communities, who want safe, clean operations to strengthen
the social environment:

We completed safety walkdowns at all 11 nuclear units to validate
safety systems and procedures in light of Japan’s natural disaster and
nuclear events at Fukushima.
n
We invested in and announced purchase plans for a number of
generation facilities using clean, lower-carbon natural gas. We
also continued work to uprate our Grand Gulf Nuclear Station by
approximately 178 megawatts, electricity produced with no air
emissions in the conversion of fuel to energy.
n

Sustainability Goals
Provide affordable, reliable
power with a companywide
focus on safety and
operational excellence
Achieve top-quartile customer
satisfaction by communicating
openly and responding
effectively to customer wants
and needs

Be one of the cleanest power
generators in America and
inspire others to preserve and
protect the environment

Contribute to a society that
is healthy, educated and
productive by strengthening
the communities we serve

We adopted a new, comprehensive 10-year environmental strategy,
Environment2020, focused on clean generation, reduced environmental
footprint, adaptation measures, proactive compliance, energy efficiency
and employee engagement.
n
We recycled nearly 7 million pounds of scrap metal, used equipment
and other material and continued efforts to reduce hazardous waste,
with 2011 levels down nearly 45 percent from 2007. Through our paper,
plastics and aluminum recycling programs, we recycled more than
75,000 pounds, about half of which was white paper, saving 17,143 trees.
n
We met our voluntary cumulative CO2 emissions stabilization
commitment. CO2 emissions for 2000 to 2011 were 12.6 percent below
our stabilization goal.
n

Develop an engaged and
empowered work force that
is diverse and inclusive

For our employees, who want a safe, personally fulfilling place
to work:

Deliver top-quartile shareholder
return and industry-leading
transparency and accountability

For our investors, who expect us to maximize value in our business:

Our safety performance improved as measured both by lost work
day incident rate and recordable accident index. Our recordable
accident index of 0.57 injuries per 100 employees was the lowest in
company history, and more than 20 percent lower than the previous
four-year average.
n
Our wellness programs have contributed to more preventive health
screenings of Entergy employees and a reduction in average reported
risk factors to 2.12, with improvements in 8 out of 14 high risk areas
such as blood pressure, cholesterol, physical activity, seat belt usage
or stress.
n

We generated record operational earnings per share for the 11th time
in the past 12 years.
n
Our corporate governance practices achieved a perfect 10.0 rating
from GovernanceMetrics.
n

Entergy Sustainability 2011

At the same time, we had an unacceptable outcome in total shareholder return, which was 8.3 percent.
This ranked in the bottom quartile of our peer group. While our utility fundamentals are strong
and include a constructive investment program, financial performance at Entergy Wholesale
Commodities will continue to see negative pressure from declining natural gas and market power
prices and extended license renewal and permit efforts due to regulatory and political pressures.
Also unacceptable last year were our two employee fatalities. We lost a long-time, dedicated
and respected co-worker in a traffic-related pedestrian accident. A second employee, who was
severely injured on the job in November, died earlier this year as a result of those injuries.
In all areas, but particularly in those where we have fallen short of our goals, we are learning from
past events, adjusting our strategies and implementing systems and programs to address any gaps.
Sustainability enables us to access opportunities and manage risks posed by a changing competitive
environment. This includes industry trends and issues that present risks as well as opportunities
to Entergy.

Champions of Sustainability
As Entergy moves into the second decade of our sustainability journey, we’re encouraged by the
progress we’ve made and excited by the opportunities we see. This report is just one of the ways
that the company holds itself accountable to our values and our stakeholders while upholding our
commitment to transparency.
As you learn about many of our initiatives in this year’s report, we hope you are as inspired as
we are by the enthusiasm and creativity of our employees and many partners who take pride in
doing something that matters. What we do translates into a safer business environment, lower
customer rates, better power reliability and a healthier bottom line for the long-term
sustainability of the company.

What we do matters. How we do it matters even more.
That makes all the difference in the world.

J. Wayne Leonard
Chairman and Chief Executive Officer

ECONOMIC PERFORMANCE

Maximizing Value for Our Stakeholders
O U R G OAL
D eliver top-quartile shareholder
return and industry-leading
transparency and accountability

W H Y I T ’S IMPORTANT
Delivering industry-leading shareholder
return enables us to attract capital,
enabling Entergy to invest in and grow
our business. Doing business with
transparency and accountability earns the
trust and respect of our stakeholders.

W H AT ’ S INVOLVED
n

Financial Performance Management

Corporate Governance

Corporate Risk Management

Advocacy

Political Accountability

Financial Performance Management
Our management approach includes financial policies, strategies,
procedures and investment processes managed by our chief financial
officer and finance organization, and overseen by the finance committee of
the board of directors. We employ prudent financial and strategic portfolio
management and actively manage our credit metrics and liquidity position
in order to be responsible stewards of our investors’ resources.
In 2011, we generated record operational earnings per share for the
11th time in the past 12 years, and we returned nearly $800 million to
shareholders through a combination of dividends and share repurchases.
Although we delivered total shareholder return of 8.3 percent, we trailed
our peer group – one of the best performing sectors in 2011 – and ranked
in the bottom quartile.
Achieving top-quartile shareholder return is one of our key challenges.
Delays in securing license renewals at several nuclear plants as well
as low natural gas prices impacting wholesale power revenues have
limited our returns in recent years. We are working diligently to address
these issues while implementing strategies that will form a foundation
for achieving top-quartile shareholder return over the long term.
We continue to engage with community leaders, government and regulatory
leaders, and other stakeholders to address concerns regarding continued
safe operations of our nuclear units. We’re confident that ultimately state
and federal decision makers will recognize the importance of these safe,
secure and vital assets to the economic and environmental quality of life
in the communities they serve.
Entergy Wholesale Commodities also is keenly focused on price risk
management. EWC previously accelerated its near-term hedging activities
– selling more planned generation at current forward prices consistent
with our point of view that natural gas and power prices will remain
low in the short term. As a result, through the end of 2011, we had sold
a significant portion of our planned nuclear generation through 2016 at
prices above end-of-February 2012 market prices. We will continue to
monitor the markets and trends affecting power prices and adjust our
point of view and hedging strategies as appropriate.

J U M P TO

A more detailed discussion of our financial performance

is available in our 2011 Annual Report to Shareholders.

Entergy Sustainability 2011

Comparison of Five-Year Cumulative Return (a)
The following graph compares the performance of the common stock of Entergy Corporation to the S&P 500 Index and the
Philadelphia Utility Index (each of which includes Entergy Corporation) for the last five years ended December 31.

2006

$150

$100

2007

2008

2009

2010

2011

Entergy Corporation

$100 $132.55 $95.03 $97.34 $ 87.86 $ 95.14

S&P 500 Index

$100 $105.49 $66.46 $84.05 $ 96.71 $ 98.75

Philadelphia Utility Index $100 $118.98 $86.57 $95.26 $100.69 $103.57
$50
(a) Assumes $100 invested at the closing price on December 31, 2006 in Entergy Corporation
common stock, the S&P 500 Index, and the Philadelphia Utility Index, and reinvestment of
all dividends.

$0
2006

2007

Entergy Corporation

2008

2009

S&P 500 Index

2010

2011

Philadelphia Utility Index

As-Reported Dividend Ratio
100%

As-Reported

80%

2007

2008

2009

2010

2011

46%

48%

49%

44%

60%
40%
20%
0%
2007

2008

2009

2010

2011

Dividends Over Time

(common dividends paid per share, $)

2007

Did You

2.58

2008

3.00

2009

3.00

Know

Entergy is the only U.S. utility to be named to the
Dow Jones Sustainability World Index or the DJSI

2010

North America Index or both for 10 consecutive

3.24

years.The DJSI are composed of the top 10 percent
2011
0

of sustainability-driven companies fulfilling specific

3.32
1

economic, environmental and social criteria.
4

Contributing to a Strong Economy
n

n
n

e employ approximately 15,000 people who earned
W
$1.2 billion in wages in 2011.

We paid $546 million in taxes to all levels of government.
E ntergy spends approximately $2.8 billion each year on
materials and services.
I n 2011, we purchased $209.3 million in goods and services
from diverse suppliers, including women- and minorityowned businesses.
E ntergy and the Entergy Charitable Foundation gave more
than $16.5 million in grants in 2011 to improve the quality
of life in the communities in which we operate.

e raised $2.9 million in bill payment assistance funds from
W
customers, employees and shareholders. This total reflects
a special one-time 2:1 match from our shareholders in
response to extreme summer heat. As a result of this effort,
total 2011 contributions increased 19 percent over 2010.
ver the past three years, our focus on economic
O
development in partnership with state and local officials
led to $10.5 billion of capital investment made by investors,
business owners and corporations in 578 projects
announced in our utility service area that resulted in
almost 33,000 jobs.

Corporate Governance
Corporate Governance Honors
Entergy earned a 10.0 rating from
GovernanceMetrics International, the highest
possible rating in recognition of best-in-class
corporate governance, every year since 2004.
Using a proprietary ratings model, GMI, a
corporate governance research and ratings
agency, ranks approximately 4,200 companies
worldwide. A 10.0 rating is given to the top
1 percent, or only 42 companies.

Entergy’s corporate governance practices are evidence of the company’s
commitment to operating with transparency and integrity. Our
management approach to corporate governance includes an effective
board structure supported by clear policies that drive our management
systems, performance measurements and accountability. In addition
to our corporate governance guidelines, certificate of incorporation,
bylaws and board committee charters, we also have a code of business
conduct and ethics for our board and a code of business conduct and
ethics for employees – our Code of Entegrity – that details the ethical
responsibilities of our employees, officers and representatives.
Effective Board Structure

Our board is composed of Chairman and Chief Executive Officer
J. Wayne Leonard and 10 independent directors. Our corporate
governance guidelines call for the appointment of a presiding director
when the offices of chief executive and chairman are combined. The
presiding director, currently Gary W. Edwards, is appointed by a
majority of the independent members of the board and serves a term
of three years. The board met 16 times in 2011, providing oversight of
overall performance, strategic direction, key corporate policies and
major initiatives. Each incumbent board member attended at least
75 percent of the total number of full board and committee meetings on
which he or she serves. The board’s six standing committees (and their
meeting frequency in 2011) are: audit (12), corporate governance (9),
personnel (7), finance (7), nuclear (7) and executive (0 – The executive
committee is authorized to act for the board on certain matters as
needed, but did not meet in 2011.)

Entergy Sustainability 2011

This is a pictorial
representation of Entergy’s
ethics and compliance program.
The steps or rows at the bottom of the illustration
are the foundational elements.

MEASURES

DETECTIVE

IMPROVEMENT

CONTINUOUS

REMEDIATION &

CORRECTIVE ACTION

COMMITMENT

SR MANAGEMENT

AND COMPLIANCE CULTURE

MEASURES

Together, they form a framework that supports a
strong ethics and compliance culture.

STRONG ETHICS

PREVENTIVE

The supporting columns are the
implementation elements.

MANAGEMENT/LEGAL EXPECTATIONS (CODES, POLICIES)
ORGANIZATION ACCOUNTABILITY/RESPONSIBILITIES (OVERSIGHT, STRUCTURE)

RECOGNITION OF RISK ENVIRONMENT

Ethics and Compliance

The foundation of our ethics and compliance culture includes an assessment of laws, regulations
and internal policies relevant to our operations, analysis of risks and identification of control
measures to manage risk. Using Entergy’s compliance and risk tools, controls are then deliberately
managed through preventive and detective measures, remediation, corrective action and continuous
improvement. Senior management sets the tone for ethical business practices, provides resources
for compliance, addresses issues as they arise and supports maintenance of a 24-hour Entergy
Ethics Line – a third-party, toll-free telephone line that enables anonymous reporting of Code of
Entegrity and other violations or concerns.
Highlights of our 2011 ethics and compliance performance include:
n All 21 senior executives certified they maintained effective ethics and compliance programs in
their organizations for the prior year and reaffirmed their commitment to promoting ethics and
compliance going forward.
n Entergy employees satisfied approximately 95,000 current ethics and compliance training
course requirements specific to their job functions and business units.
n The Discrimination and Harassment Prevention module, which is required of all Entergy employees,
underwent a substantial update in content and format.
n Ten additional existing computer-based courses were updated.

J U M P TO

Read our Code of Entegrity at entergy.com/about_entergy/entegrity.

Vermont Yankee: We Wish Things Were Different
We understand that the citizens of Vermont are deeply
divided on the subject of nuclear energy. Many support
Vermont Yankee, and we appreciate that. Others feel strongly
that the plant should not continue to operate. While we do
not agree, we respect those views and the public’s right to
express them.
We worked with state and local government leaders,
community leaders, regulators and other stakeholders
for many years to address concerns related to license
renewal at Vermont Yankee. In 2011, the Nuclear Regulatory
Commission extended Vermont Yankee’s operating license
for another 20 years after a thorough and exhaustive
review. However, the Vermont General Assembly withheld
authority from the Vermont Public Service Board to issue a
Certificate of Public Good, which was required by state law
for continued operation of Vermont Yankee.
In such a disagreement between a business and its host state,
the first choice for Entergy is always to try to work with
stakeholders and find a meeting of the minds. That is what
we have tried to do, but in the end, a compromise proved
impossible. The only choice left to us was to seek resolution

of our disagreement with the state of Vermont through the
judicial process in the federal courts.
In January 2012, the U.S. District Court ruled that certain
of the state’s attempts to force closure of Vermont Yankee
were, in fact, unconstitutional. This decision was good
news for Vermont Yankee employees, the environment and
community. However, judicial and state regulatory processes
continue as state officials are appealing the District Court’s
decision and the Vermont Public Service Board is considering
Vermont Yankee’s amended application for a Certificate of
Public Good for continued operation.
We wish things were different. But we have responsibilities
to our investors, to our employees and to local residents
and businesses that depend on affordable, reliable electricity.

J U M P TO

Learn more about the issues surrounding the

continued operation of Vermont Yankee at safecleanreliable.com.
J U M P TO

We welcome your feedback at

entergy.com/contact_us.

Corporate Risk Management
Entergy manages risk through an integrated framework that extends from board oversight to
business unit risk identification and analysis. This framework, which includes standard risk
control processes, ensures risks are consistently assessed and effectively managed throughout
our business.
At the highest level, our board of directors provides oversight through risk assessment processes.
Certain responsibilities are delegated to the audit committee and other board committees consistent
with their areas of responsibility. Within corporate management, Entergy’s Office of Corporate
Risk Oversight measures, monitors and manages business and commodity risks. In other corporate
and business unit groups, we analyze and monitor a full spectrum of environmental, social and
governance risks stemming from supply and demand economics, regulatory trends, climate change,
work force demographics and other issues.

Advocacy and Political Accountability
Entergy’s success depends on sound public policies at national, state and local levels. We are
involved directly and through trade organizations such as Edison Electric Institute, Nuclear Energy
Institute and Clean Energy Group in regulatory and legislative initiatives in a broad spectrum of
policy areas. These issues can have an immediate and dramatic effect on our operations. Through
our participation and that of our employees, we promote legislative and regulatory actions that
further our business objectives.

Entergy Sustainability 2011

Our management approach is to inform employees, customers, shareholders and the public on
important issues, maintain a constructive dialogue with key stakeholders and lead by example,
demonstrating responsible behavior and supporting sound public policy.
Key policy issues affecting our business span the economic, environmental and social interests of
our stakeholders, including:
NUCLEAR SAFETY: Following the 2011 Fukushima disaster, we assigned full-time staff to work
closely with governmental regulators, the U.S. electric industry and world nuclear organizations to
share best practices and advocate for advanced safety and preparedness measures. We confirmed
the readiness of all our nuclear units to respond safely to natural disasters but commit to continuous
evaluation of ways to increase our safety margin. Our chief nuclear officer, John Herron, is a
member of the Way Forward committee, composed of leading nuclear and electric power experts
who seek to ensure nuclear safety and security worldwide.

GENERATION POLICY: We believe the Clean Energy Standard released by the Obama
administration in 2011, in which clean energy sources are defined to include renewable energy,
nuclear power and partial credits for clean coal and efficient natural gas, is an improvement
over many of the state-level renewable energy standards. We advocate for the standard to
include a mechanism for making use of existing, underutilized natural gas generating capacity
to substitute natural gas for coal.

ENVIRONMENTAL: We believe the U.S. Environmental Protection Agency used flawed
analysis as the basis for the Cross-State Air Pollution Rule, released in July 2011, because the
EPA’s modeling failed to take into account transmission-congested areas where generation
facilities with higher emissions must be used to ensure transmission grid stability. Consequently,
companies like Entergy would not have been allocated sufficient emission allowances to operate
plants required to maintain transmission reliability. Joining a long list of utilities and states,
Entergy filed a petition asking the U.S. Court of Appeals for the District of Columbia to review

CSAPR and requested the court stay implementation while it reviews
the legality of the rule. The stay was granted, and the legal review and
court decision could take several months. In the meantime, EPA issued
a revised version of CSAPR that eases some restrictions but that may
also be contested.
CLIMATE CHANGE: Entergy is a long-time, active advocate for policy
action to address climate change. We’ve presented guidelines in the
past for an aggressive carbon policy, but in the face of political realities
and the urgency of the climate change issue, we now advocate a simpler
approach. Our approach includes immediate adaptation efforts in
vulnerable areas, elimination of inefficient climate-related subsidies and
mandates, a national carbon fee on every ton of CO2 emissions across
the economy, and a large innovation effort by government directed
toward basic research and demonstration project funding.

2011 Entergy Corporation
Political Action Committee
(disbursements, $604,090)

POVERTY: We advocate for increased funding for the federal Low
Income Home Energy Assistance Program and participate in LIHEAP
Washington Action Day events to promote the program. LIHEAP
is estimated to reach only one out of every five eligible American
households and the program faces significant cuts due to budget
concerns. We also advocate for state and local programs and funding
to ensure low-income customers maintain access to electricity.

53% | State Candidates/Organizations
$321,450 Contributed

47% | Federal Candidates/Organizations
$282,640 Contributed

More than half of employee contributions stay in
states where we live and work.

Political contributions of all types are subject to extensive governmental
regulation, public disclosure laws and reporting requirements. Entergy
has stringent procedures to ensure full compliance. Our management
approach includes board oversight through the corporate governance
committee, which receives a report on our political contributions at least
annually, policies that prohibit direct corporate contributions to all political
candidates and a well-defined approval process for corporate contributions
to federal, state or local political associations and organizations. Entergy
participates in national, state and local issues through membership in
trade organizations, and we actively promote the economic health of the
communities we serve through activities with chambers of commerce.
We encourage our employees to participate in the political process through
the Entergy Corporation Political Action Committee. In order to maintain
an open, accessible process, Entergy encourages ENPAC members to get
personally involved in contribution requests, even for local candidates.
ENPAC contributions go directly to support state and federal political
candidates. More information on ENPAC is available on the Federal
Election Commission website at fec.gov.

J U M P TO

Our complete political contributions report is available at

entergy.com/investor_relations/corporate_governance.aspx.

Entergy Sustainability 2011

2011 ENPAC Membership Participation

300

2007

2,002 Employees Participating

$640,130 Dollars Contributed

2008

1,912 Employees Participating

$660,467 Dollars Contributed

2009

2,021 Employees Participating

$739,394 Dollars Contributed

2010

1,867 Employees Participating

$809,443 Dollars Contributed

2011

1,760 Employees Participating

$767,469 Dollars Contributed

600

Although overall giving is strong, to combat declining membership numbers due to recent
retirements, ENPAC is embarking on a three-year strategy to include new avenues of
membership participation including social media and more local event choices.
= Approximately 100 Employees

900

ECONOMIC PERFORMANCE

Managing Exceptional Operations for Our Customers
O U R G OAL
P rovide affordable, reliable power
with a companywide focus on safety
and operational excellence

Operational Performance Management
We are committed to operational excellence through effective use of
resources. By emphasizing continuous improvement, we eliminate waste
and assign savings to areas requiring funding. We also employ robust
processes and systematic review against internal and industry benchmarks.

to the residential, business and other

Our management approach includes operational safety systems and
programs, strategic portfolio management, price risk management,
constructive regulatory processes and other procedures to support
effective, efficient operations.

customers who count on us every minute,

Key indicators of our 2011 operational performance include:

W H Y I T ’S IMPORTANT
Reliable, affordable power is essential

every day. This is why we exist as a
business. Providing this essential service

Reliable Safety Systems

safely, effectively and efficiently with a spirit

We completed the immediate Nuclear Regulatory Commissionmandated measures following the Fukushima disaster in 2011. Our
own detailed walkdowns and reviews confirmed that defense-in-depth
– multiple safety systems and multiple physical barriers – provides for
safe operation even in extreme environments. In addition to federal
regulatory responses, we took a leadership role within the industry to
identify efforts that go beyond compliance in ensuring safety, such as
ordering additional emergency supplies and equipment.

of continuous improvement summarizes
our approach to operational excellence.

W H AT ’ S INVOLVED
n

Operational Performance Management

Employee and Contractor Safety

Reliability

Emergency Preparedness and Response

Supply Chain Development

Strategic Portfolio Management

We took strategic actions to bolster our generation portfolio in both
utility and wholesale operations. EWC acquired the Rhode Island
State Energy Center, a 583-megawatt combined-cycle gas turbine plant
located in the New England Independent System Operator market.
In the utility business, Entergy Louisiana closed on the purchase of the
578-megawatt Acadia plant. Also, Entergy Arkansas and Entergy Mississippi
each announced plans to purchase a CCGT unit; Entergy Louisiana
requested regulatory approval to build a 550-megawatt CCGT unit at its
existing Ninemile Point plant, including selling a portion of the output to
Entergy Gulf States Louisiana and Entergy New Orleans. Work continued
on the approximately 178-megawatt uprate project at Grand Gulf Nuclear
Station, with significant progress during the plant’s spring 2012 refueling
outage. We also submitted an application to the Nuclear Regulatory
Commission to extend Grand Gulf’s existing 40-year operating license,
which expires on Nov. 1, 2024.

Entergy Sustainability 2011

We announced two separate transmission proposals in 2011 to benefit
our utility customers: the move to join the Midwest Independent
Transmission System Operator and the plan to spin off and merge
our electric transmission business with ITC Holdings Corp. Potential
customer savings from joining MISO are more than $1 billion over a
10-year period, with improved reliability. Customers also will benefit
from the singular focus ITC can provide on transmission system
performance, planning and operations.

Ninemile Point Plant
Entergy Louisiana, LLC, requested approval to
build a 550 MW CCGT unit at our existing
Ninemile Point site in Westwego, La.

Price Risk Management

EWC previously accelerated its near-term hedging activities, selling more
of its planned nuclear generation at negotiated prices that are consistent
with our point of view that natural gas and power prices will remain low
in the near term. Hedging activity, excluding the Palisades Power Plant’s
long-term power purchase agreement, through the end of 2011 resulted in
77 terawatt-hours of planned nuclear generation hedged through 2016 at
$800 million above February 2012 market prices.
Constructive Regulatory Processes

We continued to pursue positive regulatory outcomes with local, state
and federal regulators in matters including licenses and permits as well
as rates. Throughout 2011, we worked to advance the license renewal
processes at various stages of approval for Pilgrim Nuclear Power Station,
Vermont Yankee Nuclear Power Station and Indian Point Energy Center
Units 2 and 3. In addition, formula rate plans pursued in all our utility
companies allow for more interactive regulatory processes, reduce
regulatory lag and improve administrative efficiency. An alternative
to traditional cost-of-service regulation, formula rate plans provide
specific and detailed procedures for reviewing a narrower set of issues
considered in setting rates.
J U M P TO

Did You

Know

Entergy Wholesale Commodities 2011 net nuclear
generation of 40.9 million megawatt-hours was
second only to its record-setting 2008 production.

A more detailed discussion of our operational

performance is available in our 2011 Annual Report to Shareholders.

Lost Work Day Incident Rate

Recordable Accident Index

(# of lost work day injuries/100 employees)

(# of injuries/100 employees)

.60

1
.58

.96
.69

.29

.22

.21

.20

2007

2008

2009

2010

.78

.75
.64

.57

.27

2011 2011
SEE *

2007

2008

2009

2010

2011 2011
SEE *

* Southeastern Electric Exchange

Lost work day incident rate and recordable accident index for Entergy employees and contractors improved in 2011. RAI for Entergy
employees was the lowest in company history.
Entergy’s performance trend as well as 2011 comparison with the average of 17 peer companies in the Southeastern Electric Exchange

Employee and Contractor Safety
Safety is a core value for the corporation and each of our employees and
contractors. Our goal is to achieve an accident-free work environment.
Our management approach includes policies, systems and programs to
build awareness and foster an employee-owned safety culture.
Safety, Health and Environmental Management

Did You

Know

Two employee groups reached significant
milestones in 2011 for years without lost-time
injuries: Entergy Louisiana north field metering
(70 years) and Entergy Louisiana metro and
south area design (45 years).

The Safety, Health and Environmental Management System, or SHEMS,
aligns safety and environmental goals, processes and resources across
our organization and enables us to monitor performance in a manner
consistent with the International Organization for Standardization 14001
standard for environmental protection as well as the U.S. Occupational
Safety and Health Administration’s Voluntary Protection Program for
safety. All Entergy employees receive SH&E training as required by their
job functions, and safety criteria are included in annual performance
incentives of Entergy leaders and employees.
As part of SHEMS, we conduct regular third-party and internal audits to
verify compliance status and safety and environmental best practices.
Audit results are reported regularly to management and annually to the
audit committee of the board of directors. In 2011, Entergy increased
facility and program audits by 20 percent and increased the proportion
of unannounced audits.
2011 Performance

Employee and contractor safety performance as measured by lost work
day incident rate and recordable accident index improved in 2011. We
achieved the lowest RAI in company history. However, we lost a long-time,
dedicated and respected co-worker when he was struck by a vehicle while
crossing the street during a fire drill. Another employee severely injured
on the job in November died earlier this year from those injuries. These

Entergy Sustainability 2011

Remember the Reasons
Remember the Reasons is a companywide safety
initiative that asks employees to post online their
personal reasons for making safety a core value.
It supports an open dialogue among employees on
why safety is important and reinforces our efforts
to build an employee-owned safety culture.

employee fatalities, our first since 2005, are devastating. We will never be
satisfied with our safety performance as long as there is one injury on the job.
We are fully committed to raising safety awareness, reducing identified risks
and redoubling our efforts to achieve an accident-free work environment.
The OSHA Voluntary Protection Program recognizes outstanding
efforts of employers and employees who have worked cooperatively
to achieve exemplary occupational safety and health. As of year-end
2011, approximately 70 Entergy work sites, or about 60 percent of
the Entergy sites that can feasibly file for certification, have achieved
OSHA VPP Star status, the highest possible rating for an industrial
work site. Achieving VPP Star status is a tremendous employee-driven
achievement and evidence of Entergy’s strong safety culture.
Contractor Safety

Reporting on Our
Five-Year Safety Strategy
In 2007, we set a five-year goal of
reducing RAI and LWDIR for Entergy
employees by 50 percent, using 2004 as
the base year, and eliminating employee
fatalities. We developed a comprehensive
safety strategy based on six initiatives:
n Hazard assessment/barriers
n

Human performance

E rgonomics

Contractor safety

Our contractor partnering safety model is designed to identify and develop
solutions to potential safety issues with the goal of eliminating the need for
reactive discipline. Contractor partnering is administered by safety advisory
boards aligned with specific groups such as vegetation, line, substation and
meter reading organizations.
An Accident-Free Work Environment

While we recognize we still have much to do to achieve an accident-free
work environment, we are encouraged by accomplishments of specific
Entergy work groups such as our New Caney Network employees in
Texas, who have worked more than 20 years without a lost-time accident.
We continue to work to identify root causes of accidents, implement
systematic responses and build greater employee and contractor awareness
and ownership of safety performance. We are also working to increase
employee health and wellness through programs that encourage employees
to embrace a “Live Safe and Healthy” attitude.

ctive safety participation
A
and ownership
S afety information management system

We completed the five-year period
at year-end 2011, making excellent
progress but falling short of our goals.
We reduced RAI by 44 percent from the
2004 base-year and we reduced LWDIR
by 29 percent. In 2011, we experienced
the only employee fatality in the five-year
period and a second employee injured
in 2011 died this year. We learned a
great deal from our first comprehensive,
companywide safety strategy and have
begun developing a new strategy, Safety2020,
with expanded focus on employee
wellness in addition to safe work practices
and accident prevention.

Nuclear Fleet Capability Factor
(18/24-month operating cycle, %)

89.3

91.9

92.3

89.3

92.2

92.5

90.2

91.9

93.5

90.7

88.6

92.2

91.1

90.9

91.9

100

2007

2008

EWC Plants

Utility Plants

2009

2010

2011

National Average

Five-Year Utility Reliability Performance
Outage Frequency
2
1.8

Outage Duration
250

1.88
1.79

1.75

1.67

1.64

216

1.66

1.6

200

210

208
187

184

178.9

1.4
1.2

150

1
0.8

100

0.6
0.4

0.2
0

0
2007

2008

2009

2010

2011

2011
Goal

Total customer interruptions excluding
major events/number of customers served

2007

2008

2009

2010

2011

2011
Goal

Total customer interruption minutes excluding
major events/number of customers served

Entergy Sustainability 2011

Reliability
Safe, reliable operations are a top priority at Entergy, and we continuously
look to new programs or technologies to improve performance in
outage frequency and duration. In 2010, we implemented a centralized
transmission and distribution reliability program for the first time.
The program assesses current best practices, measures the outcomes
of reliability projects and targets continuous improvement. Major
reliability programs include:
n
A targeted circuit program that includes inspections of poor
performing circuits, targeted circuit inspection training and
measurement of subsequent outage performance.
n
A five-year backbone inspection program that incorporates the use
of infrared cameras to detect equipment that is running hot and prone
to failure.
Other efforts range from new technologies, such as automatic load
transfer systems that automatically sense a fault and transfer loads
so that only isolated segments lose power, to programs to control
vegetation around power lines. Entergy Texas, for example, annually
performs vegetation management on more than 20 percent of their
11,000 miles of overhead distribution lines.
In 2011, we announced proposals for our utility operating companies to
join the Midwest Independent Transmission System Operator as well as
a separate transaction to spin off and merge our transmission business
with ITC Holdings Corp. Turning functional control of the transmission
grid to MISO will result in meaningful benefits to utility customers
including potential savings of more than $1 billion over a 10-year period
and enhanced system reliability from MISO’s sophisticated electric grid
management tools. Following the spin-off and merger with ITC, a leading
independent electric transmission company, customers will benefit from
the singular focus ITC can provide on transmission system performance,
planning and operations.
Nuclear energy plants operated effectively and efficiently are inherently
reliable, producing electricity uninterrupted for as long as 24 months.
Entergy’s nuclear team is widely recognized in the industry for its
expertise in nuclear operations. Our management approach to ensure
reliability of our nuclear operations includes strengthening safety
and security, ongoing investments to maintain and improve material
condition and capacity factor of our nuclear fleet, and a push for
continuous improvement in all aspects of operational performance.

Gas Service Reliability
Up by 65 Percent
As part of our utility business, we
provide gas service to more than 192,000
customers living in the New Orleans and
Baton Rouge, La., areas. Entergy’s Gas
Distribution business continues to manage
the largest natural gas rebuild effort
in company history – replacement of
approximately 844 miles of underground
pipe damaged following Hurricane Katrina.
Running ahead of schedule and under
budget, the project has improved gas
service reliability by reducing waterrelated outages to Entergy New Orleans
customers by 65 percent since 2006.

Best-in-Class Honors
for Entergy Nuclear
The Nuclear Energy Institute recognized
Entergy with two 2011 Top Industry Practice
awards, recognizing best new practices in
the industry. Indian Point Energy Center was
recognized in plant operations excellence for
an equipment hatch closure plug designed,
manufactured, tested and installed at Indian
Point to improve safety during outages.
Arkansas Nuclear One was recognized in
materials and services excellence for creation
of tungsten shielding and vests, which were
subsequently used to protect emergency
response workers at Fukushima.

Emergency Preparedness and Response
Safe, fast, effective power restoration following severe weather events is
essential to reliability. Our management approach centers on a “Preparation
Never Stops” philosophy that includes continual monitoring of weather
systems, staging of resources prior to anticipated weather emergencies,
mobilization to restore outages, clear and frequent communications with
customers, the media and government officials, continuous improvement of
our storm response capabilities based on past performance, collaboration
with neighboring utilities, contractors and government officials and
extensive storm response training including detailed storm simulations.

Emergency Response Honors
Entergy’s storm response capabilities have
earned the Edison Electric Institute Emergency
Recovery Award, the EEI Emergency Assistance
Award, or both, for 14 consecutive years.

Making the Grade at Grand
Gulf Nuclear Station
In November 2011, Grand Gulf ’s
emergency response organization
conducted a two-day exercise simulating
contamination in an area extending a
50-mile radius around the Claiborne
County, Miss., plant. The exercise included
representatives from dozens of agencies
within Mississippi and Louisiana, and
numerous federal agencies. Representatives
from approximately 25 affected counties
and parishes also attended. The Nuclear
Regulatory Commission graded Grand
Gulf ’s performance as successfully
demonstrating emergency response
capabilities. The Federal Emergency
Management Agency graded outside
agencies working with Grand Gulf, noting
actions that can help state and local
agencies improve their ability to protect
the public in an emergency.

J U M P TO

Available on our website is an e-book titled “Operation: Storm Ready”
that details Entergy’s plan for severe weather and provides tips for
customers to prepare their homes and businesses.
Our nuclear team conducts ongoing programs evaluated by the Nuclear
Regulatory Commission to ensure nuclear emergency readiness. These
include ongoing risk analyses and design enhancements to address
natural and manmade risks, and extensive operator training and drills
to prepare for extreme conditions. Emergency response plans protect
public health and safety, and are regularly exercised in cooperation with
local, state and federal agencies. All Entergy nuclear plants have severe
accident management guidelines that prescribe actions beyond normal
emergency operating procedures. These guidelines address severe
challenges to the reactor core of the kind experienced at Fukushima.
More information on our nuclear emergency readiness is available at
entergy-nuclear.com.
In 2011, our utility storm response teams and EWC nuclear teams were
challenged with weather events including historic flooding, tornados
and tropical storms. During Hurricane Irene on the East Coast, EWC
sequestered nuclear plant staff at Indian Point, Pilgrim and Vermont
Yankee, and coordinated its preparations with the Nuclear Regulatory
Commission, the Federal Emergency Management Agency, independent
system operators and various government officials. All three plants
operated safely and at full power throughout the weather events.
As part of its mutual assistance agreements with other U.S. utility
companies, Entergy utility operating companies sent seasoned crews
of tool workers and support personnel in response to mutual assistance
calls received as Hurricane Irene hit the Mid-Atlantic states and began
to track through New England. The crews, which were a mix of Entergy
employees and contract restoration workers, provided more than 116,000
worker-hours of assistance. The Edison Electric Institute recognized
Entergy’s assistance efforts with its 2011 Emergency Assistance Award.

More information on our utility storm response capabilities including

real-time updates during severe weather events is available on the Entergy Storm Center at
entergy.com/stormcenter.

Entergy Sustainability 2011

Additionally, Entergy earned the 2011 EEI Emergency Recovery Award for outstanding restoration
efforts to its own customers throughout the year following 11 severe weather events including
tornados, floods, severe thunderstorms, a tropical storm and drought.

Supply Chain Development
A healthy, sustainable supply chain is vital to the more than $2.8 billion of materials and services we
purchase to enable the delivery of reliable, affordable power to our customers. Our management
approach to maintaining and further developing a healthy supply chain includes a defined supplier
code of conduct, initiatives to build a more sustainable supply chain and a program for encouraging
and facilitating greater supplier diversity and programs.
We expect suppliers to behave in a manner consistent with our supplier code of conduct in their
interactions with Entergy and its employees. Our supplier code of conduct articulates our ethical
expectations and obligations of suppliers who work with Entergy. The complete document is
available at entergy.com/content/operations_information/supply_chain/supplierscode.pdf.
Our supply chain sustainability initiatives include a number of programs to improve the safety and
environmental performance of our suppliers. In 2008, we joined with other investor-owned electric
companies to form the Electric Utility Industry Sustainable Supply Chain Alliance, which is working
in specific sectors to reduce greenhouse gas emissions and improve efficiency. While no longer an
alliance member, we continue to work with our non-fuel suppliers to improve their environmental
performance. Our contractor safety program is discussed in the safety section of page 23.
Our supplier diversity initiative provides important benefits to Entergy and suppliers. Entergy
gains a diverse pool of qualified suppliers, quality products and services resulting from increased
competition and a higher level of service and flexibility. Our suppliers gain an understanding of our
business practices, policies and requirements and a resource to align and capitalize on business
opportunities and achieve their goals. The program identifies, prequalifies and promotes the
utilization of diverse suppliers including minorities, women, veterans, disabled veterans and HUB
Zone suppliers. A second-tier program includes built-in guarantees that our primary suppliers use
minority- and women-owned businesses. Since its inception in 1987, our supplier diversity initiative
has awarded more than $3 billion in contracts and purchase orders to diverse suppliers.

Did You

Know

Entergy was the first electric utility holding
company to sign a Declaration of Fair Share
Principles with the National Association for
the Advancement of Colored People in 1987.
We celebrate this 25-year mark with continued
commitment to diversity in major aspects of
our business including employment and upward
mobility, board of director representation,
philanthropic contributions and procurement.

ECONOMIC PERFORMANCE

Building Relationships with Our Customers
O U R G OAL
A chieve top-quartile customer
satisfaction by communicating
openly and responding effectively to
customer wants and needs

W H Y I T ’S IMPORTANT
We believe good relationships are
the foundation of good business.
By strengthening relationships with
customers, we can build a better public
understanding of Entergy’s goals, deepen
trust in our viewpoint and broaden
support of our objectives. That improves
our regulatory environment and enhances
our ability to deliver top-quartile
shareholder return.

W H AT ’ S INVOLVED
n

Customer Engagement

Customer Experience

Advancing Products and Services

Top Customer Honors
Yum! Brands Inc., the world’s largest
restaurant company based on number of
restaurants worldwide, named Entergy its
2011 Utility Company of the Year in recognition
of our resource commitment, accountability
and integrity.

Customer Engagement
Working effectively with all stakeholders is vital to the long-term success
of our business. Entergy and its employees engage regularly with many
different stakeholders, often at a local level between Entergy managers,
customers and community leaders. For example, throughout our utility
service area, customer service managers and other company leaders host
forums with community leaders to encourage dialogue about known
and emerging issues of interest to our stakeholders. Frequency of these
roundtable-style sessions varies, depending on local interest, but they are
typically held quarterly or semi-annually. Small groups of a dozen or more
civic leaders, business owners, nonprofit directors and others meet with
company managers who can address specific topics of greatest relevance
to participants.
Outreach events also address major operating issues or milestones
that may impact customers and communities. For example, Entergy
Arkansas held four technical conferences in 2011 and has presented
substantial public information in preparation for its December 2013
exit from the Entergy System Agreement, a contract that governs how
the various Entergy utility operating companies share generation and
transmission resources and costs.
Similarly, utility operating companies have engaged stakeholders on the
proposal to join the Midwest Independent Transmission System Operator.
For example, Entergy Mississippi hosted a technical conference in October
to provide interested stakeholders with an understanding of customer
benefits of joining MISO, one of the largest regional transmission operators
in the United States.
We also maintain strong relationships with local, state and federal
regulators and other governmental stakeholders responsible for policy
and regulatory decisions impacting our business. We recognize that
open, informed and responsive communications are essential. Our
utilities have long maintained organizations to support communications
with local and state regulators. In our non-utility business, we formed
the Entergy Wholesale Commodities organization in 2010 partly to bring
the same level of focus on local and state regulators in that business.
EWC has a dedicated governmental and regulatory affairs group
working to strengthen communications with its state, community and
regulatory stakeholders.

Entergy Sustainability 2011

Average Utility Residential Rates
(2007 – 2011, cents per kWh)
14

U.S.

12
10
8

Entergy

6
4
2
0
2007

2008
Entergy

2009

2010

U.S.

Utility Retail Kilowatt-Hour Sales

Utility Peak Demand

(in millions)

(in megawatts)

120,000

2009

22,387

21,009

2008

21,799

21,241

20,000

22,001

108,688

107,510

99,148

100,609

25,000

102,013

100,000

2011

80,000
15,000
60,000
10,000
40,000

5,000

20,000

0
2007

2008

2009

2010

2011

2007

2010

2011

Customer Satisfaction
(2007 – 2011, %)

77
75
74

77
73
70

2007

2008

Overall Satisfaction Entergy

79
73

78
74

2009

Overall Favorability Entergy

81
80
75
73

2010

Overall Satisfaction Industry

2011

Overall Favorability Industry

Customer Experience
Our utility customers’ experience in dealing with Entergy directly impacts
our bottom line. Our management approach includes a customer-focused
culture change program, proactive and consistent communications,
employee ownership of issue resolution, an “outside-in” perspective on
customer opinion and integrating the customer experience into planning
and service delivery processes.

J U M P TO

A variety of online

tools can be found at
entergy.com/save_money.

SAVE ME MONEY” online tools address
“
customers’ desire for more guidance and control
over their energy usage, as well as a more userfriendly look and easier navigation of their bills.
Specific demand side management tools rolled out
systemwide in early 2012 include:

In early 2010, our utilities began a multi-million dollar integrated effort
to improve customer satisfaction. A cross-functional customer experience
team, charged with delivering a positive and profitable customer
experience, spent much of 2011 interacting with customers in focus
groups, interviews and through surveys to understand their wants and
needs. Specific customer desires included “save me money” and “keep
me informed,” driving new tools and services developed in response.

KEEP ME INFORMED” tools and services provide enhanced
“
communications during outages and service initiation and more engaging
interactions with Entergy employees. Specific offerings being piloted in
selected areas include:

Outage communications that include three notifications: initially to all
customers affected by an outage, when service personnel arrive on the
scene and when power is restored that includes the cause of the outage.

myPaymentOptions web page, a one-stop shop
for all payment and billing plan programs,

myAdvisor web page, with virtual host “Tom,”
who helps customers understand their bills, find
suitable payment options and learn energy saving
solutions tailored to the customer’s skill level
and home situation.

myHome web page hosted by the virtual
“Anderson family,” providing a variety of videos
of energy saving and do-it-yourself tips arranged
by rooms in a house.

A more rewarding welcome experience from customer service
representatives trained to focus on building positive customer
relationships. The welcome experience includes a new greeting by call
center agents, a discussion of future communication preferences and
average bill estimates with appropriate qualifiers.
S ervice initiation that includes three communications: an automated
telephone call 24 hours in advance of initiation, an automated call to
confirm completion and an email survey within 48 hours asking,
“How did we do?”

Entergy Sustainability 2011

More ideas and innovations are being developed through this partnership
with Entergy customers. We are reviewing and adjusting internal policies and
procedures to enable employees to provide positive customer experiences,
which in turn results in better employee satisfaction. We expect the result
over time will be a dramatic change in the way we do business.

Advancing Products and Services
Customer lifestyles and business operations have changed dramatically
with changing market conditions and emergence of new technologies. As
an energy provider, we must advance our products and services to stay in
step with customers. We continually assess the value of new technologies
and energy sources for our customers and balance that value against the
costs of development and implementation.
Our approach to implementing a smart grid – one that uses a variety
of new technologies to improve the way electricity is delivered and
consumed – is a good example, grounded in the following beliefs:
n Customers want more control over energy usage.
n Emerging data management and communication technologies
give customers more energy usage options, improve reliability and
efficiency and reduce emissions.
n Transformation of generation, transmission and distribution systems
will occur over many years as key technologies continue to evolve.
n For any program, customer benefits must justify costs.
We formed an Integrated Energy Management organization to lead our
smart grid strategy. It has defined a deliberate process to chart a course for
deployment. The process includes small- to medium-scale pilots, extensive
peer company research, customer research, technology architecture and
strategy development. In the pilot programs under way:
n Functionality of advanced metering infrastructure (smart meters) is
being tested in Baton Rouge, La., Fort Polk, La., and Hazen, Ark. The
tests began in 2008 and have since been expanded in scope and scale.
The Baton Rouge test also includes 400 demand response devices.
n We are testing interactive communications with Hazen, Ark., customers
and testing technology designed to operate irrigation pumps for rice
farmers and catfish ponds.
n Entergy New Orleans is placing smart meters in up to 7,400 residences
of low-income customers, a project that is funded in part by a $5 million
stimulus matching grant from the U.S. Department of Energy.

The Arbor Day Foundation has recognized Entergy
Corporation for seven years as a Tree Line USA
utility for efforts to protect and enhance America’s
urban trees while ensuring delivery of safe, reliable
power through proper tree pruning, planting and
care within the Entergy service territory. Utility
vegetation excellence involves not only diligent
operations management in such a fertile region
but also considerable customer education on the
benefits of trees in energy conservation and the
importance of proper tree placement to avoid
power lines. Careful selection and conscientious
management of new and existing trees helps
Entergy ensure electric system reliability and
helps our customers save money.

Customer Service Honors
Residential customers surveyed in the “E Source
Review of 100 North American Electric and
Gas Company Websites: 2011” ranked Entergy’s
website number one in the South and number
three in the U.S. for offering a positive
online experience.

E N V I R O N M E N TA L P E R F O R M A N C E

Protecting Our World
O U R G OAL
B e one of the cleanest power
generators in America and inspire
others to preserve and protect
the environment

W H Y I T ’S IMPORTANT
Achieving excellence in environmental
performance is integral to managing
operating costs, excelling in compliance
and ensuring public health and safety.
Further, with our utility operations firmly
entrenched in a region so impacted
by environmental challenges, we have
a business imperative to mitigate
these risks. Inspiring environmental
stewardship through energy efficiency
and other efforts contributes to
customer satisfaction and plays a key
role in managing future power needs.
Issues such as climate change pose
business opportunities even in the midst
of unacceptable risks to our company,
community and society.

W H AT ’ S INVOLVED
n

A Comprehensive Strategy

Clean Generation

Reduced Environmental Footprint

Proactive Approach to Adaptation

Compliance

Energy Efficiency

Employee and Stakeholder Engagement

A Comprehensive Strategy: Environment2020
We are committed to operating our business in a way that meets or
exceeds environmental requirements and minimizes environmental
impact of our operations. We set goals that reflect continuous
improvement and publicly report our environmental performance using
best-practice reporting guidelines.
We have a long history of environmental leadership. In 2001, Entergy
was the first U.S. utility to voluntarily commit to stabilize CO2 emissions.
Last year, we adopted a holistic, 10-year environmental strategy,
Environment2020, to provide further direction and improvement in our
environmental performance. The strategy is driven by stakeholder
concerns, potential new regulatory requirements, environmental
resource limitations, financial considerations and Entergy’s aspirations.
Environment2020 has six areas of focus.
Within and across these six areas, Entergy deploys integrated and
aligned strategies that can deliver valuable environmental, economic
and social benefits. For example we have multiple strategies to address
risks posed by climate change including programs to accelerate clean
generation and increase energy efficiency to meet our CO2 stabilization
commitment, support of wetlands conservation and work to help Gulf
Coast communities adapt to environmental risks. The business benefit to
Entergy is a stronger coastal environment that offers greater protection
for our operating infrastructure, employees and customers. At the same
time, we are protecting biodiversity by restoring and preserving wildlife
habitat, providing economic value to communities who depend on a safe,
healthy coastal environment for their livelihood and producing social
benefits to those who rely on it for recreation and enjoyment.
Our management approach to executing Environment2020 includes a Safety,
Health and Environmental Management System with policies that establish
clear expectations for Entergy employees. Also included are processes
and metrics to monitor, measure and improve our performance.

J U M P TO

More information on SHEMS is available at

entergy.com/our_community/environment.

Entergy Sustainability 2011

H I S T O RY O F E N V I R O N M E N TA L L E A D E R S H I P

E N T E R G Y ’ S VO LUNTARY CO2 STABILIZAT ION COMMIT MEN T S
G OA L

TI M E FRAM E

RE SU LT S

Maintain CO 2 emissions from Entergy-owned

2001-2005

Emissions from 2001 to 2005 were 23 percent

power plants at year 2000 levels

below the cumulative five-year target

Maintain CO 2 emissions from Entergy-owned

2006-2010

Emissions from 2006 to 2010 were more than

power plants and controllable power purchases

3 percent below the cumulative five-year target

at 20 percent below year 2000 levels
Maintain CO 2 emissions from Entergy-owned

2011-2020

Although emissions in 2011 exceeded target

power plants and controllable power purchases

by 8.4 percent, due to increased customer

at 20 percent below year 2000 levels

demand resulting in more generation and
emissions, emissions from 2001 to 2011 were
12.6 percent below the cumulative target

E N V I RO N M E N T 2020 OVERVIEW
S T RAT E GY A SP IRATION: S T R I V I N G TO B E O N E O F A M E R I C A ’ S C L E A N E S T U T I L I T I E S
S TRATEGY PLAN K S

Continuously reduce Entergy’s environmental footprint
Assess and implement adaptation measures to mitigate physical risks to our
operating area posed by climate change
Proactively manage emerging compliance areas
Deploy energy-efficient technologies and enhance transmission and distribution
networks to assist customers in reducing energy use and cost
Advance Entergy’s utility portfolio transformation to accelerate clean generation
Engage employees and other stakeholders to advance Entergy’s vision for corporate
sustainability and environmental stewardship

Sources Used to Meet Utility Demand
100 %

80 %

30%

28%

60 %

13%

14%

13%

36%

34%

38%

36%

34%

21%

22%

20%

22%

25%

2007

2008

2009

2010

2011

Purchased Power
40 %
Coal
Nuclear

20 %

Gas/Oil

Clean Generation
Entergy’s utility portfolio transformation strategy calls for the bulk of
our capacity needs to be met through clean, reliable resources, whether
owned or contracted, that will be available over a long term rather than
through power purchased only to meet immediate needs. Over the past
nine years, portfolio transformation resulted in the addition of about
4,500 megawatts of new long-term utility resources to address current
capacity shortfalls, meet long-term load growth of 1 percent to 1.5 percent
per year and accommodate deactivation of selected generation assets.
In our non-utility business, efforts such as a record 642-day run at
Pilgrim Nuclear Power Station set in 2011 also support clean generation.

Environmental Honors
Entergy was named one of the Top 500 “greenest”
U.S. companies based on Newsweek magazine’s
2011 “Green Rankings” for environmental
performance, policies and disclosure.

Our management approach to utility portfolio transformation includes
issuing requests for proposals to procure supply-side resources for our
utilities to meet region-specific needs. We use a transparent process
to ensure fair and independent evaluation of purchase and acquisition
opportunities, considering factors such as fuel supply, operating
efficiency, fit with our transmission system and seller motivation.
EWC uses a similar evaluation process when analyzing opportunities to
expand its asset portfolio. In 2011, we advanced our clean generation
strategy with a number of actions detailed in the Economic section of
this report, under Operational Performance Management.
Entergy performs ongoing analysis of favorable financial and technical
conditions for use of renewable energy resources. In addition to the
utility’s 74 megawatts of hydro, EWC’s generation portfolio includes
80 megawatts of wind power.
Through these strategies, including utility portfolio transformation and
productive uprate investments and capacity-factor improvements, since
2007, Entergy has increased the portion of energy supplied by clean and
efficient natural gas-fired, combined-cycle units at the utility and set
numerous records for emission-free nuclear generation in EWC markets.
34

Entergy Sustainability 2011

We encourage energy conservation and education on the potential
of solar power through our strategic giving to the New Orleans Solar
Schools Initiative, a partnership between Entergy Corporation, Nike
Corporation, Winrock International, the U.S. Green Building Council
Louisiana Chapter and the city of New Orleans. Through the initiative,
three schools in New Orleans have been equipped with solar arrays.
Most recently, the New Orleans Charter Science & Math High School
was equipped in 2011 with a 25.3-kilowatt solar array that will produce
approximately 36 megawatt-hours of electricity per year, enough to
power three typical homes. Students will use the solar equipment as a
firsthand learning tool to research and report how energy conservation
can integrate with solar power. Entergy contributed $1.5 million to the
$1.7 million New Orleans Solar Schools Initiative partnership.

Reduced Environmental Footprint
We have long believed that the increase in greenhouse gas emissions
to our atmosphere has a harmful effect on our environment; and we
recognize the importance of preserving our global supply of clean air
and water as well as the biodiversity that exists within ecosystems and
across our planet. For these reasons, we seek to continuously reduce
our environmental footprint.
Managing Risk Associated with Climate Change

For more than 10 years, Entergy has aggressively addressed business risk
posed by climate change. Our approach includes development of a robust
emissions baseline, achievement of voluntary targets and research and
investments in adaptation measures. Oversight of these strategies includes
board of directors review, active executive leadership, participation in
the Carbon Disclosure Project as well as comprehensive disclosure to
investors through financial filings and ongoing investor relations activities.
The benefit of this approach is that we continually develop and enhance
our knowledge and capabilities to operate effectively in an environment
that is both physically changing and carbon constrained.
Since 2006, an independent source has verified Entergy’s greenhouse
gas inventory; however, in 2011, the inventory was verified for the first
time in accordance with International Organization for Standardization
14064.1. The inventory, reporting document and verification statement
are available at americancarbonregistry.org. A copy of the verification
letter from ICF International is included at the end of this report.
We participate in external research and other efforts to build internal
knowledge and capacity to operate in a carbon-constrained economy.
For example, we purchase greenhouse gas reduction credits in part
to offset Entergy emissions but also to build capacity to work with
alternative compliance mechanisms. In 2011, we announced two purchases
of greenhouse gas reduction credits from Seneca Meadows, Inc., which
owns and operates the largest non-hazardous solid waste facility in
New York state. SMI captures methane, a potent greenhouse gas with

Supporting Alternative Sources
Entergy’s donation of electric-vehicle charging
stations to public universities and colleges allows
Entergy and campus researchers to collect usage
data and other insights on consumer demand.

Entergy Emissions Performance
Greenhouse Gas Commitment

CO 2
100

53.2

53.2
42.6

49.6
44.2
36.8

38.3

31.7

35.4

36.1

2007

2008

44.9

42.6

38.9

37.0
35.6

44.4

42.6

39.8
33.0

46.1
42.6

42.6
36.9

37.8

2010

2011

0
2001

2002

Annual Target
(million tons/year)

2003

2004

2005

2006

Actual Generation Emissions
Includes Large Plants and Small Sources
(million tons/year)

2009

Actual Annual Total Emissions
Actual Generation Emissions + Actual Controllable Purchase Emissions
(million tons/year)

Emissions from Owned Generation

CO 2

NOx

300

2
1.32

0.59

1.41

0.58

1.25

1.26

0.54

0.59

35.7

32.6

36.5

37.4

2007

2008

2009

2010

2011

CO 2 Intensity
(lbs/kWh)

1.64

1.51

0.81

0.82

0.59

35.0

CO 2
(million tons/year)

300

50.3

40.3

46.6

2007

2008

2009

2010

NOx
(thousand tons/year)

SO 2

0.82

47.8
0

National Average
(lbs/kWh)

1.06

0.75
0.75

47.1
0

NOx Intensity
(lbs/MWh)

2011
National Average
(lbs/MWh)

500

4.47

3.5
2.27

2.27

0.75

0.72

0.71

0.46

0.44

0.45

0.44

2007

2008

2009

2010

2011

2.00

0.77

3.84
2.97

2.60

0.89

0.86

0.79

0.75

0.77

52.4

52.7

48.2

46.6

48.5

2007

2008

2009

2010

2011

SO 2
(thousand tons/year)

SO 2 Intensity
(lbs/MWh)

National Average
(lbs/MWh)

0
Hg
(tons/year)

Hg Intensity
(lbs/100 GWh)

National Average
(lbs/100 GWh)

Entergy Sustainability 2011

a global warming potential 21 times greater than CO2, from decomposing
waste in a collection system and sends it to a landfill gas-to-energy
facility. Entergy’s purchases represent the equivalent of removing roughly
172,000 metric tons of CO2 from the atmosphere or taking more than
30,000 vehicles off the road for one year. The greenhouse gas credits were
registered through American Carbon Registry.
The transportation sector is the second largest U.S. generator of
greenhouse gas emissions behind electricity generation. In conducting
research on a near- to long-term strategy for electric vehicle use in our
jurisdictions, we have concluded that no new generation facilities would
be required, as vehicles are charged overnight during off-peak hours.
Entergy has donated 17 electric-vehicle charging stations for installation
at public universities and colleges. Students, faculty and staff who
own electric vehicles can now charge them at no cost while university
researchers and Entergy collect usage data and conduct research into
the chargers’ impact on consumers and the electric grid.

Hazardous Waste Generation
(tons)

62.3

54.2
46.0

Reducing Air Emissions

We have invested more than $17.5 million since 2005 to significantly
reduce sulfur dioxide and nitrogen oxide emissions from Entergyowned plants. Through our utility portfolio transformation strategy, we
significantly increased since 2005 the percentage of power generated
from clean, efficient, natural gas-fired capacity. We expect to use both
approaches to reduce air emissions in the future. For 2011, NOx and
SO2 emissions increased slightly compared to 2010 due to increased
generation to meet growing customer demand.

30
20

27.1

27.8

2010

2011

0
2007

2008

2009

Reducing Waste

Generating waste creates business risk in the form of non-compliance with
permits and regulatory requirements, and potential cleanup of disposal
sites. We manage these risks by implementing waste minimization and
management programs, investment recovery initiatives and recycling
programs as well as by auditing third-party disposal sites.
All our business groups have aggressive waste minimization programs
designed to achieve the lowest category of hazardous waste production.
In our generation facilities, used nuclear fuel and coal ash are of
particular concern.
Most used nuclear fuel loses about 50 percent of its radioactivity
within three months and about 80 percent after one year. The Nuclear
Regulatory Commission has determined that used fuel could be stored at
plant sites for 100 years without adverse health or safety consequences.
While used fuel is currently being stored safely on-site, Entergy urges the
federal government’s establishment of a permanent disposal site.
Entergy’s largest single-type waste stream from fossil plants is coal ash.
In 2010, the most recent data available, we recycled 50.1 percent of our
coal ash, which is used in building materials, better than the national

Did You

Know

Entergy’s SO 2 emissions intensity, measured by
pounds emitted per MWh generated, is 71 percent
below the U.S. average because we rely heavily on
natural gas and emission-free nuclear energy to
generate electricity. Our NOx emissions intensity
is 29 percent below the U.S. average.

Entergy Recycling Programs
Entergy recycled nearly
7 million pounds of scrap wire,
scrap metal, used equipment
and other materials that
otherwise would have gone into

3.4 Million.

a landfill, enabling the company

17,000

to recover more than

Trees

Through our paper, plastics
and aluminum recycling
program, we recycled 75,084
pounds, including 34,289

This included two tons of rechargeable batteries and just

pounds of white paper, saving

under 120 tons of computer and electronic equipment.

more than 17,000 trees.

Entergy’s Efforts in
Conserving Groundwater
Only one of our generating sites, Lewis
Creek Plant in Montgomery County,
Tex., is located in a water-stressed area.
However, this number may increase as
water becomes scarcer, water quality
declines and water availability and quality
are more heavily regulated. In 2010, we
began a coordinated effort to reduce
groundwater consumption at Lewis Creek
Plant by 30 percent by 2016. We engaged
with experts to review current water
usage and identify opportunities such
as water balances, equipment upgrades
and reuse and recycling programs that
can help us meet our goal. Lone Star
Groundwater Conservation District
(lonestargcd.org) monitors coordinated
efforts throughout the local area to meet
the 30 percent reduction goal.

industry average of 42.5 percent. However, recycling has decreased over
the past three years as demand for building materials dropped with the
housing slump and weak economy. Hazardous waste generation was
27.8 tons in 2011, down nearly 45 percent from 2007 when the company
implemented a waste minimization standard.
Protecting Clean Water Resources

Water is fundamental to life and vital to power generation. Population
growth and persistent drought conditions have created greater urgency
around reducing water consumption and preserving and protecting
water resources.
Entergy’s water peer group was formed in 2002 – along with air and
solid waste peer groups – and a formal charter developed in 2005. The
group includes subject matter experts from all Entergy businesses who
collaborate and coordinate the company’s management approach to water
issues. Entergy has conducted water optimization studies at several of its
facilities. We are contributing to the U.S. Business Council for Sustainable
Development’s water synergy program through research at our Waterford
fossil and nuclear units to develop enhanced water management tools.
Entergy also engages with our suppliers to improve their water consumption
performance and works with industry experts on research and data
collection to identify opportunities for improved performance. In 2011,
Entergy and the U.S. Business Council for Sustainable Development initiated
a project to find water synergy opportunities in the lower Mississippi River
Valley. Approximately 30 other industrial customers in the region are joining
in the effort. We expect results from this project in 2012 to 2013.
Protecting Biodiversity

We believe biodiversity is an ecological asset to be valued and protected.
Entergy has a strong track record of limiting the impact of our operations
on biodiversity, but our goal is to have a net positive impact on biodiversity.

Entergy Sustainability 2011

Strategic Giving and Biodiversity

Hydro Operations and Biodiversity

We funded grants to enable the Mississippi Nature Conservancy to plant 400,000
bottomland hardwood trees that provide natural habitat for migratory birds and
native wildlife species. The trees also sequester carbon, helping Entergy meet our
CO2 stabilization commitment, clean the water by reducing runoff of pollutants
and reduce the effects of flooding.

Entergy Arkansas manages biodiversity issues as
part of managing shoreline associated with our
Remmel Dam and Carpenter Dam. Our shoreline
management plan ensures that the water body is
managed in ways that preserve critical habitat of
protected species.

The business case for biodiversity protection includes maintaining our
license to operate and reputation by reducing the environmental impact
of operations; contributing to healthy ecosystems such as wetlands that
are critical to the quality of life and commercial livelihood of stakeholders
and customers in the communities we serve; and reducing or avoiding
transaction costs associated with biodiversity impacts.
Risks related to biodiversity include negative impacts to avian species and
cost of non-compliance with wildlife protection laws and regulations.
We manage these risks through our environmental management system
as well as protective construction standards and training. Impact of new
construction is considered during the investment approval process.

Award-Winning Habitat Restoration
Restore America’s Estuaries honored Entergy
with its 2011 Corporate Leadership Award,
recognizing our many contributions to habitat
restoration.

Our threatened and endangered species mapping system shows known
locations of protected species and the locations of our transmission,
distribution and generating assets. Employees use the system to manage
facilities and operations in ways that protect and enhance biodiversity. We
consult with appropriate agencies on projects with potential for biological
interaction in order to include the most current species habitat, range and
protection status data. Stakeholder consultation is included through the
built-in comment period of permit requests for many of our projects.
In March 2011, Entergy implemented an Avian and Wildlife Protection
Standard, establishing the company’s commitment to biodiversity and
addressing all wildlife impacts. Since the majority of biodiversity risk is
associated with transmission and distribution lines, Entergy’s corporate
standard called for development of an Avian Protection Plan by the utilities
to reduce risks resulting from avian interactions with electric systems.
In October 2011, the U.S. Fish and Wildlife Service concurred with the plan,
which includes a program to retrofit electrical system components with
bird-mortality reduction measures and establish avian-friendly standards
for new-builds.

Nuclear Operations and Biodiversity
Indian Point Energy Center made yearly
contributions of approximately $100,000 to the
Hudson River Fund. These contributions help the
Hudson River Foundation finance scientific research
on how to best protect the river from pollution.
Statistics show that the number of fish species in
the Hudson River is greater than ever before.

Adaptation
The primary risks posed to Entergy’s business by climate change include
sea level rise, extreme weather events such as hurricanes and storm
surges in coastal areas. A large portion of our customer base and the
majority of our utility infrastructure is in the Gulf Coast region. Coastal
Louisiana suffers one of the fastest rates of wetland loss in the world,
and restoration costs are estimated in the tens to hundreds of billions
of dollars. In this rapidly changing physical environment, industries and
communities must be resilient to survive.
Business benefits of implementing adaptation measures, such as upgrading
our facilities, include reduction of downtime and disruption, redeployment
of capital previously spent on repairs to more productive investment
opportunities, a more robust and resilient economy, enhanced prosperity,
safety and quality of life and stakeholder support for resilience investments.
Entergy is working to improve resilience of our generation, transmission
and distribution infrastructure. At our generating sites, we are evaluating
measures such as building flood protection levees for at-risk plants and
raising at-risk equipment. Entergy Louisiana and Entergy Texas each held a
Resilience Technical Conference with customers to learn how to prioritize
our infrastructure resilience investments in ways that align with actions
customers are taking and minimize their losses from business interruption.
We plan to develop a defined process to evaluate resilience investment
opportunities for pilot projects.
Our management approach to addressing and adapting to environmental
risks in our communities includes engaging with regional, state and local
governments, academics, nongovernmental organizations and businesses
that share similar interests in building resilience. With these partners, we
assess environmental risks, identify possible solutions and make adaptation
to a rapidly changing physical environment a high-priority local issue.

Recognized Environmental Leadership
The National Wildlife Federation honored
Entergy CEO J. Wayne Leonard with an
achievement award for his commitment to Gulf
Coast restoration, sensible solutions to climate
change and conservation of natural resources.

The Power of Partnerships

In 2011, Entergy and the America’s WETLAND Foundation formed the
“Blue Ribbon Resilient Communities: Envisioning the Future of America’s
Energy Coast” initiative to host community leadership forums in Texas,
Louisiana, Mississippi and Alabama. The initiative builds on the findings of
a 2010 study funded by Entergy, which found that the Gulf Coast region
could suffer $350 billion in direct economic loss and nearly $700 billion in
total economic losses over the next 20 years due to growing environmental
risks including sea level rise, storm surges and hurricanes.
Through our forums and technical conferences, Entergy and the
communities involved learned practical lessons about improving
resilience. For example, through discussions with city managers and
county and parish leaders, Entergy established that power for sewage
and water treatment plants is critical during disruptive events. As
an adaptation measure, cities have acquired generators to provide
temporary power to these systems during emergencies. As a result of

Entergy Sustainability 2011

Advocating for the Gulf Coast Region
More than 100 Entergy volunteers helped launch floating islands in a demonstration project of a new technology
to protect the Gulf Coast south of Houma, La., considered to be ground zero for coastal land loss in America.
J U M P TO

https://vimeo.com/29968623 to see the video.

the forums, many communities have begun plans to restore and protect marshlands along the
coast to provide added protection against storm surge floods. Communities also benefit from a
stronger regional voice on environmental issues. Additionally, Entergy is better informed of our
customers’ needs and priorities during major outage events.
Entergy awarded a $250,000 grant in 2011 to America’s WETLAND Foundation to help build
public support for policies to protect the Gulf Coast region against a changing environment. AWF
will compile lessons learned through the BRRC initiative into a report to further raise awareness
of climate change impacts and the imperative of improving resilience.
Wetlands are one of several natural barriers that help reduce the impact of storms. In addition,
barrier islands, natural ridges and other geographic features help reduce the impact of storm
surge on development. Since 2009, Entergy has awarded $150,000 to Tierra Resources to develop
the world’s first methodology to establish carbon offsets for deltaic wetlands restoration. Under
the methodology, which was reviewed and approved by the American Carbon Registry, carbon
credits created by restoring wetlands can be registered and sold to help finance additional
wetland restoration. After a public comment period and scientific peer review, final approval of
the new methodology is anticipated in 2012.

Compliance
Our goal is to fully meet or exceed regulatory requirements and actively manage emerging
compliance issues. Compliance training includes annual basic environmental awareness training
within our transmission and distribution organizations. Other groups utilize annual web-based
training on new and existing environmental requirements. Compliance is monitored through a
web-based training administration program and Entergy’s compliance and risk tool, which is
described in the Economic section of this report. In our fossil generation group, an environmental
index score, which captures compliance performance, is included in the performance incentives
of every employee in the incentive program.

Risks related to water discharges and aquatic ecology protection include
periodic non-compliance with permits and regulatory requirements. We
manage the risks through programs, procedures, training and monitoring
of discharges to evaluate compliance with permit limits. Monitoring
indicates a greater than 99.9 percent compliance rate with permit limits.

NPDES Exceedences
35
35
32

30
25
20
15

2010

2011

10
5
0
2007

2008

2009

While our history of environmental agency fines demonstrates our strong
commitment to compliance, a fine agreed to in 2012 warrants discussion. In
November 2010 a transformer at the Indian Point facility failed, resulting
in a fire and the release of non-PCB oil to the ground surface. The fire was
extinguished by the facility’s fire deluge system along with the site’s fire
brigade. No injuries occurred due to the transformer failure or Entergy’s
response. Non-PCB oil and deluge water were released into the facility’s
discharge canal and the environment surrounding the transformer and
discharge canal, including the Hudson River, as a result of the failure, fire
and fire suppression. As a result of this discharge of non-PCB oil, Entergy
in March 2012 agreed to a settlement with the New York State Department
of Environmental Conservation under which Entergy will pay a civil
penalty consisting of a payment of $625,000, another $600,000 to be paid to
environmental benefit programs in the region and an additional payment of
$275,000 that is suspended contingent upon Entergy’s compliance with the
other terms of the settlement. Entergy also paid $67,000 in natural resource
damages and oversight costs.

Energy Efficiency
Energy efficiency is an effective tool that plays an important role in
addressing CO2 emissions while reducing customer energy bills. Where
available, our business receives incentives for developing efficient energy
infrastructure and encouraging energy conservation. Our customers
receive incentives or rebates to encourage them to implement energy
efficiency programs.

Environmental Agency Fines
(shown in the year paid)

10
8

s part of our strategy to improve customer satisfaction, Entergy significantly
A
expanded educational material on energy efficiency, weatherization
and energy conservation available online. More than 119,000 customers
visited Entergy’s Save Money web page (entergy.com/save_money)
in 2011, with more than 32,500 reviewing the ENsight Energy Calculator,
up 55 percent from 2010.

$11,382

$13,750

6
4

$2,750

2009

2010

2011

0
2007

2008

Note fine regarding Indian Point transformer failure, agreed
to in 2012 and explained in detail in this section.

Entergy currently has 32 demand side management programs covering
residential, commercial and industrial customers. These efforts include:
n
In a joint pilot project with the U.S. Department of Energy and the city
of New Orleans, Entergy New Orleans began deploying up to 7,400
smart meters in residences of low-income customers as well as in-home
displays and programmable communicating thermostats. The pilot will
assess customer acceptance, outreach and education initiatives, energyuse behavior changes and the persistence of these changes over time.
Results will be available in the first quarter of 2013.

Entergy Sustainability 2011

In 2011 alone approximately $25 million
was invested in demand side management
programs delivering 38 MW and

A total of $79 million was invested in energy
efficiency programs from 2002 through 2011
to deliver a total of 185 MW and

398,000

92,100

MWh

of annual energ y savings.

MWh

of energ y savings.

In other 2011 energy efficiency efforts targeting low-income customers, Entergy and state-run
programs helped weatherize more than 4,700 homes, helping homeowners reduce their energy
use and costs. Entergy supplied more than 6,500 fans and 133 air conditioning units through our
Beat the Heat program.
n We distributed materials from the federal Energy Star program to customers through customer
service organizations and entergy.com. Entergy also promotes an Energy Star residential new
construction program.
n

In addition, we are deploying energy efficient transmission and distribution technologies such as
composite core conductor improvements. These improvements reduce line losses and related CO2
emissions, and are being implemented in ways that minimize waste. Over the last decade, Entergy
has invested more than $30 million in efficiency improvements across its operations. For example,
we invested in neural network control systems to improve generation efficiency. We also continue
to improve efficiencies at our nuclear plants in order to achieve the benefits of clean air generation.

Employee and Stakeholder Engagement
Engaging Entergy’s approximately 15,000 employees in environmental volunteer opportunities and
personal actions that improve the environment can make a positive impact on the environment
and on Entergy’s reputation. Employee commitment to Environment2020 is an important piece of
program success, as employees serve as ambassadors of Entergy’s environmental message and
position Entergy as a leader in environmental issues.
Our management approach includes setting specific goals for Entergy utility operating companies
on employee CO2 footprint assessments, volunteerism and community outreach activities. In 2011,
we sponsored at least one environmental volunteer activity per quarter for each utility operating
company along with a companywide Earth Day activity. More than 600 employees volunteered for
environmental projects last year, logging 2,600 hours of service for 25 nonprofits.
We also continue to expand the Make an Impact program, in partnership with the Center for Climate
and Energy Solutions. The website offers users a personalized CO2 footprint analysis and action
plan for a more energy efficient lifestyle. Of nearly 42,000 site visitors, more than 3,300 completed
the calculator with committed CO2 reductions totaling 1.4 million pounds, including employee
reduction commitments of 400,000 pounds.

SOCIAL PERFORMANCE

Partnering with Our Communities
O U R G OAL
C ontribute to a society that is
healthy, educated and productive
by strengthening the communities
we serve

W H Y I T ’S IMPORTANT
As a power provider, our revenue growth
is directly tied to the economic health of
the communities we serve. Communities
must have a strong education system,
healthy environment and rich quality of
life to attract businesses, families and
individuals and to grow the local economy.

W H AT ’ S INVOLVED
n

Economic Development

Community Engagement

Strategic Giving

Volunteerism

Economic Development
At our core, Entergy’s business of making and delivering power is crucial
to economic growth; affordable, reliable electricity is the lifeblood of any
economy. Entergy also contributes to a strong economy through the jobs
we provide, the materials and services we purchase and the taxes we pay.
As a corporation, Entergy in 2011 employed approximately 15,000 people,
paid $1.2 billion in wages and paid $546 million in taxes. More detail
on our corporate economic contributions is available in the Economic
section of this report.
Our economic contributions are particularly strong in the areas
surrounding the nine Entergy-owned nuclear power plants, because of
the concentration of hundreds of employees, often in relatively small,
less densely populated areas. In addition, the plants provide sizable tax
revenues to local and state governments. For example, Vermont Yankee
Nuclear Power Station, located in Vernon, Vt., with a population of
around 2,200 people, employs approximately 600 people and provides
$100 million in annual economic benefits to the Vermont economy
through payroll, state and local taxes, and the purchase of goods and
services from local businesses. Similarly, Grand Gulf Nuclear Station,
located near Port Gibson, Miss., with a population of about 1,600 people,
employs approximately 700 people and provides $30 million in taxes
each year to support the Mississippi economy.
Our utilities also provide economic development resources to help
recruit business prospects and retain existing companies in the cities
and states we serve. Programs vary by utility operating company but
include site selection programs, assistance with strategies to address
community leadership and infrastructure development, education
support programs and research and technical support for economic
development professionals. From 2009 through 2011, our focus on
economic development in partnership with state and local officials in
Arkansas, Louisiana, Mississippi and Texas generated $10.5 billion in
capital investments by developers and businesses in 578 announced
projects, creating almost 33,000 jobs.

J U M P TO

A wealth of economic development tools are found at

entergy.com/our_community/economic_development.aspx.

Entergy Sustainability 2011

New Projects and Jobs Created
Economic development partnerships in 2011 led to
more than $3.2 billion in capital investment by investors,
business owners and corporations in 151 projects,
resulting in almost 11,000 jobs in our utility service area.

ARKANSAS

MISSISSIPPI

PROJECTS

1,572

PROJECTS

1,898

JOBS CREATED

T E X A S

PROJECTS

2,162
JOBS CREATED

NEW
O R L E A N S

LOUISIANA

PROJECTS

4,820

281

JOBS CREATED

Helping the
Economy Expand
Entergy offers extensive
resources to our
community partners
working with us to
grow the economies of
our service area.

Entergy Recognized as Top Ten
Entergy was recognized for the fourth
consecutive year as one of the Top 10 Utilities
in North America by Site Selection magazine
for its work to support economic development
in Arkansas, Louisiana, Mississippi and Texas.

kiva.org/neworleans

J U M P TO

https://vimeo.com/30373772 to see the video.

Entergy supports local economic development in creative ways. For example, we
sponsor microlending organization Kiva New Orleans, a newly created program
needing communication support to attract both lenders and borrowers. Entergy’s
donation helped fund a Kiva media campaign, targeting qualified borrowers
needing as little as $10,000 and enabling entrepreneurs to succeed. In four
months, the campaign met Kiva’s marketing objectives of 28 fully funded loans to
minority or disadvantaged small business owners, $240,000 of capital infusion in
the local economy and creation or retention of 79 local jobs.

We also support local economic development by helping our customers
manage their energy use. Through a variety of demand side management
tools, detailed in the Environmental section of this report, we help
families save money and make businesses more competitive.

J U M P TO

https://vimeo.com/31514245 to see the video.

Did You

Know

In 2011, Entergy and state-run programs

helped weatherize 4,764 homes in Arkansas,
Louisiana, Mississippi and Texas, lowering energy
use and costs for our low-income customers,
reducing related CO 2 emissions and creating a
meaningful economic impact.

The energy-saving efforts we undertake with our low-income customers
are especially important to local economies. A study titled “Energy
Efficiency Equals Economic Impact” also shows a direct tie to the
economy from energy efficiency efforts. This Entergy-commissioned
study found that the economic multiplier for low-income energy
efficiency means that every dollar invested produces $23 in economic
impact. Additionally, 216 jobs are produced per one million dollars of
investment in helping low-income customers manage their energy usage.
Energy efficiency is a key component of our Low-Income Initiative.
The four states in our utility service area are among the 10 poorest states
in the country. We estimate as many as 25 percent of the 2.4 million
residential customers we serve require government assistance. As a
power provider, Entergy is financially vulnerable in terms of increased
write-offs in communities with high poverty because electricity is
consumed first and paid for later. Poverty also is a significant drain on
local economies, increasing the cost of unemployment, poverty-related
crime, incarceration, welfare assistance and unreimbursed health care
and making it more difficult to attract new businesses to a community –
all of which limit Entergy’s growth potential and long-term viability. Our
Low-Income Initiative is designed to improve the flow of assistance funds,
help customers better manage their energy use and support education,
job training and asset accumulation programs that can help break the
cycle of poverty.
Our supply chain efforts also provide economic benefit to the
communities in which we operate. Entergy purchased $2.8 billion in
materials and services in 2011, including $209.3 million from diverse
suppliers. As suppliers build the systems and processes they need to
support our business, they gain competencies enabling business growth
with companies other than Entergy. That creates additional economic
activity in our communities and adds to the diversity and resilience of
the local economy. Suppliers also partner with Entergy on meeting ethical

Entergy Sustainability 2011

expectations through our supplier code of conduct. More information
on our efforts to build a more diverse supply chain is available in the
Economic section of this report.

Community Engagement
Entergy’s multi-dimensional community engagement efforts range from
initiatives with people living near our plants to efforts involving state policy
leaders and the general public. Stakeholder activities include public forums
such as town hall meetings and community group presentations as well
as focus groups, surveys, social media, email, newsletters, direct mail and
participation in community events. We are committed to identifying effective
ways to engage on issues of greatest importance to our communities.
We regularly brief local leaders and stakeholders on company
operations, initiatives and strategies, formally organizing advisory
boards in some areas. As a socially responsible corporate citizen,
stakeholder considerations are an important factor in project planning
and investment evaluations. In particular, Entergy engages with
stakeholders on an ongoing basis in areas such as public safety and
emergency preparedness.
Within our utility business, every community served by Entergy has an
assigned company representative who lives and works in the area, managing
relationships and maintaining a healthy dialogue with key community
stakeholders. Employees are trained in stakeholder engagement skills such
as listening, public speaking and media communications, emphasizing the
importance of openness, honesty and integrity.
Various regulatory requirements detail local, state and federal steps
for engaging the public on critical issues in every facet of our business,
including generation, transmission, distribution and customer service.
Requirements include public forums, formal notifications of certain
types of company plans or filings and public comment periods. Entergy
is committed to exceeding these legal requirements.
Additionally, grievance mechanisms implemented in accordance with
regulatory processes enable affected stakeholders to submit formal
concerns and speak at public meetings. Stakeholders have been
particularly active in exercising this process where license or permit
renewals for our nuclear assets are being sought, in Massachusetts,
New York and Vermont. The process allows them to voice objections,
have fair, third-party evaluation of their contentions and receive
specific, public rulings on points they raise.
Our corporate social responsibility organization uses a variety of tools
to report on its activities including earned media, internal and external
newsletters, the Internet and social media. Entergy’s Power to Care
Facebook page is a community forum engaging with more than 14,000
“fans” regarding news and information about our nonprofit partners
and Entergy’s community activities. We also periodically survey

Engaging Stakeholders
on Behalf of Low-Income
Customers
We engage all levels of stakeholders, in
particular governmental agencies and
officials, in providing assistance to our
low-income customers and others living in
poverty. Entergy advocates for increased
funding for the federal Low Income Home
Energy Assistance Program, participating in
the winter and summer LIHEAP Washington
Action Days to promote the program. Our
utilities host service-area Low-Income
Summits, bringing together low-income
advocates to share best practices and
insights on addressing poverty.
These summits are part of our Low-Income
Initiative, established in 1999 to improve
the flow of assistance funds, provide tools
to help customers manage their bills and
help customers become more self-sufficient.
Over the past 12 years, we have donated
more than $55 million to programs that
attack the root causes of poverty in
communities served by Entergy. More detail
can be found in our annual Low-Income
Assistance Initiative Progress Report at
entergy.com/our_community/low_
income.aspx.
Understanding the challenges our
customers face is an important part of
our business. That’s why in 2011 Entergy
instituted “Pathways from Poverty,”
workshops designed to help our
employees gain a deeper understanding
of daily struggles faced by those with a
shortage of money and an abundance of
stress. The workshops include a unique
interactive simulation allowing participants
to experience a week living out the life
of a real family living in poverty. More
than 300 Entergy employees, including
every utility operating company president,
attended one of these training sessions
and reported them to be transformative
experiences. We have begun expanding the
program to community groups including
school districts, law enforcement agencies
and board members of nonprofit agencies.
More than 1,400 individuals participated in
these Entergy-sponsored sessions last year.

Entergy’s EITC
Super Tax Day
Entergy’s 2011 Earned Income Tax Credit
Super Tax Day events were held in 70
communities. The nearly 10,000 individuals
and families participating received $12.9
million in EITC refunds.

community leaders to assess their perception of community priorities and
to gauge Entergy’s CSR performance relative to other major companies.
We host summits and local conferences so strategic partners can provide
input to company executives on our performance and social investments.
The conferences also provide our partners an opportunity to share best
practices, discuss local problems and develop strategies for collaboration.
More than 1,000 partners participate in these sessions each year.
Entergy pursues multi-pronged engagement strategies on major issues and
risks having significant potential to impact our business goals. Poverty,
climate change and environmental risks to the U.S. Gulf Coast are examples
of issues with economic, environmental and social business implications.
Partnering with leading nongovernmental organizations to conduct
research and develop creative solutions and policy recommendations, we
then advocate with federal, state and local leaders for sound public policies
and communicate our points of view with employees, investors and
other stakeholders.
Engagement and multi-year dialogue shape our points of view as they
evolve with changing market conditions. Input from communities is also
a crucial element to making informed decisions, and Entergy remains
committed to two-way communication as we formulate our positions and
prioritize our actions.

MILLION

IT ADDS UP
n

Corporate and foundation grants $16.5M

O ther company contributions such as in-kind
gifts/services $182,415

Value of employee/retiree volunteer time during
working hours $119,653

Employee contributions to educational organizations,
matched dollar-for-dollar (up to $3,000) $245,000

Strategic Giving and Volunteerism
Our management approach includes a corporate social responsibility
strategy designed to create shared value by aligning philanthropic
and community involvement strategies with corporate and business
unit objectives. Our philanthropic focus improves quality of life in the
communities where Entergy operates through strategic investments
in community and economic development, low-income and poverty
initiatives, environmental programs and work force development initiatives.
These focus areas support our aspirations for long-term value creation for
our business and society. We also provide disaster relief to our communities
to support an efficient and effective recovery from unexpected events.
In 2011, Entergy and the Entergy Charitable Foundation gave more than
$16.5 million in grants to nonprofits and organizations whose missions
align with our strategic priorities and enhance life in our communities.
Our corporate social responsibility efforts place significant emphasis
on grants that can be leveraged with other funding sources to maximize
impact from Entergy’s donations. Entergy grantees reported more than
$58 million in leveraged funding last year.
Our Community Connectors program integrates employee volunteerism
with our corporate giving by allowing employees and retirees to log
volunteer service hours and earn grants for their favorite nonprofit
organization. For each 20 hours of service, volunteers earned a $250
grant to their selected nonprofit agency, up to $750 per calendar year per
employee. In 2011, Entergy employees and retirees logged 49,249 hours
of Community Connectors volunteer service, resulting in $208,500 in
Community Connector grants to 375 nonprofit organizations.

Entergy Sustainability 2011

2011 Philanthropy
S A MPL E P RO J E C T S

C O R P O R AT E A N D S O C I A L B E N E FI T S

Education

30%

We partnered with Teach For America to
support school reform efforts to close
the academic achievement gap for 40,000
children in southern Louisiana.

Health

Helps develop an educated future work
force for Entergy, our communities and
the U.S.

26%

We helped Brattleboro Area Drop-in
Center in VT feed 8,000 low-income
families and provided 100,000 meals
through Second Harvest Food Bank of
southeast Louisiana.

Community and
Economic Development

22%

Entergy’s grants to the Louisiana Public
Health Institute since 2008 have generated
$23.2 million in additional federal funding
to expand bikeway and pedestrian walkways
in New Orleans from fewer than 5 miles to
50 completed miles with 20 additional miles
planned or underway.

Environmental

Aligns our community efforts with those of
local organizations and reinforces wellness
goals for our employees

Enhances quality of life for Entergy employees
and supports community attractiveness to
economic developers

10%

Entergy’s grant of $550,000 to the Nature
Conservancy chapters in Louisiana, Arkansas,
Mississippi and Texas generated $8.1 million
in federal funds to expand the impact of
funded programs.

Culture and Arts

Helps Entergy meet our CO 2 stabilization
commitment, provides habitats for native
wildlife species and increases recreational
opportunities for local communities

We support museums, performing arts and
other cultural programs in the communities
we serve such as the New Orleans Ballet
Association and the Peekskill Jazz and Blues
Event in New York.

Civic and Public Affairs

Enhances quality of life in the communities
we serve and where our employees live
and work

We are a lead “Chairman’s Circle” sponsor
of the U.S. Chamber of Commerce’s
Hiring Our Heroes program, a nationwide
campaign to connect 100,000 veterans with
job opportunities.

Supports Entergy’s commitment to
responsible corporate citizenship and
strengthens our civic infrastructure

We awarded more than $167,000 to 10
local emergency response organizations as
part of Indian Point’s Safety Responders
Fund grant program, which has awarded
$1 million to local fire, police and other
emergency management groups since the
program’s inception in 2009.

Disaster Relief

We gave nearly $200,000 to thousands of
families affected by disasters, ranging from
Hurricane Irene in Vermont to tornadoes
in the Midwest and flooding along the
Mississippi River.

Helps Entergy quickly regain revenue
streams and communities regain
economic momentum

Entergy employees, customers and shareholders raised approximately $3 million to provide
utility assistance for elderly and disabled customers.

SOCIAL PERFORMANCE

Generating Opportunity for Our Employees
O U R G OAL
D evelop an engaged and
empowered work force that is
diverse and inclusive

W H Y I T ’S IMPORTANT
Entergy depends on skilled employees to
deliver the power that customers need.
Engaging and empowering employees
to do the right thing not only improves
public safety and customer satisfaction,
it creates a daily sense of fulfillment
for employees. Our efforts to be an
employer of choice include opportunities
for development and fostering an
inclusive environment in which every
employee takes ownership and feels
respected, valued and appreciated.

W H AT ’ S INVOLVED
n

Talent Management and Inclusion

Employee Engagement

Health, Personal Safety and Wellness

Talent Management and Inclusion
Entergy’s efforts to ensure our company has the best possible talent
include competitive compensation and benefits packages and proven
talent management practices to attract, develop and retain a high
quality, diverse work force. Our talent management approach includes:
n Diversity and inclusion
n Employee and leadership development
n Strategic work force planning
Diversity and Inclusion

Diversity is a business imperative, helping us achieve concrete business
results. In order to be a leader, not only in our industry but also across
all businesses, we go beyond simply accepting “equal opportunity”
as a legal requirement. We value and embrace diversity as a strategic
competitive advantage. An important aspect of this is developing and
promoting leadership capable of managing in a diverse environment.
Another aspect of Entergy’s talent management approach is to create
a winning culture – an environment that fosters creativity, productivity
and mutual respect of all people regardless of race, gender, nationality,
religion, sexual orientation or any other cultural factor. Tolerance is
insufficient in an organization that values the differences among our
approximately 15,000 employees.
This winning culture is supported from the office of the CEO and
throughout the organization, nurtured through numerous programs and
initiatives that value diversity and inclusion in our organization as well as
in our customers, suppliers and partners. Our inclusive work environment
is supported by more than 20 diversity and inclusion councils and
employee resource groups.
Employee and Leadership Development

Personal and professional growth and development are necessary for
employees to achieve individual goals and for Entergy to succeed as a
company. Entergy employs a performance planning and review process
to help employees develop their capabilities, achieve career goals and
contribute to the company’s goals and objectives. Our “Developing U”
resources provide tips, tools and other developmental opportunities
to address identified skill or competency deficiencies. A Course
Competency Map links every developmental course Entergy offers to
specific competency areas for skill building. This map is reviewed annually
to ensure offered courses align with Entergy’s current business needs
and objectives.

Entergy Sustainability 2011

Entergy Work Force
(gender)

Entergy Work Force
(age)

8.35% | Millennials (born after 1982)
0.16% | Traditionalists (born pre 1943)

44.93% | Baby Boomers (born 1943-1960)

(79.75%)

46.57% | Generation X (born 1961-1981)

20%

(20.25%)

Entergy Work Force
(ethnicity)
U.S. Bureau of Labor Statistics 2011 average
for U.S. electric utilities: Male 78.5/Female 21.5

Entergy also partners with eCornell to supplement our employee development courses with a
comprehensive online professional and executive development curriculum. Our membership in
organizations such as the Corporate Leadership Conference provide additional resources to help
our leaders develop skills and continuously develop others.
Entergy’s mentoring program provides development opportunities for employees by partnering
them with other employees whose perspective and experience can enhance their knowledge
of business, cultural or technical issues. Mentoring promotes and enhances professional
development and personal growth for both mentee and mentor.
We measure financial and non-financial impact of our employee and leadership development
efforts using a variety of indicators including:
n
Employee development metrics – cost per employee, percentage participation in development
programs, participation in elective versus required programs – reviewed quarterly by Entergy
senior leadership,
n
Compliance with mandatory training for specific job groups, which is monitored through a
training compliance system,
n
Benchmarking measures, such as human capital ROI, monitored through PwC Saratoga and
similar benchmarking services.

PROFILE
DASHBOARD

ATTRITION
PREDICTION
DASHBOARD

KNOWLEDGE
MANAGEMENT
TOOLS

WORK FORCE
PLANNING

WORK FORCE
NEEDS
ANALYSIS

RETENTION
STRATEGIES

REPLACEMENT
STRATEGIES

Strategic Work Force Planning

The American Public Power Association projects a significant portion of public power workers will
be eligible to retire in five to seven years, raising concerns over loss of critical knowledge and the
ability to find qualified replacements. Entergy addresses this risk with a comprehensive work
force plan focused on training, mentoring and developing a pipeline of qualified candidates
to fulfill our talent requirements. This strategic approach to work force planning includes
analysis and understanding of current work force strengths and weaknesses, attrition forecasts,
identification of Entergy’s future business direction and related work force needs, and determination
of necessary skills and capabilities to achieve future goals. We develop replacement and retention
strategies to address identified work force needs. Our plans are implemented at every level of the
company and within every business unit.
Knowledge management is an integral component of our work force planning process. Entergy
defines knowledge management as a method for retaining the accumulated wisdom of employees
who may be moving on or retiring as well as a system for finding, understanding and using
knowledge to achieve organizational objectives. The goal of our knowledge management process is
not to manage all knowledge but to manage the knowledge most critical to the organization by
getting the right knowledge to the right people at the right time.
Our knowledge management process includes the following steps:
n
Knowledge audit that determines what knowledge exists, where it resides and whether the
knowledge is critical for the continued success of the organization,
n
Knowledge capture or retention that involves the collection and documentation of
knowledge in the right place for future use,
n
Knowledge transfer, including knowledge application in training, mentoring and other
strategies. Entergy uses a number of systems and tools such as SharePoint technology to enable
employees to share skills and knowledge gained from other employees.

Entergy Sustainability 2011

Employee Engagement
Employee engagement helps align the work force with Entergy’s leadership
team and provides valuable employee insights to shape company programs
and practices. Leaders engage employees in person – at annual meetings at
all fossil and nuclear plants and in small focus group sessions aimed at
discussing compliments and concerns of employees. Utility excellence
summits and quarterly “PowerTalk” meetings bring employees face to
face with senior executives throughout the year. For significant events,
leadership interaction provides opportunities for direct dialogue, such as a
series of meetings hosted by senior officers with more than 700 employees
on the planned spin-off and merger of the electric transmission business
with ITC Holdings Corp. Safety is another important topic, with “standdowns” allowing employees and management to discuss work practices
critical to sound business operations.
In addition to face-to-face meetings, Entergy continually looks to new and
effective ways for two-way communication with employees. Newsletters,
podcasts, videos, letters and email updates keep employees informed
but also seek feedback from employees regarding concerns, additional
questions or constructive ideas on key topics. A newly launched electronic
community, SharePoint, allows employees to be even more engaged by
selecting which communities they want to be involved in, linking up with
company colleagues and providing feedback on articles and issues
within the company.
Entergy also engages employees in philanthropy and community
initiatives. Employees serve on contributions boards in each state to
review grant requests from nonprofits and make funding decisions.
This allows employees who live and work in the local community to
contribute to decisions about which nonprofits and groups are the
most effective in partnering with Entergy to achieve key objectives.

Best Places to Work: Vermont Yankee
Vermont Yankee was named one of the
Best Places to Work in Vermont, earning honors
in the large company category. The Best Places to
Work in Vermont project is a statewide program
run by the Best Companies Group and presented
in partnership with the Vermont Department
of Labor and the Vermont Department of
Economic Development.

Did You

Know

Entergy employee satisfaction is reflected in a low
voluntary separation rate of 2 percent in 2011,
excluding retirements.

Focus on Wellness

(average # of risks /employee)

%
56

2.5
2

2.37

2.35

2.31

2.12

1.5
1
0.5
0
2008

of Entergy employees accessed at least one

2009

2010

2011

Reduction in employee health risk including 14 measures such as
high blood pressure, cholesterol, alcohol and tobacco usage and
seat belt usage

ENSHAPE wellness activity in 2011.

For many years, Entergy has conducted periodic employee surveys to measure satisfaction and
engagement, with employees rating a number of areas including pay, recognition, leadership
and supervision, satisfaction with the company, development, safety, resource availability and
teamwork. Business groups also regularly assess areas of particular focus, such as a nuclear
survey on instilling a safety conscious work environment. The employee newsletter also offers
the opportunity for snapshot polls on various topics, so that Entergy can factor in employee
feedback to ongoing programs and plans for improving our business, broadly or at individual
department levels. In 2012, Entergy will initiate an employee engagement survey as an integral
part of business strategy development.

Health, Personal Safety and Wellness
A healthy, safe work force is better able to deliver operational excellence and top-quartile customer
satisfaction, which are vital to our success. Additionally, providing resources to empower employees
to lead healthier lives helps contain or lower the cost of health care for employees and Entergy.
Safety is a core value at Entergy and we have multiple systems, programs and metrics to create a
strong employee-owned safety culture. Our work force safety approach is described in detail in
the Economic section of this report.
HealthStrides is Entergy’s long-term health care strategy to provide tools, education and programs
enabling employees to lead healthier lives. Entergy offers cost-effective health care coverage from
Aetna, the company’s primary medical plan provider, and encourages participation in high-deductible
health plans by paying 100 percent of the premiums. Approximately 40 percent of employees
participate in this type of plan.
Through Aetna, Entergy offers full preventive benefits in annual wellness physicals. Wellness
components are monitored to ensure they keep up with current guidance on best preventive offerings
such as immunizations, examinations and disease monitoring. Active employees have an opportunity
to win $100 through a raffle as an incentive to take advantage of annual wellness exams.

Entergy Sustainability 2011

The Ideal Work Commute
Wellness and environmental awareness go hand in
hand with many Entergy employee efforts, such as
Green your Ride days that encourage employees
to bike, walk, bus, skate or carpool to work.

ENSHAPE, an employee wellness program administered by HealthFitness,
is an integral part of HealthStrides. A team lead in each state plus one
lead for all nuclear plants and wellness champions at all work locations
personalize and strengthen the ENSHAPE program, which includes
interactive tools for employees to keep track of daily exercise, fine-tune an
exercise program and take periodic health assessments.
The program has a monthly health theme correlating health education
and programs to the company’s highest-incidence, highest-cost disease
conditions. Major annual events include a “10K A Day” spring fitness
program and a “Maintain Don’t Gain” weight management program for
the holidays. ENSHAPE’s annual Health Screenings include free on-site
screenings, health risk assessments and an intervention program for
at-risk employees. Participation in health screenings continues to increase.
In addition, seven wellness professionals employed by HealthFitness
are embedded in the Entergy organization.
Indicators of performance related to employee health and wellness
include health care cost trends as well as specific category measures such
as tobacco usage and high blood pressure. In 2011, Entergy’s health care
cost increases via its self-insured medical plans were slightly less than the
national trend.

Did You

Know

Entergy offers lifestyle improvement subsidies –
up to $250 toward the cost of health clubs, fitness
centers and weight management programs – to
encourage employees to exercise and get healthy.

Statement of Verification
Scope

Entergy Corporation (hereafter referred to as “Entergy”) engaged from January 2012 to April 2012 ICF
International in cooperation with Cventure LLC (“ICF”), collectively referred to as the “Verification Team”, to
review Entergy Corporation’s 2011 corporate greenhouse gas (GHG) inventory, and supporting evidence
including Entergy’s Inventory Management Planning and Reporting Document (IMPRD). These documents
detailed the GHG emissions and associated source documents over the period of Calendar Year 2011 (January
1, 2011 to December 31, 2011 inclusive). These components are collectively referred to as the “GHG
Assertion”.
Entergy was solely responsible for the preparation and presentation of the information within the GHG
Assertion. The Verification Team’s responsibility was to express a conclusion as to whether anything has
come to its attention to suggest that the GHG Assertion is not presented fairly in accordance with generally
accepted greenhouse gas (GHG) accounting standards, in particular ISO 14064 Part 1: Specification with
guidance at the organization level for quantification and reporting of greenhouse gas emissions and removals
(ISO, 2006).
Methodology

The Verification Team completed its review in accordance with the ISO 14064 Part 3: Greenhouse Gases:
Specification with guidance for the validation and verification of greenhouse gas assertions (ISO, 2006). As
such, the Verification Team planned and performed its work in order to provide limited assurance with respect
to the GHG Assertion. The review criteria were based on this guidance. The Verification Team reviewed the
GHG Assertion through a combination of desk review of all associated documentation provided, and field
visits to select Entergy sites. The Verification Team believes that its work provides a reasonable basis for its
conclusion.
Conclusion

Based on the Verification Team’s review, nothing has come to its attention which causes the members of the
team to believe that the GHG Assertion is not presented fairly in accordance with the relevant criteria. The
GHG emission estimates were calculated in a consistent and transparent manner and were found to be a fair
and accurate representation of Entergy Corporation’s actual emissions and were free from material
misstatement. The Verification Team identified several minor, immaterial discrepancies in Entergy’s
greenhouse gas inventory which were corrected by Entergy during the course of the verification.

Craig Ebert
Senior Vice President - ICF International
14724 Ventura Blvd., Suite 1001
Sherman Oaks, CA 91403, USA
Email: cebert@icfi.com
Tel.: (818) 325-3140
ICF International

Entergy Sustainability 2011

FORWARD-LOOKING INFORMATION
In this report and from time to time, Entergy Corporation makes statements as a registrant concerning its expectations, beliefs, plans, objectives, goals, strategies, and future events or performance. Such statements are “forward-looking statements” within the meaning of the Private
Securities Litigation Reform Act of 1995. Words such as “may,” “will,” “could,” “project,” “believe,” “anticipate,” “intend,” “expect,” “estimate,”
“continue,” “potential,” “plan,” “predict,” “forecast,” and other similar words or expressions are intended to identify forward-looking statements
but are not the only means to identify these statements. Although Entergy believes that these forward-looking statements and the underlying
assumptions are reasonable, it cannot provide assurance that they will prove correct. Any forward-looking statement is based on information
current as of the date of this report and speaks only as of the date on which such statement is made. Except to the extent required by the
federal securities laws, Entergy undertakes no obligation to publicly update or revise any forward-looking statements, whether as a result of
new information, future events, or otherwise.
Forward-looking statements involve a number of risks and uncertainties. There are factors that could cause actual results to differ materially
from those expressed or implied in the forward-looking statements, including those factors discussed or incorporated by reference in (a) Item
1A. Risk Factors contained in the Form 10-K for the year ended December 31, 2011, (b) Management’s Financial Discussion and Analysis, and
(c) the following factors (in addition to others described elsewhere in this report and in subsequent securities filings):

resolution of pending and future rate cases and negotiations, including

various performance-based rate discussions, Entergy’s utility supply
plan, and recovery of fuel and purchased power costs;
n
the termination of Entergy Arkansas’s and Entergy Mississippi’s
participation in the System Agreement in December 2013 and
November 2015, respectively;
n
regulatory and operating challenges and uncertainties associated with
the Utility operating companies’ proposal to move to the MISO RTO
and the scheduled expiration of the current independent coordinator
of transmission arrangement in November 2012;
n
changes in utility regulation, including the beginning or end of retail
and wholesale competition, the ability to recover net utility assets
and other potential stranded costs, the operations of the independent
coordinator of transmission for Entergy’s utility service territory, and
the application of more stringent transmission reliability requirements
or market power criteria by the FERC;
n
changes in regulation of nuclear generating facilities and nuclear
materials and fuel, including possible shutdown of nuclear generating
facilities, particularly those owned or operated by the Entergy
Wholesale Commodities business, and the effects of new or existing
safety concerns regarding nuclear power plants and nuclear fuel;
n
resolution of pending or future applications, and related regulatory
proceedings and litigation, for license renewals or modifications of
nuclear generating facilities;
n
the performance of and deliverability of power from Entergy’s
generation resources, including the capacity factors at its nuclear
generating facilities;
n
Entergy’s ability to develop and execute on a point of view
regarding future prices of electricity, natural gas, and other
energy-related commodities;
n
prices for power generated by Entergy’s merchant generating facilities
and the ability to hedge, sell power forward or otherwise reduce the
market price risk associated with those facilities, including the Entergy
Wholesale Commodities nuclear plants;
n
the prices and availability of fuel and power Entergy must purchase
for its Utility customers, and Entergy’s ability to meet credit support
requirements for fuel and power supply contracts;
n
volatility and changes in markets for electricity, natural gas, uranium,
and other energy-related commodities;
n
changes in law resulting from federal or state energy legislation or
legislation subjecting energy derivatives used in hedging and risk
management transactions to governmental regulation;
n
changes in environmental, tax, and other laws, including requirements
for reduced emissions of sulfur, nitrogen, carbon, mercury, and other
substances, and changes in costs of compliance with environmental
and other laws and regulations;
n
uncertainty regarding the establishment of interim or permanent sites
for spent nuclear fuel and nuclear waste storage and disposal;
n
risks associated with the proposed spin-off and subsequent merger
of Entergy’s electric transmission business into a subsidiary of ITC
Holdings Corp., including the risk that Entergy and the Utility operating

companies may not be able to timely satisfy the conditions or obtain
the approvals required to complete such transaction or such approvals
may contain material restrictions or conditions, and the risk that if
completed, the transaction may not be achieve its anticipated results;
n
variations in weather and the occurrence of hurricanes and other
storms and disasters, including uncertainties associated with efforts
to remediate the effects of hurricanes, ice storms, or other weather
events and the recovery of costs associated with restoration, including
accessing funded storm reserves, federal and local cost recovery
mechanisms, securitization, and insurance;
n
effects of climate change;
n
Entergy’s ability to manage its capital projects and operation and
maintenance costs;
n
Entergy’s ability to purchase and sell assets at attractive prices and on
other attractive terms;
n
the economic climate, and particularly economic conditions in
Entergy’s Utility service territory and the Northeast United States and
events that could influence economic conditions in those areas;
n
the effects of Entergy’s strategies to reduce tax payments;
n
changes in the financial markets, particularly those affecting the
availability of capital and Entergy’s ability to refinance existing debt,
execute share repurchase programs, and fund investments
and acquisitions;
n
actions of rating agencies, including changes in the ratings of debt and
preferred stock, changes in general corporate ratings, and changes in
the rating agencies’ ratings criteria;
n
changes in inflation and interest rates;
n
the effect of litigation and government investigations or proceedings;
n
advances in technology;
n
the potential effects of threatened or actual terrorism,
cyber attacks or data security breaches, and war or a catastrophic
event such as a nuclear accident or a natural gas pipeline explosion;
n
Entergy’s ability to attract and retain talented management and directors;
n
changes in accounting standards and corporate governance;
n
declines in the market prices of marketable securities and resulting
funding requirements for Entergy’s defined benefit pension and other
postretirement benefit plans;
n
changes in decommissioning trust fund values or earnings or in the
timing of or cost to decommission nuclear plant sites;
n
factors that could lead to impairment of long-lived assets; and
n
the ability to successfully complete merger, acquisition, or divestiture
plans, regulatory or other limitations imposed as a result of merger,
acquisition, or divestiture, and the success of the business following a
merger, acquisition, or divestiture.

GA AP TO NON - GA AP RECONCILIATION
Earnings Per Share
2011
As-Reported $ 7.55
Less Special Items $(0.07)
Operational $ 7.62

2010
$ 6.66
$(0.44)
$ 7.10

Entergy Sustainability 2011

P E R F O R M A NC E DATA TAB LE
FIN ANCIAL HIG HL IG HT S

2007

2008

2009

2010

2011

Operating revenues ($ millions)

11,484

13,094

10,746

11,488

11,229

Net income attributable to Entergy Corp. ($ millions)

1,135

1,221

1,231

1,250

1,346

Earnings per diluted share (dollars)

5.60

6.20

6.30

6.66

7.55

Total shareholder return (%)

32.5

-28.3

2.4

-9.7

8.3

Utility retail customers – year-end (thousands)

2,668

2,689

2,719

2,743

2,757

GOV ERN ANCE & ET HIC S

Number of Board Directors

Number of independent Board Directors

Women/minority independent Board Directors (number; %)

2; 18%

3; 25%

3; 30%

EM PL OYE ES

Number of employees

14,322

14,669

15,181

14,958

14,682

Women in work force (% of employees)

20.58

20.73

20.48

20.35

20.25

Women in management (% of management)

11.19

12.11

11.96

12.10

12.13

Minorities in work force (% of employees)

17.64

18.29

19.13

19.06

18.55

Minorities in management (% of management)

10.88

11.65

12.06

12.32

12.09

Bargaining unit representation (% of employees)

35.25

34.22

36.09

36.52

35.88

Voluntary turnover (% excluding retirements)

1.15

2.15

1.48

1.79

2.04

HE ALTH AN D S AFET Y

Employee work-related fatalities

Contractor work-related fatalities

Recordable accident index

0.69

0.75

0.64

0.78

0.57

Lost work day incident rate

0.22

0.21

0.20

0.29

0.27

Employee lost-time injury frequency (n/million work hours)

0.54

0.41

0.48

0.39

0.65

Contractor lost-time injury frequency (n/million work hours)

1.21

1.05

1.00

0.75

1.02

Preventive care – mammogram (% women age 40-64)

—

47.5

45.5

46.8

Preventive care – cholesterol (% age 20-64)

—

13.1

13.2

13.7

Preventive care – colorectal cancer screening (% age 50-64)

—

10.0

9.7

9.9

*2011 fatalities were initially reported as 1; however, an employee who sustained injuries in November died as a result of those injuries in 2012.
ENV IRON ME N T

Fines and penalties ($, shown in year paid)

13,750

11,382

2,750

NPDES permit exceedences

19
665

Internal compliance self-assessments and audits

610

623

636

613

Direct greenhouse gas emissions – all sources and all gases (million metric tons CO2e)

32.6

33.2

30.4

34.0

34.8

Indirect greenhouse gas emissions – line losses and company usage (million metric tons CO2e)

1.1

0.8

0.7

0.8

GHG emissions from purchased power – controllable (million metric tons CO2e)

3.2

7.4

6.2

7.2

7.6

GHG emissions from purchased power – all gases/all classes of purchased power, controllable
and uncontrollable (million metric tons CO2e)

15.7

12.5

14.6

15.1

CO2 emissions from power generation (million tons)

35.0

35.7

32.6

36.5

37.4

CO2 emissions rate for power generation (lbs/kWh)

0.59

0.58

0.54

0.59

0.60

NOx emissions from power generation (thousand tons)

47.8

50.3

40.3

46.6

47.1

NOx emissions rate from power generation (lbs/MWh)

0.81

0.82

0.75

SO 2 emissions from power generation (thousand tons)

52.4

52.7

48.2

46.6

48.5

SO 2 emissions rate from power generation (lbs/MWh)

0.89

0.86

0.79

0.75

0.77

HG emissions from power generation (tons)

0.46

0.44

0.45

0.44

HG emissions rate from power generation (lbs/100 GWh)

0.77

0.75

0.72

0.71

Water net – used in cooling (millions of cubic meters)

26,200

13,000

11,800

12,800

14,206

Hazardous waste generation – manifested (tons)

62.3

46.0

54.2

27.1

27.8

Recycled waste – coal ash (%)

COMM UNITY SPEN D IN G

Community investments ($ millions)

14.5

15.9

17.3

17.2

16.5

Community investments (% of EBIT)

0.88

0.92

0.91

1.1

Low-income programs ($ millions)

6.6

8.9

11.1

9.7

Employee and retiree volunteerism (hours)

30,000

67,000

76,300

53,000

49,249

Spending on diverse business enterprises (%)

21.9

24.5

23.8

25.3

29.4

Charitable foundation grants – community improvement (%)

Charitable foundation grants – health and social services (%)

Charitable foundation grants – arts & culture (%)

Charitable foundation grants – disaster relief/other (%)

Charitable foundation grants – environment (%)

Charitable foundation grants – education/literacy (%)

Charitable foundation grants – civic and public affairs (%)

Global Reporting Initiative Summary |

The GRI Reporting Framework is an

internationally accepted set of economic, environmental and social performance indicators
used to present a balanced report of sustainability performance. In addition to the summary
index to the indicators below, our detailed GRI index is available at entergy.com. With this
report and our online information, we believe we meet GRI Guidelines Application Level B.

GRI Indicators
PROFILE DISCLOSURES

Pages
1-11, 14-19

M A N AG E M E N T A P P ROAC H

12-55

E C O N O M I C I N D I C ATO R S

12-31

E N V I R O N M E N TA L I N D I C ATO R S

32-43

P R O D U C T R E S P O N S I B I L I T Y I N D I C ATO R S
C O M M U N I T Y I N D I C ATO R S

24-25, 30-31
44-49

L A B O R P R AC T I C E S A N D
D E C E N T WO R K I N D I C ATO R S
H U M A N R I G H T S I N D I C ATO R S

22-23, 50-55
Please see our detailed
GRI index at entergy.com

Entergy Corporation
639 Loyola Avenue
New Orleans, LA 70113
504-576-4000
entergy.com
facebook.com/entergy
facebook.com/thepowertocare
Twitter: @Entergy
Smartphone app: entergy.com/app

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History Instance ID             : xmp.iid:5543070E0A2068118C14971B8C5ED379, xmp.iid:5943070E0A2068118C14971B8C5ED379, xmp.iid:5A43070E0A2068118C14971B8C5ED379, xmp.iid:30C66224162068118C14971B8C5ED379, xmp.iid:36C66224162068118C14971B8C5ED379, xmp.iid:325110D81D2068118C14971B8C5ED379, xmp.iid:335110D81D2068118C14971B8C5ED379, xmp.iid:385110D81D2068118C14971B8C5ED379, xmp.iid:E4EAF3ED232068118C14971B8C5ED379, xmp.iid:E9EAF3ED232068118C14971B8C5ED379, xmp.iid:EAEAF3ED232068118C14971B8C5ED379, xmp.iid:926C8C50262068118C14971B8C5ED379, xmp.iid:5D7839872C2068118C14971B8C5ED379, xmp.iid:B9D712590B2068118083ACD4DA2B0A3A, xmp.iid:BED712590B2068118083ACD4DA2B0A3A, xmp.iid:6269357A132068118083ACD4DA2B0A3A, xmp.iid:6369357A132068118083ACD4DA2B0A3A, xmp.iid:6869357A132068118083ACD4DA2B0A3A, xmp.iid:06216D3E162068118083ACD4DA2B0A3A, xmp.iid:0B216D3E162068118083ACD4DA2B0A3A, xmp.iid:0B138CD9182068118083ACD4DA2B0A3A, xmp.iid:12138CD9182068118083ACD4DA2B0A3A, xmp.iid:AAC9AC78262068118083ACD4DA2B0A3A, 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xmp.iid:CD2602E33B2068118083BDCF7410980D, xmp.iid:FD6954193D2068118083BDCF7410980D, xmp.iid:91BEA03B3D2068118083BDCF7410980D, xmp.iid:3894DC3E3E2068118083BDCF7410980D, xmp.iid:DC81D9703E2068118083BDCF7410980D, xmp.iid:ED99DDF53E2068118083BDCF7410980D, xmp.iid:C2C8D7A7412068118083BDCF7410980D, xmp.iid:922F748D442068118083BDCF7410980D, xmp.iid:8F11E175452068118083BDCF7410980D, xmp.iid:E8345B7D452068118083BDCF7410980D, xmp.iid:E9345B7D452068118083BDCF7410980D
History When                    : 2012:04:05 10:17:28-05:00, 2012:04:05 10:34:06-05:00, 2012:04:05 10:34:06-05:00, 2012:04:05 11:03:38-05:00, 2012:04:05 11:58:08-05:00, 2012:04:05 11:58:46-05:00, 2012:04:05 12:07:29-05:00, 2012:04:05 12:40-05:00, 2012:04:05 12:42:20-05:00, 2012:04:05 12:42:39-05:00, 2012:04:05 12:49:11-05:00, 2012:04:05 12:59:24-05:00, 2012:04:05 14:59:40-05:00, 2012:04:09 10:45:22-05:00, 2012:04:09 11:00:22-05:00, 2012:04:09 11:01:10-05:00, 2012:04:09 11:17:09-05:00, 2012:04:09 11:19:23-05:00, 2012:04:09 11:20:59-05:00, 2012:04:09 11:31:09-05:00, 2012:04:09 11:39:38-05:00, 2012:04:09 12:38:16-05:00, 2012:04:09 14:46:44-05:00, 2012:04:19 17:08:40-05:00, 2012:04:23 17:18:26-05:00, 2012:04:23 17:23:38-05:00, 2012:04:23 17:43:41-05:00, 2012:04:24 11:48:59-05:00, 2012:04:24 11:58:13-05:00, 2012:04:24 12:00:59-05:00, 2012:04:24 12:11:38-05:00, 2012:04:24 12:12:59-05:00, 2012:04:24 12:21:30-05:00, 2012:04:24 12:32:51-05:00, 2012:04:24 12:35:15-05:00, 2012:04:24 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16:32:39-05:00, 2012:05:17 16:32:52-05:00, 2012:05:17 16:43:45-05:00
History Software Agent          : Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe InDesign 7.5, Adobe 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E.One TM Series 2011 Sustainability Report

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