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E N V I R O N M E N TA L ,
S O C I A L
A N D
E C O N O M I C
S
U S T A I N A B I L I T Y
P E R F O R M A N C E
This report was prepared in conformance with Global Reporting Initiatives guidelines.
R
E P O R T
Profile of Reporting Organization
Entergy Corporation (NYSE: ETR)
639 Loyola Avenue
New Orleans, LA 70113
504-576-4000
entergy.com
Company Profile
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 it is the second-largest nuclear generator in the
United States. Entergy delivers electricity to 2.6 million utility customers in
Arkansas, Louisiana, Mississippi, and Texas. Entergy has annual revenues of
more than $10 billion and approximately 14,500 employees.
Publicly Available Reporting
A NNUAL R EPORTS TO S HAREHOLDERS , P ROXY STATEMENTS
entergy.com/investor_relations/annual_publications.aspx
I NVESTOR G UIDES
entergy.com/investor_relations/annual_publications.aspx
G REENHOUSE G AS P ROGRESS R EPORTS
entergy.com/our_community/environmental_reports.aspx
CONTRIBUTIONS AND OTHER S OCIAL R ESPONSIBILITY I NITIATIVES
entergy.com/our_community
LOW-I NCOME I NITIATIVE
entergy.com/our_community/low_income.aspx
T HE M OST I MPORTANT C USTOMER
www.eei.org/magazine/editorial_content/nonav_stories/2002-09-01-customer.htm
O N THE B RINK : T HE H OME E NERGY A FFORDABILITY G AP
entergy-neworleans.com/global/our_community/advocate/GAP.pdf
T HE E CONOMIC D EVELOPMENT I MPACT OF H OME E NERGY A SSISTANCE
entergy-neworleans.com/global/our_community/advocate/colton_assistance.pdf
T HE E CONOMICS OF E DUCATION – P UBLIC B ENEFITS OF H IGH -Q UALITY
P RESCHOOL E DUCATION FOR LOW-I NCOME C HILDREN
entergy-neworleans.com/global/our_community/advocate/education_book.pdf
S USTAINABILITY R EPORTS
entergy.com/our_community/environment.aspx
G LOBAL S ULLIVAN P RINCIPLES
www.thesullivanfoundation.org/gsp
Letter to Our Stakeholders
2
Our Aspirations, Points of View and Values
4
Our Policies, Systems and Metrics
6
Safety Aspirations
Environmental Aspirations
8
12
Social Aspirations
18
Financial Aspirations
24
Future Commitments
29
Having It All.
Top-quartile shareholder returns. Unlimited energy. Affordable
power. Clean air and water. Safety and security. A healthy,
educated and productive society where no one suffers in
poverty. Imagine achieving not just one or two of these ideals;
imagine having it all.
At Entergy, we believe it is our responsibility to imagine
having it all. First we imagine, and then we aspire and
seek to achieve. In setting our aspirations, we adhere
to the principles of sustainable growth. It is our
firm belief that only by consistently delivering
superior financial, environmental and social
results can we build a company that is worthy
of your investment and trust.
1
To Our Stakeholders:
We have long been champions of
sustainability. The principles of sustainable
growth have worked for Entergy even
though I couldn’t predict how or how well
eight years ago when I was given the
opportunity to become CEO. Nor can
I even explain today exactly how they
contributed to the achievement of the
highest total shareholder return in the
industry over these eight years. Entergy’s
average annual total shareholder return
was almost three times the industry
average. And we started with no financial
headroom or margin for error and have
had our share of adversity along the way,
like the unprecedented 120,000 square
miles of damage from hurricanes Katrina
and Rita in 2005.
Today, we continue to assert that the
principles of sustainable growth are the
only way to run the business, and have the
track record to support the belief that
expediency or taking shortcuts doesn’t
serve anyone well. We continue to set
aspirations to not only be a leader in
financial, environmental and social
performance, but to separate Entergy from
our peers. We have demonstrated it is
possible to deliver consistently superior
shareholder returns (multiples of the
industry average), create a safe and
inclusive workplace, preserve our
environment and contribute to a
productive society. Using our dynamic
point-of-view driven business model, our
aspirations will be tomorrow’s benchmark
for what “having it all” means in business
and to its various stakeholders.
■
Sustainability in Good Times and Bad
The 2005 hurricanes put everything we
believe and have practiced to the test. In
2006 our efforts could have easily been
consumed with the near-term recovery of
storm-related costs, but we maintained our
long-term commitment to the principles
of sustainability. For example, even as we
pushed diligently for storm restoration
cost recovery at local, state and federal
levels in 2006:
■ We continued to set new standards in
emergency restoration not only in our
own service area, but in assisting others.
We were honored to receive Edison
Electric Institute’s Emergency Assistance
Award. Entergy has received either EEI’s
Emergency Assistance Award or
Emergency Response Award for nine
consecutive years.
■ As the rebuilding process began, we
worked to educate and influence
communities to adopt environmentally
smart building standards in order to
lower future utility bills for our
customers and reduce environmental
emissions. We redoubled our efforts in
support of wetland restoration to
reduce flooding risks from future
storms in New Orleans and other
communities along the Gulf Coast.
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We made our second five-year
commitment to voluntarily stabilize our
CO2 emissions at 20 percent below year
2000 levels from 2006 to 2010 after
successfully completing our first
commitment with emission levels that
were 23 percent lower than our target.
We worked to maximize Low Income
Home Energy Assistance Program
funding for our low-income customers
through meetings with members of
Congress and an aggressive media
campaign in all our jurisdictions. Entergy
states received over $75 million in
additional LIHEAP funding in 2006 and
we made extensive outreach efforts to our
LIHEAP-eligible customers to help them
secure assistance with their bill payments.
In 2006, Entergy advocacy efforts such as
these were recognized again by the
Edison Electric Institute’s Advocacy
Excellence Award – the second
consecutive year we’ve been so honored.
Entergy and the Entergy Charitable
Foundation contributed more than $10
million through more than 3,000 grants
in 2006 to community groups and
organizations that serve the communities
in which we operate. Entergy employees
volunteered nearly 14,000 hours of their
time valued at more than $250,000.
In 2006, we delivered total shareholder
return of 38 percent, relative to the 20
percent returned by the Philadelphia
Utility Index. We restored market
■
confidence by demonstrating that
Entergy’s long-term value proposition
remains intact.
Most importantly, in 2006, our
employees achieved the safest year in the
history of the company.
In 2006, for the fifth consecutive year,
Entergy was named to the Dow Jones
Sustainability Index – World, an index
that tracks the performance of companies
that lead their field in terms of corporate
sustainability on a global basis. This year
we were the only company in the U.S.
electricity sector to be so honored. In the
electricity sector, Entergy ranked best in
class for social responsibility, corporate
governance, climate strategy, corporate
citizenship/philanthropy, stakeholder
engagement and occupational health and
safety. All of which is evidence that the
principles of sustainable growth work – in
good times and bad.
The Time to Aspire for More
By any measure, 2006 was a defining year
for Entergy. Thanks to a lot of hard work
by our employees, the support of our
customers, communities and owners and
the collaborative efforts of too many to
mention at the federal, state and local
jurisdiction levels, we recovered from two
unprecedented storms that devastated our
service territories and much of our
infrastructure. Then we moved beyond
survival and recovery. We took steps to
reduce our impact on the environment
and ensure our customers have access to
reliable, affordable power for years to
come. While we are pleased to report such
progress, we are far from done. We
recognize that after overcoming such
adversity there is a great temptation to
become satisfied and complacent. Instead,
now is the time to aspire for more.
Imagine. Aspire. Achieve.
As 2006 drew to a close, we took a hard
look at our aspirations. We assessed our
current position, evaluated multiple
scenarios using our dynamic points of
view on market conditions and refined our
aspirations. We present our five-year
aspirations for 2006 through 2010 later in
this sustainability report as well as in our
2006 annual report.
Underlying our refined aspirations is
our timeless belief in the principles of
sustainable growth, the unlimited human
potential and basic human goodness. The
long-term success of our company
depends on our ability to ensure our
employees’ safety, meet our customers’
expectations, deliver superior returns to
our owners, conserve and protect our
environment and contribute to a healthy,
educated and productive society. It takes
steady progress along every dimension to
generate lasting growth and value.
While all aspirations involve some
stretch, our new aspirations are firmly
grounded in the reality of our current
business as well as the future scenarios we
believe most likely, based on our current
points of view. We put these aspirations
before you to share our vision for what we
believe is possible and to challenge
ourselves to continuously reach beyond
our current grasp.
The Power to Sustain
We began 2007 with great momentum
and anticipation. Our diverse, dedicated
family of employees continues to deliver
truly outstanding performance, whatever
the obstacles. Our point-of-view driven
business model continues to serve us well,
giving us the ability to adapt our strategies
and positions quickly as market conditions
change. Finally, our commitment to
sustainability and our focus on total
shareholder return set a clear framework
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for all our decisions and actions. Entergy
as an organization remains committed,
focused and ready to adapt to whatever the
future may bring.
As a leadership team, we are always
mindful of our fiduciary obligations to our
owners and our moral responsibilities to
our customers and communities. As
evidence of this, I can report that a recent
study performed by Forbes magazine
found Entergy to be one of
America’s most trustworthy
companies. We were the only
electric utility to make the
list of 100 and also were
among the top five for large
capitalization companies.
While the recognition was
pleasing, “fair dealing with
all stakeholders” is the
minimum we expect.
We believe we have the power to not only
financially succeed in the years ahead,
but the obligation to help assure the
sustainability of the world around us.
At Entergy, “having it all” means no less.
J. Wayne Leonard
Chairman and Chief Executive Officer
Aspiring for More
O UR A SPIRATIONS , P OINTS
Our aspirations set the direction for what we want to achieve as an
organization. In setting our aspirations, we adhere to the
principles of sustainable growth. It is our firm belief that only by
consistently delivering superior results for our shareholders, our
employees and our society can we build a sustainable future for
our company and our world.
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AND
VALUES
We aspire to operate safe, secure and vital nuclear resources in
an environment that is both growing and carbon-constrained.
Safety and security come first in our nuclear operations. After
that, we aspire to uninterrupted operations and continuous
improvement in productivity. We are committed to aggressively
pursue opportunities to expand our nuclear fleet more fully,
utilizing our talented and deeply skilled workforce.
■
We aspire to break the cycle of poverty for our customers and
contribute to a society that is healthy, educated and productive.
Our social aspirations encompass our communities, our employees
and our environment. No one should have to choose between food
and electricity. We strive to make our service as affordable as
possible, but we do not accept that as the end of our responsibility.
We strive to contribute to the eradication of poverty in our utility
service territories. We aspire to eliminate lost-time accidents in
every area of our business and create a workforce as diverse as the
communities in which we operate. We strive to be the cleanest
power generator in America – one that voluntarily limits our
greenhouse gas emissions and conserves natural resources in as
many ways as possible.
We aspire to consistently deliver top-quartile total
shareholder returns.
We aspire to grow earnings per share by $1.00 each year
through 2010, earn returns at or above our risk-adjusted cost of
capital and maintain solid investment grade credit with
flexibility to manage risk and act on opportunities. We aspire to
return cash to our owners through common stock repurchases
of up to $500 million each year and/or dividends targeting a
60 percent payout ratio over time.
■
V IEW
operational and economic challenges. We strive to address these
challenges while continually improving customer satisfaction,
increasing productivity and decreasing costs.
Our 2006 to 2010 Aspirations
At the end of 2006, we assessed our current position and stated
strategies. We evaluated multiple scenarios using our dynamic
points of view on market conditions. Presented here is the result
of our evaluation and assessment – our five-year aspirations for
2006 to 2010.
OF
We aspire to provide clean, reliable and affordable power in
our utility business.
We aspire to safe, efficient and effective operations
in all areas – generation, transmission and
distribution. Our service area has unique
In addition to our aspirations, our strategies,
decisions and actions also are guided by our
Environmental Vision Statement. Adopted by our
Our Environmental Vision Statement
Sustainable Development
We will:
■ Develop and conduct our business in a responsible manner that is
environmentally, socially and economically sustainable.
■ Promote environmentally cleaner and more efficient generation,
transmission, distribution and use of energy.
■ Encourage employees to conduct their personal and corporate
lives in such a way that the earth’s environment is preserved for
future generations.
Performance Excellence
We will:
■ Meet, but preferably exceed, environmental legal requirements,
conforming to the spirit as well as the letter of the law.
■ Understand, minimize and responsibly manage the
environmental impacts and risks of our operations, setting goals
that reflect continuous improvement.
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Be a good steward of the land that we own and the wildlife and
natural resources that are in our care.
Communicate our commitment to the policy internally and
provide the resources, training and incentives to carry it out.
Track and publicly report our environmental performance using
best practice reporting guidelines.
Environmental Advocacy
We will:
■ Inform employees, customers, shareholders and the public on
matters important to the environment.
■ Maintain a constructive dialogue with government agencies and
public officials, communities, environmental groups and other
external organizations on environmental issues.
■ Lead by example, demonstrating responsible environmental
behavior everywhere we serve and supporting public policy that
contributes to an ever-improving global and local environment.
Board of Directors in 2002, the statement
articulates our commitment to conduct
our business in a way that best preserves
and protects our environment.
Our Dynamic Point-of-View
Driven Business Model
With our direction clearly set by our
aspirations, we develop specific strategies
using our point-of-view driven business
model. We establish points of view on key
competitive, regulatory and financial
issues using deep market knowledge and
sophisticated analyses. We also hold
clear points of view on a number of
environmental and social issues. Our
points of view are dynamic, adapting to
changing external and internal conditions.
As a result, we believe our strategies and
decision-making are timely and effective.
Here are our points of view on the key
sustainability issues of safety,
environmental protection and
preservation, and social responsibility.
S AFETY
We believe there is no more important
goal than the absolute safety of our
employees and contractors. We believe
that creating an accident-free work
environment must be the top priority of
every employee. We continue to develop
systems, solutions and training to address
the underlying causes of accidents. We also
continue our efforts to promote the safe
use of electricity and gas by our customers.
E NVIRONMENTAL P ROTECTION
AND
P RESERVATION
We believe that a healthy, protected
environment is not free but rather requires
positive action by individuals, industry and
government. When actions like installing
pollution-control equipment are taken, the
costs are apparent. When positive actions
are not taken and the environment suffers
as a result, then costs accrue to innocent
members of society and future generations.
Given our strong point of view on the
environment, we strive to be the cleanest
power generator in America – one that
voluntarily limits our greenhouse gas
emissions and conserves natural resources
in as many ways as possible.
Of particular note are two broad
strategies we are pursuing to address the
issue of global climate change. First, we are
taking action to reduce our impact on
global climate change. We already have one
of the lowest CO2 emission rates among
our peers. As of 2005, we were the fifth
lowest among the largest 100 power
generators in the United States. Second, we
are aggressively advocating positive actions
on global climate change at all levels of
government and within our communities.
We participate in 10 organizations
advocating equitable regulation of
greenhouse gases in all industries.
In a centerpiece to our 2006 annual
report to shareholders, we present the
opinions of six recognized and respected
experts on climate change. Available
online at entergy.com, we encourage every
individual, business leader, regulator,
legislator and world leader to develop an
informed point of view and take action on
this critical issue.
S OCIAL R ESPONSIBILITY
We believe a healthy, productive and
educated society – on both a local and
global level – is vital to our own success as
an organization. We also believe we have a
moral responsibility as human beings to
help others. We actively contribute to our
communities through our corporate giving
and the Entergy Charitable Foundation.
We believe it is our responsibility to
work to eradicate poverty in the areas
served by our utilities. We seek to improve
the flow of public and private funds to our
5
low-income customers. We seek to provide
affordable energy and help customers
better manage their energy usage. We also
are providing funding, undertaking
research and advocating legislation that
addresses the underlying causes of poverty
in order to help move families and
individuals towards self-sufficiency.
Our Values
Our values and ethics guide our employees
as they interact with customers, regulators,
investors, contractors and vendors. Our
values are to:
■ Create and sustain a safe work
environment
■ Possess a winning spirit
■ Focus on our customers
■ Grow the business
■ Be active team players
■ Treat people with respect
■ Aggressively look for better ways
■ Take actions to achieve results
■ Above all, act with integrity
Our Code of Entegrity outlines the
policies and ethical standards that our
employees are expected to follow as they
do business. The Code of Entegrity is
available online at entergy.com. We use an
outside company to operate a toll-free
Ethics Line 1-888-257-ETHIC to enable
and encourage any individual to report
easily and anonymously any violation of
our Code of Entegrity.
Through the actions and character
of our employees, we have earned a
worldwide reputation as a responsible
and respected corporate citizen. It is one
of our most valuable assets. Our strong
values help us protect and enhance our
reputation every day.
From Aspire to Achieve
O UR P OLICIES , S YSTEMS
Embodying our belief in the principles of sustainable growth, our
aspirations define what we strive to achieve as an organization.
Our Safety, Health and Environmental policies and management
system help integrate the principles of sustainable growth into the
daily actions and decisions of our approximately 14,500 employees
as they work to achieve our aspirations.
Integrating Sustainability Into Daily Operations
Our SH&E policies ensure that every employee considers the
sustainability impact of his or her decisions and actions. Our
policies are to:
■ Conduct business in a responsible manner by promoting
sustainable SH&E solutions that build value for our
shareholders, minimize risk, ensure the safety and health of our
employees and contractors, reduce environmental impacts from
our operations and contribute to the social well-being of the
communities we serve.
■ Integrate SH&E management considerations into our strategic
business planning and decision-making.
■ Ensure that our business leaders are held accountable for
SH&E performance.
■ Meet or exceed applicable SH&E legal requirements,
addressing the spirit as well as the letter of the law.
■ Engage key stakeholders to anticipate emerging SH&E issues,
respond to legitimate concerns and advocate development of
sound corporate policy.
■ Share best practices among Entergy business units to enhance
performance and report publicly on our SH&E performance.
Measuring and Improving Sustainability
We use our Safety, Health and Environmental Management
System to measure and improve our performance relative to
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AND
M ETRICS
sustainable development. Through our SHEMS, we monitor our
SH&E performance in a manner that is consistent with the
International Standardization Organization’s 14001 or ISO
14001 for environmental protection as well as the U.S.
Occupational Safety and Health Adminstration’s Voluntary
Protection Program for safety. Certification under either program
is encouraged but not required.
We also use our SHEMS to establish consistent standards and
processes across businesses and functions. As a result, we are able
to build greater awareness of sustainability issues across our
organization and we can address the issues more efficiently
and effectively.
In 2006, we made several enhancements to our SHEMS to
further improve our safety and environmental performance.
For example:
■ We established SH&E standards so that we can address
common issues with a consolidated, systemwide standard.
We also further clarified roles and responsibilities to enable
more effective decision-making on SH&E issues.
■ We developed new measures including a cooling water usage
metric to help us better protect and conserve valuable
natural resources.
■ We established an Office of the Chief Executive Accident
Reporting Process to enhance our safety culture. Under this
process, investigative findings and resolutions are elevated to
leaders at the highest level of the organization.
With these and other enhancements made in 2006, we believe
we are well-positioned to continue to drive sustainable growth in
all areas of our business.
How SHEMS Works
Top Level
Policy
Compliance
Requirements
Risk
Assessments
Top Level Policy
Programs and Procedures
Senior leaders set the vision, global strategies,
expectations and framework for SH&E
performance management within their
business or function.The visible commitment
of leadership to SH&E performance is critical
to Entergy’s sustainable growth and longterm success.
Working with SH&E experts, managers and
their employees implement processes that
comply with SH&E requirements, control risks
and achieve SH&E objectives.The SH&E
processes are described in program
documents and detailed procedures.
Training
Strategic
Objectives
Programs and
Procedures
Training
Compliance Requirements
With the support of functional experts,
managers must understand and
communicate applicable SH&E laws and
regulations as well as corporate and customer
requirements. A solid understanding by
employees is fundamental to compliance and
helps drive responsible, effective performance.
Effective SH&E training is available to all
Entergy employees as needed.The training is
designed to help individuals understand the
SH&E requirements and impact associated
with their work. It also can help employees
understand the associated risks and the
physical conditions and behaviors necessary
to control those risks.
Risk Assessments
Self-Assessment
Managers must identify and assess the SH&E
risks associated with their business or
functional activities. Informed risk
assessments are needed in order to establish
effective controls to protect employees, the
public and the environment.
Teams measure progress against objectives
through periodic compliance evaluations.
They also measure the effectiveness of the
SH&E management system through selfassessments.
Management Review
Self-Assessment
Strategic Objectives
Managers set SH&E objectives that describe
the desired and expected achievements for
their business or function.The objectives also
set the direction for continuous improvement.
Management
Review
Periodic and formal review by senior managers
of self-assessment results and progress
toward established objectives assures effective
SH&E performance evaluation. It also can
highlight any deficiencies in the SH&E
management system.
Audit Process
The Safety and Environment Audit Program conducts audits using independent third-party
auditors to assess, document and report compliance status at Entergy facilities.These audits also
serve as a vehicle to identify and communicate innovative ways of conducting our business while
improving safety and environmental performance. Results of these audits are reported to
management on a regular basis and to the Audit Committee of the Board of Directors annually.
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Imagine an accident-free workplace
where safety and security always come before anything else.
We aspire to eliminate lost-time accidents in every area of our business.
We have no hesitation in telling investors or customers that safety always comes first;
it’s something we prove in our actions every day.
I
n 2006, the most notable of all our
accomplishments came in the area of safety.
Our employees achieved the safest year in our
company’s history.
■ For Entergy employees, the Lost Work Day
Incident Rate for 2006 was down 26 percent from
2005. Lost-time accidents were down 42 percent
in 2006 versus 2005, and restricted duty accidents
were down 27 percent.
■ For our contractors, the Lost Work Day Incident
Rate for 2006 was down 51 percent from 2005.
Lost-time accidents were down 77 percent in 2006
versus 2005, and restricted duty accidents were
down 28 percent.
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Active safety participation and ownership
Contractor safety
Ergonomics
Hazard assessments/barriers
Human performance
Safety information management system
Concurrent with the development of our strategic
initiatives, a Six Sigma Analysis Team began analysis of
more than 600 specific incidents to identify root
causes and recommend specific process
improvements. The results of their work will help to
further develop action plans for each strategic
initiative. To date, recommendations from the Six
Sigma team include enhancements to incident
investigation processes, the use of a safety information
management system, and the use of Six Sigma
methodology for analysis of vehicular accidents.
This outstanding performance is evidence that
we are developing a “safety first” culture at Entergy.
We are building safety awareness in every employee
and contractor through ongoing communications
and training. In addition, under our five-year
strategic plan, we are implementing programs
and initiatives needed to improve our safety
performance. Our progress toward our safety
strategy is detailed in this section of our
sustainability report.
Our Contractor Safety Program
In 2006, in response to a leveling-off in contractor
safety performance, we introduced a proactive
contractor safety model called “Contractor Partnering.”
The model is a combination of proactive programs
designed to eliminate the need for reactive discipline by:
■ Defining and effectively communicating
key expectations
■ Identifying gaps through a formal
observation/audit program
■ Sharing responsibilities for managing corrective
action plans
■ Managing a Safety Scorecard Program and
integrating the scorecard with the supply chain
process. The scorecard uses both leading and
lagging indicators weighted 70 percent and 30
percent, respectively
Our Strategic Initiatives
The goal of our five-year safety strategy is to reduce
the Lost Work Day Incident Rate for Entergy
employees and contractors by a minimum of 50
percent and enhance the focus on continued
elimination of all fatalities. Eighteen strategic
initiatives were explored and six initiatives were
identified for implementation in the 2007 to 2011
time period. The six initiatives are:
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LWDIR Entergy
Annual Lost Work
Day cases per 100
employees
0.38
0.34
0.25
04
05
06
LWDIR Contractors
Annual Lost Work Day
cases per 100
contractors
0.70
OSHA Voluntary Protection Program
0.65
0.34
04
05
Contractor Partnering is administered by safety
advisory boards that are chaired by contractors and
facilitated by Entergy employees. The boards align
with specific organizations such as vegetation
management, line and substation construction, and
meter reading. The boards create and disseminate
solutions to safety issues within their organizations.
The proactive programs of Contractor Partnering
delivered significant improvements in contractor
safety in 2006. Lost-time accidents for contractors
dropped from 35 in 2005 to 8 in 2006. Contractor
restricted duty accidents dropped from 18 in 2005
to 13 in 2006. We expect to see ongoing
improvement in performance as Contractor
Partnering continues to identify and develop
solutions to potential safety issues.
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OSHA’s Voluntary Protection Program recognizes
businesses and work sites that show excellence in
occupational safety and health. VPP participants
develop and implement systems to identify,
evaluate, prevent and control occupational hazards
to prevent employee injuries and illnesses.
According to OSHA, the average VPP work site has
a Lost Work Day Incident Rate at least 50 percent
below the average of its industry.
The safety portion of Entergy’s Safety, Health
and Environmental Management System is similar
to many aspects of OSHA’s VPP. We use a
comprehensive system, employee participation and
regular self-evaluations to meet performance-based
criteria consistently. Continuous improvement
along multiple dimensions of safety performance is
a key element of our approach.
Entergy employees continue to pursue
recognition for each of our suitable work sites
under OSHA VPP. At year-end 2006, more than 30
of our nuclear, fossil, distribution and transmission
sites had earned Star status. In addition, our
Vermont Yankee Nuclear Power Station received
Merit designation, which is considered an effective
stepping stone to Star status.
Public Safety
Our commitment to safety extends beyond our
workplace. Each year in the United States,
hundreds of people are killed and more than
10,000 people are injured from electricity incidents
in the home. At work, electricity causes more than
300 deaths each year. With greater awareness and
education, electrical incidents can be avoided.
We offer a variety of resources on our Web site –
entergy.com – to help the public live and work
safely around electricity and natural gas. Visitors to
our site can gather information on electrical shocks,
power lines and service panels, electrical fires and
electrical appliance safety, as well as natural gas
safety. We also offer a section for kids and teachers
called “Electrical Safety World” that provides a fun
way to learn about safety practices.
As an energy company, we are committed to the
safety of the employees and contractors who work
to deliver power, and to the safety of those who use
it. At Entergy, safety always comes first.
As of year-end 2006, more than 30 of our nuclear, fossil, distribution and transmission sites had earned Star status,
the highest possible safety rating for an industrial work site.
Nuclear
Sabine Plant (Texas)
Labadieville (La.)
Arkansas Nuclear One (Ark.)
Sterlington/Perryville (La.)
Jennings (La.)
Grand Gulf Nuclear Station (Miss.)
Waterford 1&2 (La.)
Bastrop (La.)
James A. FitzPatrick
Willow Glen (La.)
Winnsboro (La.)
Nuclear Power Plant (N.Y.)
Port Allen (La.)
Pilgrim Nuclear Power Station (Mass.)
Distribution
Harrison (Ark.)
River Bend Station (La.)
Chalmette (La.)
Terrebonne (La.)
Waterford 3 Nuclear Power Station (La.)
New Orleans East (La.)
Jonesboro (La.)
Riverlake East (La.)
Malvern (Ark.)
Fossil
Riverlake West (La.)
Delta Plant (Miss.)
West Bank (La.)
Transmission
Little Gypsy (La.)
Bushnell Training Center (La.)
West Monroe Transmission
Louisiana Station (La.)
Reserve (La.)
Nelson Plant (La.)
Lafayette (La.)
and Substation (La.)
Virgil Street (La.)
LWDIR Entergy vs. Peer Group
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Imagine a clean, healthy environment
that does not pose a threat to future generations.
We strive to be the cleanest power generator in America – one that
voluntarily limits our greenhouse gas emissions and conserves natural
resources in as many ways as possible.
energy efficiency. Details of our 2006 efforts to
implement our environmental strategy are presented in
this section of our sustainability report.
E
ntergy is the second-cleanest utility generator
among the top 10 U.S. generators, due
largely to our portfolio of clean nuclear and
natural gas generation resources. In 2006, we
achieved our best year of environmental performance
since we began monitoring our current suite of
performance metrics.
■ Our 2006 performance on a variety of measures
such as hazardous waste generation, National
Pollution Discharge Elimination System
compliance, coal ash recycling and the number of
reportable spills either improved or remained
consistent with our performance in prior years.
■ We made a second voluntary commitment to
stabilize our greenhouse gas emissions from 2006
to 2010 at 20 percent below year 2000 levels. In
2006, our CO2 emissions were 38.9 million tons,
nearly 10 percent below target. In 2005, we
completed our first five-year commitment, beating
our emissions target by 23 percent while
increasing power sales by 21 percent from 2001 to
2005. By the end of 2005, Entergy was
cumulatively 62 million tons below its CO2
stabilization commitment and six percent below
1990 levels as shown in the graph below.
Strengthening Our Clean Generation Portfolio
More than 80 percent of the power we generate comes
from clean sources such as nuclear and natural gas. At
Entergy, we firmly believe that safe, affordable and
emission-free nuclear generation is vital to sustainable
growth. We are currently the second-largest nuclear
operator in the United States. We own and operate 11
reactors in the Northeast, South and Midwest, and
operate a 12th in the Midwest under a service
agreement. The newest member of the Entergy fleet is
the Palisades plant near South Haven, Mich., which
was purchased in April 2007.
Currently, about one-third of our generation
capacity is supplied by nuclear power and
approximately 50 percent of the energy we generate
comes from nuclear power. We continue to expand
our nuclear generation by operating at high capacity
factors and through uprates. Through 2006, we have
added 512 megawatts of nuclear capacity through
uprates and capacity improvements.
We are pursuing renewal of our operating licenses
at each of our Northeast fleet sites. In 2006, the
Nuclear Regulatory Commission accepted our
applications to renew our operating licenses for an
additional 20 years at the Vermont Yankee Nuclear
Power Station in Vermont, the Pilgrim Nuclear
Power Station in Massachusetts and the James A.
FitzPatrick Nuclear Power Plant in New York. The
NRC also renewed the operating license for the
Palisades Nuclear Plant in Michigan for an
additional 20 years, through 2031. Finally, in
November 2006, we formally announced our
intention to extend the license of our Indian Point
Energy Center in New York.
Entergy CO2 Emissions
70.0
60.0
50.0
40.0
30.0
90
92
94
1st Goal
2nd Goal
96
98
00
02
04
06
08
10
Actual
BAU Forecast
Our comprehensive environmental strategy
includes one that voluntarily limits our greenhouse
gas emissions as we continue our focus on coastal
restoration, recycling, community improvement and
13
We see potential in the development of new
nuclear capacity at our Grand Gulf Nuclear
Station and River Bend Station. The Nuclear
Regulatory Commission issued an early site
permit to Entergy in March 2007 for a possible
new nuclear unit at the Grand Gulf site. With our
positive point of view on nuclear generation, we
continue to aggressively pursue opportunities to
expand our nuclear business.
We also continue to invest in clean and efficient
technologies like combined-cycle gas turbine
plants. In January 2006, we completed the
purchase of the 480-megawatt, natural gas-fired,
combined-cycle Attala facility near Kosciusko,
Miss. Through this acquisition, we added a highly
efficient plant to our generation portfolio as we did
in 2005 with the purchase of the 718-megawatt,
natural gas-fired, combined-cycle Perryville plant
in Louisiana. We also announced in February 2007
an agreement to acquire the 322-megawatt, natural
gas-fired, simple-cycle Calcasieu Generating Facility
in southwestern Louisiana.
We continue to explore other emerging clean
generation technologies. For example, we expect to
repower our Little Gypsy gas-fired generation plant
utilizing circulating fluidized bed technology and
using petroleum coke, a byproduct of the oil
refining process, as the primary fuel. The Little
Gypsy project is expected to result in a decrease of
more than 2,000 tons of nitrogen oxide emissions
each year from current emission levels.
We will achieve our aspiration to be the cleanest
power generator in America largely by continued
investment in our clean generation portfolio. We
continue to evaluate opportunities to expand our
clean generation capability through operational
excellence, acquisition, power purchase contracts
and other types of agreements.
Emissions From Entergy-Owned Generation
SO2
CO2
500
7
5.51
300
2
5.69
5.41
5.27
1.31
1.34
1.34
1.35
0.66
0.67
0.63
0.58
35.6
32.9
0.74
1.45
1.14
0.79
1.14
1.01
63.6
57.2
82.9
63.6
47.0
44.2
0
0
02
03
04
05
36.8
38.3
0
0
06
02
03
04
05
06
National Avg.
Entergy Avg.
Entergy
National Avg.
Entergy Avg.
Entergy
(lb SO2/MWh)
(lb SO2/MWh)
(thousand
tons/year)
(lb CO2/KWh)
(lb CO2/KWh)
(million
tons/year)
Hg
NOX
3
3.5
2.80
300
4
2.80
2.51
2.51
2.45
2.21
2.00
1.87
1.22
0.63
0.67
0.54
0.32
0.35
0.38
0.61
0.34
0.62
04
05
0.89
52.7
57.2
50.0
0.69
38.6
0
03
1.00
0.35
0
02
0.95
73.0
06
0
0
02
National Avg.
Entergy Avg.
(lb Hg/100GWh)
(lb Hg/100GWh) tons/year)
Entergy
14
03
04
05
06
National Avg.
Entergy Avg.
Entergy
(lb NOX/MWh)
(lb NOX/MWh)
(thousand
tons/year)
Driving Greater Energy Efficiency
Driving greater awareness of energy efficiency is a
stated goal in our five-year environmental strategy.
The massive displacement of residents and damage
to homes as a result of Hurricane Katrina provides an
opportunity to restore the region’s housing stock
with energy efficient and sustainable building
practices and materials. In September 2006, Entergy
and its partners planned and hosted the Housing
Solutions Summit in New Orleans featuring national
and local experts who provided detailed guidance
and information on the regional rebuilding process.
An estimated 15,000 attendees learned about energy
efficiency, environmental sensitivities, building
alternatives, financial opportunities and local zoning
regulations. Eighty-nine Entergy employee
volunteers helped with the event.
In 2006, we also continued our participation in
Energy Star – a government-backed program
helping businesses and individuals save money
through better energy efficiency. We distributed
Energy Star materials to our customers through
customer service organizations and our Web site –
entergy.com. In partnership with Home Depot, we
held Energy Star workshops in New Orleans with
more than 2,000 customers participating.
In Texas, Entergy is continuing to meet its
requirement to offer energy efficiency programs to
reduce peak demand growth by 10 percent each
year. We are meeting that goal by offering energy
efficiency programs for residential, commercial and
industrial customers, with a special emphasis on our
low-income customers. Entergy also promotes an
Energy Star Residential New Construction program.
In fact, for three years in a row, Entergy has been
recognized for its Energy Star homes program by the
U.S. Environmental Protection Agency for
Outstanding Achievement.
In 2006, we joined more than 50 leading
organizations across the United States in adopting a
new National Action Plan for Energy Efficiency. In
addition, in all our utility companies we participated
in a variety of energy efficiency programs including
weatherization programs for low-income customers.
Hazardous Waste
Generation
in tons
110.6
91.6
39.6
41.7
Stabilizing Greenhouse Gas Emissions
Our second voluntary greenhouse gas stabilization
commitment will be achieved by strengthening our
clean energy portfolio, driving greater energy
efficiency, purchasing energy from clean, efficient
sources and actively participating in greenhouse gas
offset markets using a $3 million Environmental
Initiatives Fund. The following are examples of
types of projects we supported in 2006 to help
partially offset CO2 emissions from Entergy’s
generating plants.
■ We purchased 150,000 metric tons of CO2
emission reduction credits from Anadarko
Petroleum. The credits were verified by an
independent third party and registered by
Environmental Resources Trust. The verified
emission reduction credits were created by
capturing CO2 vent gases from gas liquids
production and placing the CO2 into oil-bearing
formations for geologic storage and enhanced oil
recovery. Entergy buys natural gas from Anadarko
and burns it to generate electricity. This
transaction effectively made 270,000 megawatt
hours of electricity produced by natural gas-fueled
generating plants carbon-neutral.
04
05
06
In 2005, hazardous
waste generation
from normal
operations was
39.6 tons. In
addition, in 2005
we generated 52
tons as a result
of a pipeline
explosion near
one of our plants.
NPDES
Exceedances
56
54
48
04
05
06
■
We are working with Nike Inc., the
Environmental Resources Trust and other
concerned citizens to form a Solar Reinvestment
Fund to help revitalize New Orleans with newly
constructed, solar-powered schools and homes.
With its use of solar energy, the initiative will
reduce CO2 emissions while helping New Orleans
recover from the devastation of Hurricane Katrina.
Entergy also purchased emission reduction credits
totaling 100,000 metric tons from Nike. The
credits were verified and registered by the
Environmental Resources Trust as a result of Nike
exceeding its carbon footprint goals with the
World Wildlife Fund’s Climate Savers program.
We aggressively advocate positive actions to
stabilize greenhouse gas emissions at all levels of
government and within our communities. We
participate in 10 organizations advocating equitable
regulation of greenhouse gases in all industries.
Additionally, in August 2006, Entergy was the only
utility in the nation to file an amicus curiae or
friend of the court brief with the U.S. Supreme
Court in Massachusetts versus the U.S.
Environmental Protection Agency. In this brief,
Entergy supported the plaintiffs’ position that the
EPA has authority and responsibility to regulate
CO2 as an air pollutant under the existing Clean
Air Act. In 2007, the U.S. Supreme Court ruled the
Clean Air Act gives the EPA the authority to
regulate the emissions of CO2 from cars.
We also invest in a number of carbon sequestration
projects as a way to stabilize the amount of CO2 in
the atmosphere. Planting native hardwoods on the
land Entergy owns and funding the reforestation of
other acreage is expected to sequester millions of tons
of CO2 gas over several decades. For example,
Entergy Mississippi is planting 43,000 cloned pine
Supporting Community-Based Environmental Stewardship Projects
Our Environmental Stewardship Grant program supports community-based projects that provide sustainable solutions to preserve the environment. In 2006,
the eighth year we have awarded Environmental Stewardship grants, we provided approximately $250,000 to community organizations. Here are the
Environmental Stewardship Grant awards for 2006.
Arkansas
Atkins Junior/Senior High School
Audubon Arkansas
MCT Inc - Accessabilities
Nature Conservancy - Arkansas
White River Planning and Development
District, Inc.
Louisiana
National Wildlife Federation
Louisiana Universities Marine Consortium
Black Bear Conservation Committee
Coalition to Restore Coastal Louisiana
Capital Area Corporate Recycling Council
Green Project, Inc.
Global Green USA
Parkway Partners Program
Mississippi River Basin Alliance
Mississippi
Magnolia School
Pleasant Hill Elementary
Shadow Oaks Elementary
Greenbrook Elementary
National Wildlife Federation
Massachusetts
Barnstable Land Trust, Inc.
Manomet Center for Conservation Sciences
National Marine Life Center
Sudbury Valley Trustees Inc.
New York
Adirondack Mountain Club
Research Foundation/City University of NY and
Queens College/City University of NY
Black Rock Forest Consortium Inc.
Texas
Big Thicket Association
Children’s Museum Inc.
The Conservation Fund
Vermont
Vermont Youth Conservation Corps Inc.
In another community-based environmental stewardship effort, we initiated a partnership with the Keep America Beautiful organization in 2006. Entergy
and Keep America Beautiful share many of the same goals concerning building strong, healthy communities and a better environment. The partnership
facilitates the involvement of Entergy employees in the grassroot programs and activities of approximately 25 Keep America Beautiful local affiliates, with an
emphasis on broadening local environmental stewardship programs. In addition to employee volunteer resources, Entergy also has announced grants totaling
$37,000 to six Keep America Beautiful affiliates.
16
Recycling and Pollution Prevention
trees on 70 acres surrounding the Attala Plant. The
trees feature enhanced disease resistance, better wood
quality and faster growth. When the trees are 80 years
old, each acre planted is expected to have absorbed
between 400 and 425 tons of CO2.
We strive to protect and preserve the environment
by recycling when feasible and preventing pollution
if at all possible. In 2006, we pursued several efforts
in this area:
■ We aggressively sold scrap, scrap wire and general
equipment. In the process, we avoided sending
more than 11 million pounds of materials to
landfills while generating more than $6 million
through our Investment Recovery Program.
■ We recycled nearly 1.3 million tons of coal ash,
more than 78 percent of the total amount we
generated. Through this recycling effort, nearly
844,000 tons of CO2 emissions were avoided.
■ Out of 54,541 samples taken, we had 54 NPDES
exceedances in 2006. Our compliance rate
remained at 99.9 percent.
■ We generated 41.7 tons of hazardous waste in
2006 as a result of our normal operations. In
2005, hazardous waste generation from normal
operations was 39.6 tons. In addition, in 2005
we generated 52 tons as a result of a pipeline
explosion near one of our plants.
Coastal Restoration
Massive flooding in and around New Orleans
following Hurricane Katrina highlighted a critical
environmental issue – the ongoing destruction of
coastal wetlands. Louisiana has the highest rate of
coastal wetland or marsh loss in North America,
losing an area the size of a football field every 30
minutes. Wetlands are a valuable environmental
resource – providing a habitat for more than 900
species of plants and animals, serving as a natural
water purification system and protecting
communities from flooding.
In 2006, Entergy granted $150,000 to Ducks
Unlimited for the restoration of 580 acres of eroded
marsh in Jefferson Parish, La. Ducks Unlimited, an
organization dedicated to the conservation of
waterfowl habitat, is working with the Louisiana
Department of Natural Resources, the U.S.
Department of Agriculture’s Natural Resources
Conservation Service, Madison Land Company
and Camp Club Inc. in its plans to construct
approximately 32,000 linear feet of earthen terraces
and provide vegetation for planting. The terraces
provide nesting sites for wildlife and produce calm
water that encourages submersed aquatic vegetation
growth. In addition, reduced wave energy reduces
shoreline erosion.
Entergy also is implementing a switch to 30
percent recycled paper in all its operations beginning
in 2007. The implementation follows a successful
pilot project in late 2006. Switching to 30 percent
recycled paper is expected to save 1,829 million BTUs
of total energy; 123,039 pounds of solid waste;
958,147 gallons of wastewater; and 2,628 trees. It also
is expected to prevent the release of 230,836 pounds
of CO2 gas into the atmosphere.
Entergy Electric Production
& Product Fossil Intensity
2006 Emissions Avoided
Through Nuclear Generation
Investment Recovery
$ millions
short tons in millions
250
1
70
68.8
0.7
0.6
0.5
117.7
119.6
111.4
0.5
114.0
0.5
112.1
Scrap Wire $3.23 (51%)
0.5
1
112.7
0.31
0.11
0
0
01
02
03
Product Fossil Intensity
04
05
06
0
CO 2
SO 2
NO X
Entergy Production
(1,000GWh)
17
Other $3.11 (49%)
Scrap $2.28
Vehicles $.338
General Equipment & Savings $.330
Surplus $.091
Cost Savings $.050
Inventory Sales $.011
Transmission Sales $.007
Office $.002
Total $6.34
Imagine a society that is healthy,
educated and productive; where none of our customers live in poverty.
We aspire to contribute to a society that is healthy, educated and productive;
and to break the cycle of poverty for our low-income customers. No one should have to
choose between food and electricity.
W
The three primary goals of the Low-Income
Initiative are to improve the flow of assistance funds
to needy customers, provide resources to assist
customers in managing their energy usage, and help
break the cycle of poverty by moving more families
and individuals toward self-sufficiency.
e strive to make our service as
affordable as possible, but we do not
accept that as the end of our
responsibility. We strive to contribute to the
eradication of poverty in our utility service
territories. We strive to enhance the quality of life in
the communities in which we operate. We also are
committed to building a strong, dedicated workforce
that reflects the diversity of our communities.
In 2006, we made excellent progress toward our
social aspirations through our Low-Income, Corporate
Giving, and Diversity and Inclusion Initiatives.
Highlights of our progress toward our social aspirations
are outlined in this section of our sustainability report.
A SSISTANCE F UNDING TO N EEDY C USTOMERS
In 2006, through extensive advocacy efforts, we helped
increase by more than 30 percent the amount of
assistance funding available to needy customers from
all sources – including the federal Low Income Home
Energy Assistance Program, Customer Assistance
Funds, Weatherization Assistance Program and other
third-party sources. Our advocacy efforts targeted the
public sector at the federal, state and local levels as well
as private donors among our customers and employees.
Our advocates conducted 27 personal meetings
with Congressmen and Senators, including every
Congressional representative from Entergy utility
states, helping to increase LIHEAP funding to those
states by $75 million in 2006. For the first time, we
also implemented an aggressive outreach effort that
included more than 12,000 phone calls to potential
LIHEAP-eligible customers, mailings to 50,000
customers and e-mails to key church and community
leaders. The outreach effort resulted in payment
assistance for more than 102,000 customer bills in
2006, compared to approximately 81,000 bills in 2005.
Low-Income Initiative
In a report released by the U.S. Census Bureau in
August 2006, the four states we serve through our
utilities – Arkansas, Louisiana, Mississippi and Texas –
were among the six areas in the country with the
highest rates of statewide poverty. At Entergy, we
believe it is our responsibility to help eradicate poverty
among our customers. Our Low-Income Initiative
encompasses our efforts to fulfill this responsibility.
Entergy Chairman and CEO J. Wayne Leonard
launched the Low-Income Initiative in 1999. Since
then, Entergy has invested $30 million in programs to
fight poverty. The Low-Income Initiative is an
integral part of Entergy’s business planning process
with clear objectives set at the corporate and business
unit level. As a result, we have made great strides that
can be measured both quantitatively and
qualitatively. A more detailed report of our progress
and activities is compiled annually in the LowIncome Initiative Progress Report which is available
online at entergy.com.
LIHEAP Funding in Arkansas, Louisiana,
Mississippi and Texas
$ millions
167.5
93.2
2000
19
2006
We aspire to break the cycle of
poverty for our customers and
contribute to a society that is
healthy, educated and productive.
The federal Low Income Home
Energy Assistance Program helps
needy families pay their energy bills.
We raised $2.4 million in Customer Assistance
Funds in 2006, a 14 percent increase over 2005.
Customer Assistance Funds include donations from
customers, employees and Entergy shareholders to
help low-income, elderly and disabled customers
pay their energy bills in times of financial
emergency. Of special note in 2006, customer
contributions to CAF increased by 25 percent over
2005 and every Entergy utility company met or
exceeded its funding goal.
R ESOURCES TO B ETTER M ANAGE E NERGY U SAGE
We strive to provide affordable power to all our
customers. However, we also realize that we must
do more to help our most needy customers. We are
committed to reducing the energy burden of our
low-income customers by providing information
and volunteer support to weatherize their homes
and lower their energy usage. We also are working
to build a greater focus on energy efficiency in all
our communities.
In 2006, we more than doubled our
weatherization projects in Arkansas, Mississippi and
Texas. In Louisiana, we helped increase funding of a
revolving loan program by 30 percent. The
program aids community development by helping
low-income residents become new homeowners.
In response to requests for materials on managing
energy usage from advocates, community action
agencies and faith-based organizations, we
distributed more than 300,000 pieces of
information in 2006.
T HE M OVE TOWARD S ELF -S UFFICIENCY
Helping low-income customers build assets is an
important step toward self-sufficiency. Our efforts
in this area include outreach efforts – through our
bill insert program, advocate newsletters and
brochures – to urge eligible taxpayers to file for the
Earned Income Tax Credit and the Child Tax
Credit. More than 22 million people already benefit
from the EITC program, but many more eligible
taxpayers do not know the program exists. More
than $6 billion went unclaimed in 2004.
In another effort to help build assets, we
partner with the nonprofit Foundation for the
20
Mid South to provide an Individual Development
Account program that matches the savings of
low-income individuals.
Longer term, we believe that understanding and
addressing the root causes of poverty are the only
sustainable ways to move families and individuals to
self-sufficiency. To that end, Entergy continues to
sponsor useful research on critical issues including
pre-school education, the economics of poverty,
and the existence and impact of hunger. The studies
are available on our Web site at entergy.com
We believe that building public awareness is the
first step to alleviating poverty in the areas we serve.
We aggressively communicate and advocate for
solutions addressing the underlying causes of
poverty with the media, advocacy groups and
public officials. At Entergy, we believe it is our
moral responsibility to contribute to a society that
is healthy, productive and educated – a society
where no one suffers in poverty.
Corporate Giving
Enhancing the quality of life in the communities
where we work and live is the goal of our corporate
giving programs. We also seek out opportunities to
support key sustainability goals – like reducing
greenhouse gas emissions – while enhancing and
revitalizing our communities. Our support of the
Nike Entergy Green Schools for New Orleans
project is clearly such an opportunity.
In November 2006, along with Nike Inc., the
Environmental Resources Trust and other
interested parties, Entergy established a solar
power/energy initiative in New Orleans. The goal
of the Nike Entergy Green Schools for New
Orleans project is to create a Solar Reinvestment
Fund to build solar systems on four schools, and
on 10 houses in each of the communities that are
home to the selected schools. In addition to
revitalizing communities devastated by Hurricane
Katrina, the Solar Initiative will reduce greenhouse
gas emissions. As structured, the project is
intended to evolve into a self-funding initiative to
support the construction of additional solarpowered schools and homes in New Orleans.
Also in 2006, we completed the disbursement
of $4.2 million in hurricane recovery aid through
our Power of Hope Fund. Thanks to the
generosity of 1,544 donors, more than 4,050
individual and family grants were made,
averaging $898 per grant. In addition, 67 grants
totaling $618,500 were awarded to organizations
providing aid to victims of the hurricanes.
We also organized and hosted a series of events
in 2006 to welcome Entergy employees returning
to their homes in New Orleans. More than 400
Entergy employees and their families participated
at events held at the National World War II
Museum, the Audubon Zoo, the Entergy IMAX®
Theatre and the New Orleans Ballet Theatre, to
name just a few.
In total, Entergy and the Entergy Charitable
Foundation contributed more than $10 million in
2006 through more than 3,000 grants to
community groups and organizations that serve the
communities in which we operate. Entergy
employees volunteered nearly 14,000 hours of their
time valued at more than $250,000. As a result, the
community groups and organizations where
Entergy employees chose to volunteer their time
earned $40,200 in Community Connector grants.
Diversity and Inclusion Initiatives
At Entergy, we strive to give every employee the
opportunity to reach his or her full potential in a
work environment that demonstrates respect for all
employees and the diversity they bring to our
organization. We recognize a diverse and inclusive
work environment is vital to the development of a
committed, motivated workforce.
Entergy’s diversity and inclusion strategy
continues to revolve around three main
components: solidifying the company’s position as
an employer of choice, a business partner of choice
and a good corporate citizen.
2006 Grant Summary by Program Area
Disaster Relief/Recovery Total
4%
Environmental Total
5%
Arts & Culture Total
8%
Community & Economic Development Total
33%
Health & Social Services Total
30%
Education/Literacy Total
20%
21
E MPLOYER OF C HOICE
As the face of the American workforce continues to
evolve, we remain diligent in our efforts to reflect
this change adequately and develop the talents of
our workforce regardless of race, gender, nationality,
religion, sexual orientation or any other cultural
factor. By identifying a diverse employee pool and
creating an inclusive work environment through
training and development, Entergy is better
equipped to understand and relate to its customers
and meet their needs in the best way possible.
We currently have more than 20 employeeinitiated diversity and inclusion councils and new
affinity groups in seven states, mandatory diversity
and inclusion training for all new employees and
managers, an educational reimbursement program,
and staffing and succession planning programs
focused on ensuring that all employees are given the
tools and resources needed to help them reach their
greatest career potential.
We also show our concern for the personal
health and welfare of our employees by offering
LifeWorks; a program that provides resources to
help employees cope with daily life issues and
health and wellness programs that encourage
healthy living.
To ensure that we attract talent that supports
our commitment to an inclusive work
environment, we use a variety of diverse
recruitment sources, attend recruitment events
that attract diverse candidates and develop and
maintain relationships with historically black
colleges and universities. We also partner with
INROADS to hire interns throughout the
organization. INROADS is an organization that
seeks to increase business career opportunities and
knowledge of high-potential, ethnically diverse
students. Entergy Louisiana President and Chief
Executive Officer E. Renae Conley currently
serves on its board of directors.
2006 Corporate Giving at a Glance
Entergy Charitable Foundation
The Entergy Charitable Foundation supports programs that address the underlying causes of poverty. In 2006, more than
$3 million was awarded through 163 grants.
Open Grants
Entergy Open Grants focus on improving communities as a whole through the support of health and social service agencies, the
arts and culture, and community enrichment programs. In 2006, more than $5 million was awarded through nearly 2,000 grants.
United Way Campaigns
In 2006, Entergy and its employees donated more than $3.6 million to local United Way agencies in the communities in which
we operate. Employee donations were more than $1.8 million, exceeding employee donations in 2005.
Community Power Scholarships
Entergy Corporation has established a scholarship program to assist employees’ dependents who plan to continue their
educations in college or vocational school programs. In 2006, nearly 300 students submitted applications to the program and
27 scholarships totaling $135,000 were awarded.
Matching Educational Grants
Entergy is committed to supporting our employees in their choice of education. In 2006, we awarded more than $375,000
through 747 matching educational grants to the high schools, colleges and universities supported by Entergy employees.
22
B USINESS PARTNER OF C HOICE
We recognize that the value of diversity extends
beyond our workforce. The relationships we build
with vendors are critical to our success in the
marketplace, and diverse vendors can bring unique
strengths to our company. Through Entergy’s
Supplier Diversity program, the company works to
identify and use minority- and women-owned
businesses to meet procurement needs.
Our commitment to work with businesses that
reflect the diversity of our communities is a longstanding one. In 1987, Entergy became the first
electric utility holding company in the nation to
commit to the NAACP’s Fair Share Principles.
Since then, the company has backed that
commitment with consistent performance,
spending over $2 billion with minority- and
women-owned firms since the inception of our
Supplier Diversity program. As the procurement
business has moved increasingly towards electronic
transactions, Entergy has developed a program to
incorporate minority- and women-owned firms
into our eCommerce plans.
Our commitment goes further than just
providing opportunities for minority- and womenowned businesses. We also work directly with these
vendors to ensure their success extends beyond their
business relationship with Entergy. We provide
resources and counsel to assist businesses in
becoming more competitive in the marketplace, to
help them increase their chances of success and to
add to the economic stability of the community.
G OOD CORPORATE C ITIZEN
Our corporate citizenship efforts recognize the
many unique cultures and backgrounds visible in
our communities, working to build on that strength
to create and sustain thriving communities. Our
efforts to be a good corporate citizen are fully
detailed in the Low-Income Initiative and
Corporate Giving sections of this report.
Imagine delivering top-quartile
shareholder returns
through the generation of safe, clean, affordable power.
We aspire to consistently deliver top-quartile total shareholder returns. In the past
five years, we have twice earned Edison Electric Institute’s award for the highest total
shareholder return for a large-cap electric utility over a five-year period.
Our Resource Supply Plan is designed to meet
our customers’ demand for power, diversify and
modernize our generation fleet and create
opportunities to lower our customers’ rates. It is a
comprehensive plan that calls for the contract
purchase of power and the acquisition of highly
efficient assets, as well as the evaluation of new fuel
and new capacity alternatives, all conditioned on the
receipt of regulatory approval.
In early 2006, we issued a Request for Proposal for
2,000 megawatts of long-term supply-side resources.
We received 35 proposals for combined-cycle gas
turbine resources and eight proposals for solid fuel
resources. A year later, we narrowed the field and are
entering into further negotiations for two CCGT
resources representing over 1,300 MW of capacity
and two solid fuel resources representing between
approximately 730 and 880 MW of capacity. The
solid fuel resources include the selection of Entergy’s
Little Gypsy repowering self-build option identified
in the RFP. At Little Gypsy, we intend to repower the
generating unit using circulating fluidized bed
technology and petroleum coke, a byproduct of the
oil refining process, as its primary fuel.
In addition to executing our Resource Supply Plan,
we took several actions to ensure power is readily
available and affordable to our customers over the long
term. In January 2006, we completed the purchase of
the 480-megawatt, natural gas-fired, combined-cycle
Attala facility near Kosciusko, Miss. We had purchased
the output from the Attala plant since mid-2004.
Through this acquisition, we added a highly efficient
plant to our generation portfolio as we did in 2005
with the purchase of the 718-megawatt, natural
gas-fired, combined-cycle Perryville plant in
Louisiana. Finally, we announced in February 2007
I
n 2006, we delivered a total shareholder return
of 38 percent, nearly double the 20 percent
returned by the Philadelphia Utility Index. We
restored market confidence by demonstrating that
Entergy’s long-term value proposition remains
intact. For the year 2006, Entergy’s as-reported
earnings were $5.36 per share, up 28 percent from
$4.19 per share in 2005. Operational earnings were
$4.72 per share, up seven percent from $4.40 per
share in 2005.
Looking ahead, our overarching financial
aspiration for 2006 through 2010 is to achieve topquartile total shareholder returns. We will do so by
growing earnings per share by $1.00 each year,
earning returns at or above our risk-adjusted cost of
capital, all the while maintaining solid investment
grade credit with flexibility to manage risk and act
on opportunities. We also aspire to return cash to
our owners through common stock repurchases of
up to $500 million each year and/or dividends
targeting a 60 percent target payout ratio over time.
In January 2007, we announced a new $1.5 billion
common stock repurchase program to be
implemented over the next two years.
Our Utility Business
We strive to provide clean, reliable and affordable
power to all our customers over the long term.
Currently our customers’ demand for power exceeds
our generation capacity by two to four gigawatts. At
the same time, approximately 18 gigawatts of new
merchant capacity have been commissioned in our
utility service territories in the last six years. This
provides us with the opportunity to meet our
capacity shortfall as well as offer high-quality
generation sources to our customers.
25
an agreement to acquire the 322-megawatt, natural
gas-fired, simple-cycle Calcasieu Generating Facility
in southwestern Louisiana.
We also continue to see potential in the
development of new nuclear capacity at our Grand
Gulf Nuclear Station and River Bend Station. In
March 2007, Entergy received an early site permit
from the Nuclear Regulatory Commission for a
possible new nuclear unit at the Grand Gulf site.
Nuclear generation is emission-free, less exposed
to fuel price volatility and subject to federal
incentives. With necessary legislative support,
including loan guarantee and production tax
credit incentives, and state regulatory mechanisms
to enable timely cost recovery, the prospect of new
nuclear could become a reality.
agreement. The newest member of the fleet is the
Palisades Nuclear Plant near South Haven, Mich.,
purchased in April 2007. With our positive point of
view on nuclear generation, we continue to
aggressively pursue opportunities to expand our
nuclear business.
With strong leadership and an experienced,
talented team of engineers, technicians and
operators, we have consistently delivered industryleading performance in our nuclear operations.
For example:
■ Our fleet average capability factor was 94 percent
in 2006, compared to an industry average of
90 percent.
■ Production costs in our regulated fleet remained
flat at $16.3 per megawatt hour. We also
achieved our first uninterrupted breaker-tobreaker run at Arkansas Nuclear One Unit 2.
■ Our Northeast fleet achieved an average INPO
Index of 97.6 in 2006, up more than 30 percent
since we acquired these plants.
Our Nuclear Business
We are currently the second-largest nuclear
operator in the United States. We own and operate
11 plants in the Northeast, South and Midwest,
and operate a 12th in the Midwest under a service
Total Shareholder Return
Total Shareholder Return
2006, %
1999-2006, %
%
288
38
Northeast Nuclear
Fleet Capacity Factor
95
77
20
16
96
31
ETR
ETR
Philadelphia
Utility Index
Philadelphia
Utility Index
S&P 500
Before ETR
ownership
2006
S&P 500
We aspire to consistently deliver top-quartile total shareholder
returns.We restored market confidence by demonstrating that
Entergy’s long-term value proposition remained intact. As a result, we
saw Entergy stock rebound from post-hurricane weaknesses and
deliver top-quartile returns to our owners.
26
We strive to increase
our nuclear generation
through high capacity
factors to meet the
growing demand
for power.
In 2006, we placed an additional 95 MW of
capacity into production at our Vermont Yankee
Nuclear Power Station. Approval from the Nuclear
Regulatory Commission to increase the power
output came after the most extensive engineering
review of any uprate. The review process took 29
months and resulted in a unanimous approval
recommendation. Through 2006, we have added
512 MW of nuclear capacity through uprates and
capacity improvements. Increasing our nuclear
generation through uprates and high capacity
factors enables us to meet our customers’ growing
demand for energy without increasing harmful
emissions. Currently, about one-third of our
generation capacity is supplied by nuclear power.
We continue to seek opportunities to grow and
create value in our nuclear business. We closed the
Palisades acquisition in April 2007 and will work to
successfully transition the plant into the Entergy fleet
over the course of 2007. We also believe opportunity
exists to further expand our fleet. Roughly two dozen
small nuclear fleet operators exist across the United
States that have either below industry average
capacity factors, above average costs, regulatory issues
or event risk. We remain open to expanding our
portfolio of nuclear businesses in the future through
acquisitions, management service agreements or
other deal structures. At Entergy, we firmly believe
that safe, affordable and emission-free nuclear
generation is vital to sustainable growth.
27
Forward-Looking Information
In this report and from time to time, Entergy 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 “believes,” “intends,” “plans,” “predicts” and “estimates” and similar
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 combined 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 in (a) Item 1A. Risk
Factors, in Entergy’s Form 10-K, (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):
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resolution of pending and future rate cases and
negotiations, including various performance-based rate
discussions and implementation of Texas legislation, and
other regulatory proceedings, including those related to
Entergy’s System Agreement, Entergy’s utility supply plan,
recovery of storm costs, and recovery of fuel and purchased
power costs
Entergy’s and its subsidiaries’ ability to manage their
operation and maintenance costs
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 implementation of the independent coordinator of
transmission that includes Entergy’s utility service territory,
and the application of market power criteria by the FERC
the economic climate, and particularly growth in Entergy’s
service territory
variations in weather and the occurrence of hurricanes and
other storms and disasters, including uncertainties
associated with efforts to remediate the effects of
Hurricanes Katrina and Rita and recovery of costs
associated with restoration including Entergy’s ability to
obtain financial assistance from governmental authorities in
connection with these storms
the performance of Entergy’s generating plants,
and particularly the capacity factors at its nuclear
generating facilities
changes in the financial markets, particularly those
affecting the availability of capital and Entergy’s ability to
refinance existing debt, execute its share repurchase
program, and fund investments and acquisitions
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
changes in inflation, and interest rates
Entergy’s ability to develop and execute on a point of view
regarding future prices of electricity, natural gas, and
other energy-related commodities
Entergy’s ability to purchase and sell assets at attractive
prices and on other attractive terms
28
■
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■
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■
■
■
■
prices for power generated by Entergy’s unregulated
generating facilities, the ability to hedge, sell power forward
or otherwise reduce the market price risk associated with
those facilities, including the Non-Utility Nuclear plants,
and 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
volatility and changes in markets for electricity, natural gas,
uranium, and other energy-related commodities
changes in regulation of nuclear generating facilities and
nuclear materials and fuel, including possible shutdown of
nuclear generating facilities, particularly those in the
northeastern United States
uncertainty regarding the establishment of interim or
permanent sites for spent nuclear fuel storage and disposal
resolution of pending or future applications for license
extensions or modifications of nuclear generating facilities
changes in law resulting from the new federal energy
legislation, including the effects of PUHCA repeal
changes in environmental, tax, and other laws, including
requirements for reduced emissions of sulfur, nitrogen,
carbon, mercury, and other substances
advances in technology
the potential effects of threatened or actual terrorism
and war
the effects of Entergy’s strategies to reduce tax payments
the effects of litigation and government investigations
changes in accounting standards and corporate governance
Entergy’s ability to attract and retain talented management
and directors
GAAP TO NON-GAAP RECONCILIATION
Earnings Per Share
2006
2005
As-Reported
Less Special Items
Operational
$5.36
$0.64
$4.72
$ 4.19
$(0.21)
$ 4.40
The Future We Imagine and Commit to Achieve
F UTURE C OMMITMENTS
We will work diligently in the years ahead toward our aspirations.
We will also continue to imagine a world beyond what we can
achieve today. An environment that poses no threat to future
generations. A society where no one suffers in poverty. A world
with unlimited energy and unlimited possibilities. That is the
future we imagine and we maintain our commitment to the
principles of sustainable growth so that one day that future will
be a reality.
Safety and Environmental Commitments
We will strive for an accident-free workplace in all areas of our
organization. We will continue to measure our safety and
environmental performance against the standards of ISO 14001,
OSHA’s VPP and our own Safety, Health and Environmental
Management System. We seek to expand the reach of our
SHEMS throughout our organization.
We commit to ongoing implementation of our five-year safety
strategy with its goals of improving our Lost Work Day Incident
Rate performance and enhancing the focus on continued
elimination of all fatalities. We also commit to continued Six
Sigma analysis of the root causes of accidents in order to develop
systemic solutions for employees and contractors.
We will continue to implement our comprehensive
environmental strategy. The strategy includes a second
commitment to stabilize greenhouse gas emissions – at 20 percent
below year 2000 levels from 2006 to 2010 – as well as an expanded
focus on environmental initiatives, including coastal restoration,
recycling, community improvement and energy efficiency.
We will continue to invest in clean energy technologies like
nuclear, solar, wind, hydro and other renewables. We will also
look for opportunities to utilize clean fuel sources like natural gas
and low-sulfur coal.
29
Low-Income and Social Responsibility Commitments
We will improve the flow of assistance funds to needy customers
from all sources by working with legislators and regulators at the
federal, state and local levels. We will continue to lobby for
increased funding for federal energy assistance programs and
funds such as the Low Income Home Energy Assistance Program
and Weatherization Assistance Program. We will seek to increase
contributions to Customer Assistance Funds.
We will provide customers with tools to help manage their
energy usage through increased weatherization activity,
volunteerism and a focus on energy efficiency. We will expand our
partnerships with regional and national grassroots organizations
to extend the reach of our Low-Income Initiative.
We are committed to help move low-income customers to self
sufficiency. We will maintain a $5 million budget for low-income
programs and grants, and expand funding for educational
programs to assist low-income children with pre-kindergarten, job
training and college degrees. We will communicate and inform
the public about the effects of poverty so that all concerned
citizens can work together to create a society that is productive,
healthy and educated and where no one suffers in poverty.
More detail on the specific initiatives we will use to meet our
low-income commitments is available in our Low-Income
Initiative Progress Report at entergy.com.
We also commit to further enhancing the quality of life in the
communities where we work and live through our corporate
30
giving programs. We will support our communities through
financial grants and employee volunteerism.
We will also continue to strive to build a diverse, inclusive and
motivated workforce throughout our organization. Our diversity
and inclusion commitments are focused on leadership initiatives,
communication and education, training, career and succession
planning, effective recruiting and retention, and employee
engagement. We also commit to establish diversity and inclusion
councils in each business to provide employees a venue to engage
management on inclusion issues.
Financial Commitments
We remain committed to using our long-term aspirations along
with well-informed points of view as a guide for developing our
strategies and directing our execution. In particular, we seek to
achieve our financial aspirations for 2006 to 2010. Our
overarching aspiration is to deliver top-quartile shareholder
returns. We will strive to achieve this aspiration by:
■ Growing earnings per share by $1.00 each year,
■ Earning returns at or above our risk-adjusted cost of capital,
■ Maintaining investment grade credit with flexibility to manage
risk and act on opportunities, and
■ Returning cash to our owners through common stock
repurchases of up to $500 million per year and/or dividends
targeting a 60 percent payout ratio over time.
We are gratified that our environmental, social and economic efforts in 2006 once again earned high honors from several prestigious
organizations. We are encouraged by the recognition, especially as it highlights the positive results that can accrue to those who
follow the principles of sustainable growth. Here are a few of the awards we received in 2006.
C ARBON D ISCLOSURE P ROJECT – C LIMATE L EADERSHIP I NDEX
Entergy was honored as Best in Class for the third consecutive
year for its approach to climate change by the Carbon
Disclosure Project, a coalition of global investors with more
than $31.5 trillion in assets. The CDP report is a survey of the
world’s 500 largest companies regarding climate change. In the
report, Entergy was included in the Climate Leadership Index, a
prestigious index for global corporations addressing the
challenges of global warming.
D OW J ONES S USTAINABILITY I NDEX – WORLD
Dow Jones Sustainability Indexes selected Entergy Corporation
as the only U.S. utility for listing on the highly-regarded Dow
Jones Sustainability Index – World. Entergy also is the only U.S.
utility to make the DJSI five years in a row. The DJSI is a listing
of the companies whose overall environmental, social and
economic sustainability performance scores were in the top 10
percent for their sector. Dow Jones evaluated 1,200 of the
world’s largest companies in 58 different sectors.
E DISON E LECTRIC I NSTITUTE – E MERGENCY A SSISTANCE
AWARD AND A DVOCACY E XCELLENCE AWARD
The Edison Electric Institute again recognized Entergy for
performance in two areas. Entergy won EEI’s Emergency
Assistance Award for outstanding efforts to restore power for
Ameren customers in the wake of back-to-back severe
thunderstorms that struck parts of Missouri and central Illinois
during the summer of 2006. Entergy has won either EEI’s
Emergency Assistance or Emergency Response award for nine
consecutive years, every year the awards have been offered. It is
the only utility in the country to do so. Entergy’s multifaceted
program of advocacy was selected as a winner of EEI’s Advocacy
Excellence Award for the second consecutive year, every year the
award has been offered.
F ORBES LIST OF A MERICA’ S M OST T RUSTWORTHY COMPANIES
Entergy was named to the Forbes list of America’s Most
Trustworthy Companies for its corporate governance practices
and accounting transparency. Entergy was in the top five of
the large capitalization companies listed and was the only
electric utility to make the list, which was drawn from 8,000
public companies.
P LATTS TOP 250 G LOBAL E NERGY COMPANY
Entergy was named a Platts Top 250 Global Energy Company
for 2006. The Platts Top 250 measures financial performance by
examining each company’s assets, revenues, profits and return
on invested capital. Entergy ranked 86 in overall global
performance, 21 in the electric utility worldwide category and
34 overall in the Americas region category.
P ROFILES IN D IVERSITY J OURNAL –
I NTERNATIONAL I NNOVATION IN D IVERSITY AWARD
Entergy earned a top 10 ranking in the International Innovation
in Diversity awards for the second year in a row. The award,
given by the Profiles in Diversity Journal, recognized the Fossil
Operations group for their innovative use of the Web in
coordinating diversity and inclusion programs.
S OUTHEAST E LECTRIC E XCHANGE S AFETY
P ERFORMANCE A CHIEVEMENT AWARD
Entergy received the 2006 Safety Performance Achievement
Award from the Southeast Electric Safety Exchange – a
nonprofit, nonpolitical trade association of investor-owned
electric utility companies.
S OUTHWEST E LECTRIC S AFETY E XCHANGE
TOM H UGHSTON STOP S HOCK AWARD
Entergy received the Stop Shock Award for completing 12
consecutive months without a lost-time accident due to
electrical shock or burn. The period covered Sept. 15, 2005, to
Sept. 15, 2006, and included some of the restoration period for
Hurricane Katrina and all of the restoration period for
Hurricane Rita. SWESE comprises safety professionals from
seven states who meet semiannually to share concerns and
solutions to industrial safety challenges.
STOREBRAND I NVESTMENTS SRI
Entergy earned best-in-class recognition for its leading
environmental and social performance. Storebrand is a Socially
Responsible Investment financial services company.
U.S. E NVIRONMENTAL P ROTECTION A GENCY
FOR O UTSTANDING A CHIEVEMENT
For the third consecutive year, Entergy was recognized by the
U.S. Environmental Protection Agency for Outstanding
Achievement for its Energy Star for Homes Program in Texas.
31
CO N TAC T S
Corporate Environment and Safety Contacts
Social Responsibility and Low-Income Initiative Contacts
Gary Serio, Vice President – Safety & Environment
Kay Kelley Arnold, Vice President – Public Affairs
Telephone: 504-576-4585
Facsimile: 504-576-2316
E-mail: [email protected]
Telephone: 501-377-3553
Facsimile: 501-377-3558
E-mail: [email protected]
Patricia S. Hoppe, Director – Corporate Safety
Patty Riddlebarger, Director – Corporate Social Responsibility
Telephone: 504-576-5510
Facsimile: 504-576-2316
E-mail: [email protected]
Telephone: 504-576-6116
Facsimile: 504-576-2190
E-mail: [email protected]
Brent Dorsey, Director – Corporate Environmental Programs
Public and Media Inquiries
Telephone: 504-576-5084
Facsimile: 504-576-2316
E-mail: [email protected]
Arthur E.F. Wiese, Jr., Vice President – Corporate Communications
Telephone: 202-530-7325
Facsimile: 202-530-7350
E-mail: [email protected]
Environmental Benefits Statement
This Entergy Corporation 2006 Sustainability Report is printed on
Neenah Environment Papers – PC 100, made of 100 percent postconsumer waste material. It is Forest Stewardship Council certified,
process chlorine free, alkaline pH, and meets the American National
Standards Institute standards for longevity.
By using Neenah Environment PC 100, Entergy Corporation saved the
following resources:
trees
water
energy
solid waste
greenhouse gases
6
2,188
4
281
527
fully grown
gallons
million BTU
pounds
pounds
Environmental impact estimates were made using the Environmental Defense
Paper Calculator. For more information visit www.papercalculator.org.
32
Cert no. SGS-COC-3048
Entergy Corporation
639 Loyola Avenue
New Orleans, LA 70113
entergy.com