Entergy’s path tonet-zero emissions
and climate resilience
November 2022

Table of contents
List of figures and tables  .  .  .  .  .  .  .  .  .  .  .  .

3

Letter from CEO Drew Marsh  .  .  .  .  .  .  .  .  .  .  . 4Introduction  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 5Our strategy to achieve net-zero by 2050  .  .  .  .  .  .

8

Our path to climate resilience  .  .  .  .  .  .  .  .  .  . 28
Metrics and targets  .  .  .  .  .  .  .  .  .  .  .  .  .

32

Governance  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 38
Risk management  .  .  .  .  .  .  .  .  .  .  .  .  .  .

41

Opportunities  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .

44

Conclusion  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 47
Cautionary statement regarding forward-looking information 50
Abbreviations and definitions  .  .  .  .  .  .  .  .  .  .

51

Endnotes  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 52

Entergy’s path to net-zero emissions and climate resilience | 2

List of figures and tables
Figure 1:

Entergy’s updated goals on our path to net-zero by 2050  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 10

Figure 2: CO2 emission rate of top 20 investor- and privately-owned power producers  .  .  .  .  .  .  .  .  .  .  .  .  .  . 10
Figure 3: Illustrative pathway emission rate and emissions of owned and purchased power  .  .  .  .  .  .  .  .  .  .  .  .  . 11
Figure 4: Illustrative pathway generation and capacity mix  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 12
Figure 5: Technology evolution and integration into our illustrative pathway  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 17
Figure 6: 2023 to 2025 preliminary estimated capital plan by function . . . . . . . . . . . . . . . . . . . . 22
Figure 7:

Entergy’s illustrative pathway to net-zero compared to broad range of climate scenarios  .  .  .  .  .  .  .  .  .  . 24

Figure 8: Storm resilience model overview  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 30
Figure 9: Proposed 10-year accelerated resilience plan  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 31
Figure 10: Renewable capacity growth plan 2020 to 2030  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 37
Figure 11: Examples of customer partnerships focused on clean energy and innovative technology  .  .  .  .  .  .  .  .  .  . 45

Table 1:

Risks and uncertainties associated with the illustrative case  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 15

Table 2:

Definitions and objectives of two IEA scenarios  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 25

Table 3:Entergy’s third-party verified 2021 greenhouse gas inventory by scope and source  .  .  .  .  .  .  .  .  .  .  .  . 33

Table 4:

Greenhouse gas inventory categories and how we are working to achieve our net-zero commitment  .  .  .  .  .

34

Table 5:

Sustainability oversight by the Board of Directors  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .

40

Table 6:

Key risks and strategies/opportunities  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .

43

Table 7:

TCFD recommendation cross-reference  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .

49

Entergy’s path to net-zero emissions and climate resilience | 3

A letter from CEO Drew Marsh
The risks of climate change to our company, region and world
are significant and we must take them seriously. However,it’s important that we also recognize and act on the growth
opportunity that climate change presents for Entergy, theelectric power industry and many other sectors. In fact, asignificant element of our company’s growth strategy is tied
directly to the role we are well positioned for in addressing
climate risk. Power providers play a critical role in delivering
to customers the clean energy solutions that are essential
in lowering greenhouse gas emissions across the economy,
without compromising affordability or service reliability. At
Entergy, we are an industry leader in successfully reducing
the impacts of electric generation on our environment.
The recent progress we and our industry have made issubstantial. Over the past 20 years, we have transformed our
power generation portfolio into one of the country’s cleanest
among large-scale power producers.
As gratified as we are of this accomplishment, we areconstantly motivated by the prospect of doing our part toachieve net-zero global greenhouse gas emissions by midcentury, while also ensuring we operate an energy grid forour customers that is more resilient to the impacts of climatechange we are already seeing. A cleaner energy future istaking shape in our near- and long-term planning processes.
These processes include both the expanded deployment ofsolar energy that is readily available today and the carefulassessment of when, how and at what scale we can expect
to deploy the emerging and new technologies critical for
realizing the clean energy economy of tomorrow.

Our intention is not just to achieve our climate commitment
but to demonstrate leadership in balancing our customers’
growing demand for cleaner energy with their equallyimportant need for affordable and reliable service.
Transparent, honest and regular communication with our
stakeholders about our progress is important to our success.
We are pleased to describe in this report the progress we’ve
made since the publication of our first climate scenario
analysis in 2019. More importantly, this report outlines ourthoughtfully planned climate actions moving forward andour approach to addressing uncertainty where it’s not yet
possible or prudent to outline to a specific plan.
The urgency of climate change is real, and we are actively
participating in policy and advocacy conversations to
help address this threat. And we are partnering with ourmany stakeholders to support a lower carbon future while
delivering sustainable and resilient value to our customers
and communities.
Thank you for your continued commitment and engagementwith us as we address these climate challenges and deliver
meaningful outcomes for all our stakeholders.

Drew Marsh
Chief Executive Officer

Entergy CEO Drew Marsh.
Entergy’s path to net-zero emissions and climate resilience | 4

Introduction
The purpose of this report is to update our stakeholders on
our progress toward addressing the transition and physicalrisks and opportunities associated with climate change.
This report builds on our foundational 2019 climate report,1
which established our 2030 emission rate goal and our 2020
addendum2 that introduced our net-zero commitment.
This report also provides updated information on a potential
pathway we see to net-zero by 2050 and a new interimcarbon-free energy capacity goal.

Entergy is uniquely positioned to accelerate the transition toa low-carbon economy by investing in low- to zero-carbon
power sources and magnifying our impact by collaboratingwith customers and suppliers to reduce their emissions.
Our regional economy and the demand for clean energy
are growing. Sustainable investments by us, which are
increasingly being driven by demand from our customers aswell as our investors and other stakeholders, will ensure that
this growth is increasingly powered by cleaner energy andresults in substantial reductions in greenhouse gas emissions
across the economy. This clean growth can attract jobs,
enhance economic development opportunities and improveoverall quality of life in our region.

experienced and are expected to continue to occur withgreater frequency and intensity. This report describes ouranalysis process, considerations that inform our resiliencestrategy and our 10-year plan for proposed investments ininfrastructure improvements.
This report also provides updates on other importantdimensions of Entergy’s response to climate change-relatedrisks and opportunities. These range from governancepractices and enterprise risk management to new products
and services that offer our customers an increasing array ofclean energy solutions.

This report describes the process
for, and results of, our detailed
Clarifying our path to net-zero and enabling emission reductions
resource planning, including
our approach to optimizing
We are updating stakeholders on a potential pathway we see to net-zero by 2050,
our affordability, reliability andbased on our current business plan, and establishing a new interim carbon-freeemission reduction objectives.
energy capacity goal for 2030. Beyond our own footprint, our actions to offer
Based on the analysis described
electrification solutions to customers could result in, based on preliminary estimates,in this report, we are able to
up to 7 million tons of net emission reductions by 2030.
(1) evaluate whether our near-term
portfolio transformation strategy
remains consistent with both
Our strategy as a business and our strategy to manage
our customers’ goals of reducing emissions and the global
climate-related risks and opportunities are the same. Our
objective of limiting atmospheric warming to well below
growth as a company is predicated on creating a more resilient
2-degrees Celsius and (2) expand and evolve our interim
system that can serve greater demand from our customers for
performance goals on our path to net-zero. These goals
cleaner, lower carbon-emitting energy that is also affordable
serve as key measures for holding ourselves accountable
and reliable. With this report, we demonstrate that we (1) havefor continued progress.
a robust and achievable near-term plan for achieving thatgrowth and realizing those objectives, (2) understand where
We also have an obligation to our customers to accelerateachieving the long-term objectives of continued growth andour response to the physical risks associated with climate
net-zero GHG emissions remain subject to some uncertainty,change and to enhance the resilience of our systemand (3) are taking steps now to minimize future uncertainty.
to the extreme weather events that we have recently
Entergy headquarters building in New Orleans.
Entergy’s path to net-zero emissions and climate resilience | 6

About Entergy

About this reportEntergy, a Fortune 500 company headquartered in New
Orleans, powers life for 3 million customers throughits operating companies across Arkansas, Louisiana,
Mississippi and Texas. Entergy is creating a cleaner, more
resilient energy future with our diverse power generation
portfolio, including increasingly carbon-free energy
sources. With roots in the Gulf South region for more thana century, Entergy is a recognized leader in corporate
citizenship, delivering more than $100 million in economic
benefits to local communities through philanthropy andadvocacy efforts annually over the last several years.
Our approximately 12,000 employees are dedicated to
powering life today and for future generations.

The information provided in this report is consistent withthe recommendations of the Task Force on Climate-related
Financial Disclosures3 – a cross-reference is included at
the end of this report. The focus of this report is Entergy’s
climate transition and resilience plans and actions, which
are a key part of our overall business strategy. The successof this strategy is dependent on the success of our broader
company sustainability efforts, including our ability not only
to execute this strategy, but also to find, develop and retain
the talent needed to address future risks and opportunities.
For additional information regarding our overall sustainability
strategy and progress, please refer to Entergy’s latest
Integrated Report.

Entergy is the parent company of five vertically integrated
utilities – each conducts its own respective long-term
resource planning activities, including market inquiries
for resources, under the oversight of its respective retailregulator and for the benefit of its respective customers.
Entergy also conducts an annual systemwide planning
process that represents a collection of the long-term plan for
the five utilities. For purposes of this document, we will referto the five utilities as “Entergy” and these individual planning
activities collectively.

This report includes forward-looking statements of ourgoals, plans, beliefs and expectations. For additional
information about these forward-looking statements,
see “Cautionary Statement Regarding Forward-Looking
Information” on page 50.

Governance
Strategy
Risk Management
Metrics and Targets
Core elements of recommended climate-related financial disclosures, see page 49.

Entergy employees are committed to building
a cleaner and more resilient company.

Entergy’s path to net-zero emissions and climate resilience | 7

Our strategy to achieve
net-zero by 2050
Entergy is committed to achieving net-zero greenhouse gas emissions by
2050 and enabling customer emission reductions across all sectors.
The boundary of our own net-zero commitment is clear and inclusive – allbusinesses, all applicable greenhouse gases and all scopes of emissions.

We are taking action to achieve what we stated inour earlier reporting – to reduce our emissions as low
as possible and minimize our need to neutralize any
residual emissions while still maintaining the reliability
and affordability of our products, even as our customer
base and demand for clean energy grows. Due to thelarge proportion of our footprint being associated with
our electrical power generation, this analysis and reportfocuses on this part of our business. However, as discussed
later in this report, we are taking action to reduce emissions
across all categories of our GHG inventory, including our
gas distribution operations.

Scope 1 category – utility-owned power generation. Ourcurrent planning models now indicate that we will outperform
this goal several years early. We are adding a carbon-freeenergy capacity goal and evolving our emission rate goal
to include purchased power. See Figure 1 and more detailon our climate goals in the ‘Metrics and Targets’ section ofthis report. Our ability to achieve these goals and our netzero by 2050 commitment is dependent on constructive
and enabling policies, timely advancement of cost-effective
technology, supply availability, ability to balance affordability
and reliability, regulatory support, and permitting and siting
approvals. See the “Risks and Uncertainties” section of thisreport for more information.

What is included in Entergy’s net-zero commitment?
All businesses

All applicable greenhouse gases

Utility – Electrical
Utility – Gas Operations

Carbon dioxide
MethaneNitrous oxide
Sulfur hexafluoride
Hydrofluorocarbons

The primary strategy for achieving our commitment remains
our portfolio transformation strategy. This approach
involves investing in modern, efficient low- to zero-carbon
emitting power generation facilities and retiring older, lessefficient units as we are able. Additionally, we are deploying
and working to further develop low- and zero-carbon
technologies necessary to transform our portfolio beyond
those that are commercially viable today.
The interim goal established in 2019 of reducing our electricutility carbon emission rate to 50% of our 2000 emission
rate by 2030 is driving near-term action on our largest

These goals are expected tocontinue to drive near- andAll emission scopes
medium-term action on our
Scope 1largest Scope 1 and Scope 3
Scope 2emission categories, power
Scope 3
generation and purchased
power, which in 2021
represented approximately
84% of our total GHG
inventory. As we report on
our progress toward meeting these interim goals, we willcontinue to evaluate opportunities to expand them to matchthe broad, inclusive boundary of our net-zero commitment.
We continue to work on integrating and embedding theinternal expertise necessary to develop and refine our pathto net-zero. This includes ensuring we have the knowledge
and skills necessary to integrate these climate goals into
our resource planning processes and understand how thispath compares to the latest climate science and the broad
universe of climate scenarios.

Employees are innovating to reach our climate goals.
Entergy’s path to net-zero emissions and climate resilience | 9

Figure 1 – Entergy’s updated goals on our path tonet-zero by 2050

• Achieve 50% carbon-free energy generating capacity
by 2030.
• Reduce our CO2 emission rate by 50% by 2030.
• Achieve net-zero emissions by 2050.

Enabling customer emission reductions
Our customers continue to benefit from our operation of oneof the lowest emission-rate power generation fleets in the
country. A September 2022 benchmarking report4 showsthat we have the seventh largest generation of investor- andprivately-owned power producers in the United States, buthave the sixth lowest emission rate – see Figure 2.
Based on direct customer engagement and the expectedload growth resulting from customer electrification andclean growth, our increasingly clean electrical energy isenabling customers to reduce and avoid both Scope 1
and 2 emissions.
When a customer that is using a fossil fuel-fired system toserve a current energy need converts to using electricity
we produce to meet that energy need, this can result in a
direct Scope 1 emission reduction for that customer, and an
overall net reduction in CO2 emissions. Engaging with ourcustomers to support deployment of electrification solutions
could result in a reduction of nearly 9 million tons of customer
Scope 1 CO2 emissions, representing approximately 7 million
tons of net emission reductions by 2030, taking into accountthe electricity required to meet that energy need.
Our investment in clean energy enables our expected load
growth by opening opportunities to serve new customers.
An example of this would be customers that would normallymeet their energy needs using on-site fossil-fired resources,
instead choosing to use Entergy’s electricity due to ourlower carbon emission rate. The emission reduction estimate
presented above does not include this clean growth, but we
do recognize that our energy transition and advancements
in electric technology is improving the business case forcustomers to use electricity we produce rather than on-site
fossil fuel-fired resources to serve future energy needs.
Additional details of customer decarbonization opportunities
are provided in the ‘Metrics and Targets’ and ‘Opportunities’
sections of this report.

Figure 2 – CO2 emission rate of top 20 investor- and privately-owned power producers
2000

1000

500

Pounds per MWh

1500

668
Entergy Utilities

0

Based on 2020 data in the September 2022 ERM Report: Benchmarking Air Emissions of the 100 Largest Electric Power Producers in the United States.

Cleaner power generation has been a part of our planningfor decades and has produced substantial results.

Entergy’s path to net-zero emissions and climate resilience | 10

Transition planning and analysis
This updated analysis is intended to provide our stakeholders
with an illustrative net-zero pathway. Technologicaladvancement and breakthroughs will continue to be key toreducing emissions while meeting customers’ energy needs
efficiently, reliably, and affordably. Moreover, these newtechnologies will provide increased opportunities to partnerand collaborate with customers and suppliers to accomplish
those shared objectives.
Since 2000, our portfolio transformation and investments
in a cleaner generation fleet have resulted in a 39%
reduction in our CO2 emission rate and a 26% reduction in
our absolute CO2 emissions. We now expect to reach ourcurrent 2030 interim goal of reducing our CO2 emission
rate by 50% from our 2000 baseline several years early andare evolving this goal to include purchased power. As we
execute our portfolio transformation strategy, we expect
continued decline in our GHG emissions on a trajectory thatis consistent with achieving our net-zero commitment. The
emission rate and absolute emission results of this illustrative
case are presented in Figure 3.

Actions taken to achieve this goal will continue to be
developed and enhanced through our planning principles
based on continual review of economic feasibility, technology
development and cost, reliability and the perspectives of our
local, state and federal regulators, as appropriate.
This report includes an analysis of a pathway we believe
we can take to achieve net-zero emissions by 2050, withprojected 2030, 2040 and 2050 generation mixes to meetthe expected demand. We forecast that by 2030 half ofour customers’ energy needs will be met by carbon-freeenergy provided by nuclear, solar, wind, and hydro, someaccompanied by energy storage. The path to 2050 will
depend on the commercial viability of dispatchable zerocarbon emitting resources such as advanced nuclear, cleanhydrogen co-firing and long duration storage. These types ofclean, dispatchable technologies are expected to allow greater
integration of intermittent renewable resources and may
become commercially viable after 2035. This analysis projects
that by 2050 ZCERs would account for both 8% of our capacity
mix and 23% of the energy we produce.

Emission Rate
-68%

1000
800
600
400

1130

449

354

2000 - Base Year

2030

2040

200
0

-46%

-56%

65

35

28

2000 - Base Year

2030

2040

Pounds per MWh-60%

We power life for customers and communities
with increasingly cleaner power.

Absolute Emissions

1200

70
60
50
40
30
20
10
0

Tons

Figure 3 – Illustrative pathway emission rate and emissions of owned and purchased power

The emission results shown are illustrative and may not represent the actual emission rate of the power delivered to customers. These illustrative results are focused onEntergy’s Scope 1 and Scope 3 emissions. From a customer emission accounting perspective, their Scope 2 emission rate will depend on their participation or
non-participation in various green tariff and pricing programs.
Entergy’s path to net-zero emissions and climate resilience | 11

new information becomes available, including information
around assumptions and other risks. Actual results could bematerially different from this scenario. While we are working
toward the illustrative pathway’s capacity, generation mix andemission performance, our goal setting for 2030 is based ona conservative case.

We believe a diverse mix of energy sources is critical tomanaging risk and achieving our planning objectives ofreliability, affordability and environmental stewardship.
The emission results and capacity and generation mix shown
below and throughout this report are intended to provide acompanywide view and directional illustration of the impactsof changes in our generation resources. While not specifying
a supply plan, this scenario analysis illustrates how webelieve our 2050 net-zero commitment could be achieved
while meeting all energy and capacity requirements. These
scenarios do not represent definitive supply plans but
rather indicate results consistent with our current longrange business plan, which will likely change over time as

Each of our operating companies develops a specificresource plan through a defined process in coordination
with our regulators that also includes significant engagementwith customers and other stakeholders. Operating company
resource plans are subject to regulatory review and approvalconsistent with our legal obligation to provide affordable andreliable energy.

Figure 4 – Illustrative pathway generation and capacity mix
Utility generation mix percentages

2030

53% Carbon-Free Energy

64% Carbon-Free Energy

96% Carbon-Free Energy

Gas . . . . . . . . . 47%
Nuclear . . . . . . . 29%
Solar . . . . . . . . 19%
Wind . . . . . . . . 4%
Hydro . . . . . . . . 1%

Gas . . . . . . . . . 36%
Nuclear . . . . . . . 27%
Solar . . . . . . . . 19%
Wind . . . . . . . . 10%
ZCER . . . . . . . . 8%
Hydro . . . . . . . 0.1%

Solar . . . . . . . . 33%
Nuclear . . . . . . . 23%
ZCER . . . . . . . . 23%
Wind . . . . . . . . 17%
Gas . . . . . . . . . 4%
Hydro . . . . . . . 0.1%

2040

2050

Utility capacity mix percentages

2030

Reducing emissions is essential as we planfor the expected growth in demand.

55% Carbon-Free Capacity

64% Carbon-Free Capacity

89% Carbon-Free Capacity

Gas . . . . . . . . . 45%
Solar . . . . . . . . 35%
Nuclear . . . . . . . 15%
Wind . . . . . . . . 5%
Hydro . . . . . . . 0.6%

Gas . . . . . . . . . 36%
Solar . . . . . . . . 28%
Nuclear . . . . . . . 12%
Battery . . . . . . . 11%
Wind . . . . . . . . 9%
ZCER . . . . . . . . 3%
Hydro . . . . . . . 0.2%

Solar . . . . . . . . 39%
Battery . . . . . . . 21%
Wind . . . . . . . . 13%
Gas . . . . . . . . . 10%
Nuclear . . . . . . . 8%
ZCER . . . . . . . . 8%
Hydro . . . . . . . 0.2%

2040

2050

Please note: Numbers may not foot due to rounding.
Entergy’s path to net-zero emissions and climate resilience | 12

Planning process and principles
The illustrative case presented reflects our robust, iterative,
planning process that informs and refines our long-term
resource plan and path to net-zero by 2050. This processincludes an updated load forecast, technology assessment,
generation portfolio design and unit-level energy production
modeling. An annual company resource plan is alignedwith each of the operating company resource plans. Since
publishing our 2019 climate analysis, which establishedour 2030 CO2 emission rate goal and later announcing ourcommitment to achieve net-zero emissions by 2050, we haveconducted several planning cycles, both at the systemwide
and operating company levels.
Entergy’s resource planning process is based on a setof principles designed to reliably meet customer power
needs at the lowest reasonable cost while reducing carbon
emissions, considering other environmental impacts,
improving reliability and resilience performance andminimizing customer risk exposure. While the landscapewithin the electric utility industry is changing, these principles
remain the consistent factors underpinning our long-termplanning strategy.
The generation and CO2 projections in this report rely onhourly energy market simulations performed using the
AURORA production cost model, which is the same tool we
use for long-term planning evaluations. These projections
require assumptions regarding many variables over theevaluation time frame, including natural gas prices, CO2 prices,demand growth, unit performance and resource additions.

We periodically revise our resource plans based on
an updated load forecast and technology assessment.

Consistent with our long-term resource planning processes,
several cases were modeled and evaluated, factoring inchanges to the assumptions regarding these key variables
and the supply resources needed in each case. This process
helps us understand the sensitivity of changes, including
expected operation of our generation fleet over time andhow that performance changes with higher renewableenergy penetration. Results from these sensitivities arefactored into the planning processes to ensure consistency
with our planning principles.
The modeling in this report does not include transmission
and distribution factors, which would be required to assess
the technical feasibility and interconnection costs related
to significant quantities of renewable integration. However,long-term transmission planning and a continued focus
on grid resiliency integrated with our long-term resource
planning process helps to ensure that Entergy is continuing
to invest efficiently on behalf of customers. With the increasein frequency and intensity of severe weather events, Entergy
evaluates the physical risk on company assets from these
events and determines steps we intend to take to make thegrid more resilient. Additionally, Entergy prioritizes evaluating
and accelerating infrastructure investments that will enhance
grid resilience. The expected benefits to customers include
significant reduction in future storm damage, customer
interruption time and restoration costs.

Entergy’s path to net-zero emissions and climate resilience | 13

Planning scenario development

Risks and uncertainties

Instead of analyzing and planning for one set of outcomes for
uncertainties, our planning approach uses scenario planningto evaluate alternatives across a broad range of potential
future conditions. Scenarios are created using different
combinations of assumptions that we believe could plausibly
coexist together to study and plan for a range of market
outcomes. This is done because long-term outcomes can be
impacted by a variety of input assumptions, and we believethat prudent planning requires us to be able to anticipate andadapt to changing conditions.

We update our planning scenarios on an iterative basis as we
continue to be informed by new insights into market drivers,
customer demand, fleet performance and other factors. At
various points in time, we take snapshots of these planningscenarios and share scenarios that we believe are informativeat a given time. These snapshots can be found in our annual
resource plan, our utility resource plans and in information
we share with other stakeholders in public forums. The
robustness of our approach to scenario planning gives us
confidence that we have a prudent plan that can meet a rangeof circumstances in an ever-changing environment.

Potential impact of IIJA and IRA funding
on our path to net-zero
The Infrastructure Investment and Jobs Act and theInflation Reduction Act, both passed by the U.S.
Congress and signed into law during 2022, provide
funding opportunities for some of the technologies that
we believe pave the power sector’s path to reducing
carbon emissions. Various funding mechanisms andopportunities are expected to flow from these laws to
help support clean energy technologies such as
renewables and existing nuclear, while also reducing
the costs of emerging decarbonization technologies
such as low- to zero-carbon hydrogen, carbon capture
and advanced nuclear. While modeling for this report
was completed before their passage and does notinclude impacts of IIJA and IRA, both are expected tohelp us define our path to net-zero with more certainty,
as well as enabling new and innovative solutions for ourcustomers and communities.
Customers across our service area are eager for
clean-energy solutions for their homes and businesses.

However, several risks exist that may affect our ability toachieve the illustrative case presented herein. We haveexperienced several of these risks over the last few years,
such as geopolitical turmoil, volatile fuel prices (in particular,
recent fuel price inflation) and supply chain constraints. We
continue to monitor the landscape to identify new risks that
become apparent and work to manage them accordingly.
A description of the factors we have identified to date ispresented in Table 1, along with a brief description and thepotential impact on our business plan and how we mitigate
these risks.
Assumptions and forecasts for each of the variablesconsidered by our scenario analysis, which do not capture
all of the risks to achieving our goals, are developed andconsidered for a range of outcomes, such as low, medium
and high. The variance and uncertainty across the range ofoutcomes for a given variable typically increase with time
horizon. Unexpected changes to these variables and resultsthat are inconsistent with our modeling assumptions may
result in us being unable to deploy clean energy sufficient tomeet our goal or reduce our emission rate.
Entergy’s path to net-zero emissions and climate resilience | 14

Table 1 – Risks and uncertainties associated with the illustrative scenario
Risk or uncertainty

Description of potential impacts

How we help mitigate

Resource plan execution

Along with regulatory review and approval, our ability to acquire sufficient land, site, permit, build andcommission generation resources may impact our long-term plan. Additionally, inability to interconnect
these resources to the bulk electric system may impede their deployment.

We partner with local development partners, industry technology leadersand suppliers to ensure that our origination and development process is wellstructured and executed.

Energy demand andpeak load growthHigher than expected demand for energy, especially from our industrial and commercial customers, and We regularly update our load forecast and engage with customers to
our forecasted peak load may result in the need for additional dispatchable, load-following resources
understand their growth plans and sustainability goals.
or peaking resources. Lower than expected demand for clean energy may result in low participation ingreen pricing and tariff programs, eroding the support for the need to invest in these resources.

Regulatory approvals

Our long-term resource plan and associated investments are subject to regulatory review and approval.
Lack of support for these investments could result in a different outcome.

We engage and work with our regulators on our long-term resource planand build strong business cases for our investments based on our planningprinciples.

Fuel and commodity prices

Higher than expected fuel prices may improve the comparative economics of renewable energy
resources, while lower-than-expected prices may have the opposite effect.

We closely monitor fuel and commodity markets, include multiple projections
and sensitivities in our forecast. We also have multiple sources of fuel and use
storage facilities to hedge against high fuel prices.

Technology advancements,
performance and life

Slower than expected technology advancements may result in continued use of proven technologies,
use of other emerging technologies or investing in technology that is later replaced by othertechnological breakthroughs. Existing generation units may not perform to expectations or last theirintended life. In some cases, these units may be used longer than expected.

We closely monitor advancements in several technologies and engage withindustry leaders developing these technologies. We regularly refine ourtechnology assessment, focusing on performance, capital requirements andoperations/maintenance costs.

Carbon policy and regulation

International, national, state and local policy and regulation of carbon or certain types of generation may
affect our ability to execute on our long-term plan and may increase the cost of operating existing fossil
units. A stringent carbon policy or regulation may improve the business case for low- and zero-carbon
resources, while lack of a carbon policy or regulation may have the opposite effect.

We engage with policymakers and regulators at all levels of government toadvocate for carbon policy consistent with our principles. We integrate thecurrent policy landscape and include a carbon price forecast into resource
planning and discrete investment decisions.

Infrastructure availability

Some of the technologies included in our current long-term resource plan may require ancillary
infrastructure, such as low- to zero-carbon hydrogen production facilities, pipelines (both hydrogen andCO2) and additional transmission infrastructure. Lack of availability of this infrastructure may impede ourability to deploy these resources.

We monitor market and technology infrastructure developments. In somecases, we engage with industry partners on technologies and infrastructureneeded to accomplish our long-term resource plan.

Workforce development

Skilled labor is required to develop, construct and operate the technologies included in our longterm resource plan. If these skills are not integrated into the workforce in a sufficient manner, this may
impede our ability to deploy these technologies.

We work across our region with workforce development advocates, academic
institutions and economic development organizations on development ofskilled labor and evaluate opportunities to reskill our current workforce.

Access to affordable capital

Inability to secure financing at reasonable rates to fund the technologies and projects included in ourplan may impede our ability to build the resources needed to meet our goals.

We published a sustainable financing framework designed to support theseinvestments and issued our first green bond in 2022.

Global events and conflict

Conflicts, inflation and health crises such as the pandemic can raise prices for fuel, commodities andcapital goods necessary to execute our long-term resource plan.

We monitor and manage these risks through our enterprise risk management
framework and processes.

Supply chain constraints

Limited availability and increased prices of materials, supplies and capital goods necessary to successfully
execute our strategy may impede our ability to make the necessary investments for our transition.

We monitor global supply chain trends and constraints, while engaging with
suppliers to secure the needed materials, supplies and capital goods.
Entergy’s path to net-zero emissions and climate resilience | 15

Growth assumptions
We believe we are poised to experience significant load
growth over the planning horizon, driven in large part bycustomer decarbonization initiatives and the favorable
geography and infrastructure of the areas we serve,
particularly the industrial corridor along the Gulf Coast. The
demand forecasts in the cases analyzed include a rangeof outcomes based on the impact of commercial andindustrial electrification, adoption of EVs and increases inenergy efficiency measures. This growth presents both anopportunity and a challenge. It presents an opportunity tomeet increasing customer needs reliably and cost-effectively
while decarbonizing the region. It also presents a challenge
because electrification of the economy increases the demandfor electricity, which reduces net emissions but also puts
upward pressure on our absolute emissions as we transition tocleaner energy.
A significant portion of our customer demand comes fromenergy-intensive industrial sectors such as refineries,
petrochemicals, primary metals, agricultural chemicals,
pulp and paper, steel and others. The industrial sectors in
our region emit a significant portion of the overall regional
GHG emissions. As we transition to a low-carbon economy,these industries are actively looking for ways to reduce
emissions and we are engaging them to understand theirgoals. Broader electrification of processes, transportationelectrification, carbon capture and green hydrogen aresome of the strategies being considered. The majority ofthese applications create more electric demand. The exact
timing and magnitude of this transition is uncertain. However,considering the size of the industrial sector in our region, we
believe the range of potential incremental electric demand
from transitioning to a low-carbon economy could be in
the tens of thousands of gigawatt hours over the next few
Residential rooftop solar is one of the ways we are helping
our customers participate in clean power generation.

decades. This dynamic is a driver of our net-zero commitment
as these industries are looking to us for low- or zero-emission
electric energy.
While electrification offers greater efficiencies and emission
reductions for historically emissions-intensive processes, italso places unprecedented demands on our industry to rapidly
deploy clean energy resources. With the expected increase indemand, change in customer expectations and advancementin technologies, we use an ongoing, cross-functional process
to monitor and assess the cost and performance of various
conventional, renewable, and energy storage supply-side
alternatives. In this process, a dedicated team is tasked
with developing long-term cost and performance estimatesto inform long-term resource planning. To develop theseestimates, we rely on a combination of internal sources, thirdparty consultants and reputable publicly-available information.
Policy assumptions
As part of an ongoing process to evaluate technology
cost, we continually monitor the global, national and statepolicy landscape to assess potential impacts on long-termplanning. For example, tax credits within the IRA enhance theeconomics of renewable and clean energy resource additions
for our retail customers in both the near- and long-term. Stateand local carbon and clean energy policy can also affectour transition pathway. For example, Texas has adopted a
Renewable Portfolio Standard, Louisiana has established a
Climate Action Plan and the City of New Orleans passed andis implementing a Renewable and Clean Portfolio Standard.
Future carbon policy uncertainties are accounted for by ourprocess to develop a long-term point-of-view on carbon
pricing, which continues to provide a key input to our resource
planning processes and discrete asset investment decisions.

Entergy’s path to net-zero emissions and climate resilience | 16

Technology assumptions
Similar to the industry, Entergy is transitioning to cleaner,
low- to zero-emitting technologies ranging from thosethat exist today to those that have yet to mature. Ourtransformation sets us on a path to achieve net-zeroby 2050 and encompasses decarbonization of energy
generating assets, implementation of new solutions andtechnologies in transmission and distribution and supportof energy efficient solutions for our customers.
Near-term (now through 2030) – Our near-term
decarbonization focus is on retiring all coal-powered capacity
by the end of 2030, continuing to operate existing nuclear

plants and transforming our natural gas generation fleet tohydrogen-capable, modern, efficient units. Current resource
procurement strategies are focused on solar, wind and shortduration lithium-ion battery storage technology. Our strategy
leverages proven, mature technologies, guided by economics.
We expect that significant quantities of economic solar andwind additions can be integrated into our resource portfolio
without increasing operational and reliability risk or integration
costs, currently targeting at least 11 GW by 2030. We also
expect distributed energy resource solutions will play animportant role in maintaining system reliability as we continue
to evolve our generation and supply portfolio. Moreover, weare prudently exploring advanced technologies to deploy
in the medium-term, including new, advanced nuclear

Figure 5 – Technology evolution and integration into our illustrative pathway
2030

Currently
unknown

2040

2050
Advanced Generation Technology
Zero Carbon Energy Resources

Carbon Capture, Use and Sequestration
Small Modular Reactors - Nuclear

Expected to
be viable

Hydrogen Power Generation
Long Duration Storage
Wind
Gas with Hydrogen Capability

Known andprovenBattery Energy Storage System
Solar
Existing Nuclear

End of use
We are working to advance the technologies needed
to meet our climate goals.

Nuclear with Subsequent License Renewal

Cease Using CoalEntergy’s path to net-zero emissions and climate resilience | 17

technology and carbon capture, use and sequestration. We
continually monitor costs for such technologies, tracking
industry developments and looking for ways to partner withindustry innovators and with our customers to help meetshared decarbonization goals.

Technology paves our path to net-zero – presented below
are brief discussions of the role we currently envision eachgeneration technology would or could play in our climatetransition to net-zero:Long-term (2040 to 2050) – In the long-term and in
response to customer demands, technological advancement
and breakthroughs in low-carbon resources and ZCER willbe critical to meeting our net-zero commitment by 2050. We
understand that technology achievements in all aspects ofexisting and future power generation technology have thepotential to impact these near- and long-term strategies• Hydroelectric – The 463 megawatts of hydroelectric
generation resources in Arkansas and Louisiana
will continue to be leveraged. We directly operate
approximately 73 MW of hydro capacity at two plants
in Arkansas. We also purchase hydro power from twohydro facilities in Louisiana. Despite the benefits ofhydro powered generation, there has been limited
development of plants that require new dams andimpoundments. We are unlikely to pursue any new large• Coal – We are committed to cease all coal operations by
the end of 2030. As we transition away from coal-powered
Medium-term (2030 to 2040) – As the benefits of newer,
capacity, we believe that sustaining economic development
market-ready technologies to customers are proven,and growth is essential to our customers and communities.
medium-term strategies will include an increased focus
See more regarding our Just Transition later in this report.
on expanding low- to zero-carbon generation technology.
These may include clean hydrogen-generated power;
enabling more renewableprojects, including offshore
Does natural gas continue to play a role in a decarbonizing economy?
wind with long-term storage
solutions; extending operation
Yes, we believe that natural gas must play a role as a bridge fuel as we continue toof our existing nuclear fleet
build out a substantial amount of renewable energy resources and explore otherthrough subsequent license
low- to zero-carbon generation technologies. In addition, as the gas supply isrenewal; and deploying
decarbonized over time through the integration of renewable natural gas and lowadvanced nuclear technologies,
to zero-carbon hydrogen, this resource will allow the power sector to balance thelike small modular reactors.
intermittency of the renewable resources available in our region and meet the highMeanwhile, we will continue
demandfor power from industrial activity in our region. We believe continued use ofmonitoring technological
gas in the near- to medium-term is consistent with a net-zero future because it enables
ideation, break-throughefficient deployment of renewables and the assets that use natural gas today and candiscoveries and advances thatbe transitioned into decarbonized gases in the future.
may become commercially
viable beyond 2040.

Solar power generation is being deployed
across our service area.

Entergy’s path to net-zero emissions and climate resilience | 18

hydro projects due to relative high capital costs anddevelopment difficulties.
• Nuclear – We continue to invest in our five utility regulated
nuclear assets to ensure safety and reliability. The carbonfree power provided by these assets is critical to meeting
our climate commitments. We are evaluating subsequent
license renewals for all of these units, which would extend
each unit’s license to operate to a total of 80 years.
This evaluation process will emphasize the paramountimportance of continued safe and reliable operation ofthese units.
•N atural gas – We plan tocontinue operating our existing
dispatchable gas generation
fleet and seek to deploy
hydrogen co-firing capabilities
at any future units. As we
integrate renewables into ourgeneration portfolio, enablinghydrogen co-firing capability will
support emission reductions,provide system flexibility andmaintain reliability standards.
We also are developing adecarbonization roadmap forour gas distribution operations,evaluating opportunities suchas renewable natural gas andhydrogen blending.

We are working to add at least 11 GW of renewable capacity
by 2030 across our service area. As our customers
evaluate opportunities for growth and decarbonization,
we believe the resulting demand for clean energy may
drive this investment even higher. Our renewable energy
facilities, including those operational, under construction
and announced, can be viewed on the Renewable Energy
section of our website.

Entergy and Diamond Offshore Wind focused on offshore winddevelopment in the Gulf of Mexico
Entergy Louisiana, Entergy New Orleans and Diamond Offshore Wind signed
a memorandum of understanding regarding the evaluation and potential early
development of wind power generation in the Gulf of Mexico. The agreement could
position Entergy to deliver another source of clean power to our customers while also
strengthening the region’s economic development.
The MOU provides a legal framework for Entergy and Diamond Offshore Wind towork toward the development of potential offshore wind demonstration projects
located in Louisiana state waters and will focus in the near-term on the evaluation ofgrid interconnection to determine the optimal size and locations of future offshore
wind development.

• Solar – In the last decade, the solar energy industry
has undergone substantial and rapid growth, driven bytechnology improvements and sharp cost declines, aswell as actions by policymakers, industry and customers
Cleaner power generation protects treasured places
for future generations.

to accelerate reduction of carbon emissions. Since thepublication of our 2019 climate report, we have significantly
increased our current and planned deployment of solar
generation resources.

• Onshore wind – We are actively evaluating cost-effective
ways to integrate wind resources into our portfolio.
Although wind as a resource is not as favorable for our
region as it is for much of the country, our options include
deploying some local wind and importing wind energy fromEntergy’s path to net-zero emissions and climate resilience | 19

nearby regions with stronger wind resources. The daily andseasonal output profile of wind complements solar energy
resources with energy production during the non-daylight
hours and supports building a balanced renewable portfolio.
We are considering the reliability, cost and implementation
tradeoffs between local wind, wind from neighboringmarkets and offshore wind.
• Offshore wind – Introducing resource diversity throughdeployment of offshore wind resources has the potential
to bring additional benefits to customers in the Gulf Southregion. Entergy operates in areas ideally situated toaccommodate delivery of offshore wind energy production
and while also supporting advances in green hydrogenproduction. However, the Gulf of Mexico is prone tofrequent hurricanes. Development of offshore windresources in this area will depend, in part, on advancing
the capability of wind energy generation equipment andtransmission infrastructure to withstand sustained hurricane
force winds. Our long-term transmission and supply
planning models do not currently forecast deployment
of offshore wind technology due to its current projectedeconomics. Entergy is optimistic that with additional
development of offshore wind projects in the northeast
United States, operational and cost improvements willcontinue. However, for offshore wind resources in the Gulf
of Mexico to be included in our longer-term transmission
and supply planning, these resource cost projections willneed to demonstrate a net-benefit for our key stakeholders.
• Battery energy storage systems – Services provided by
BESS can support deployment of additional renewablecapacity, grid enhancement, resilience and customer
electrification efforts. Current use cases of lithium-ion
battery technology are predominantly applied to discharge
times that are four-hours or less to provide peak shaving
Evaluating and testing newer technologies
as they are reaching viability is on ongoing process.

capabilities and voltage support. When paired withsolar, BESS can shift some solar energy production tolate afternoon hours, mitigating the ramping requirement
created by the decline in solar energy production as the sunsets. When efficiently integrated into the electric grid, BESS
has the potential to provide transmission and distribution
grid benefits by avoiding or delaying investments thatwould be required to address line overloads that occur
under peak conditions.
Earlier this year, Entergy commissioned the Searcy Solar
Energy Center in Arkansas, a 100 MW solar plant that
includes 10 MW of lithium-ion battery storage. We now areevaluating additional battery storage technologies anduse cases across our system at both utility-scale and at the
distribution-level.
• Hydrogen – Entergy is evaluating options for using hydrogenas an alternative fuel source in our modern natural gas
power plants and gas distribution system. Increasingly, it
appears that low- to zero-carbon hydrogen represents
one of the technology evolutions that may be needed tocontinue the transformation of our portfolio toward net-zero.
As a consequence of the industry located in our region, we
already have the demand and foundational infrastructure
to enable clean hydrogen production. Clean hydrogenprovides diverse reliability and sustainability benefits throughits applications as a dual fuel paired with natural gas andby providing long-duration clean energy storage. It also
provides a key pathway to ensure that highly flexible, loadfollowing power generation resources have a line of sight
into operations in a net-zero world. Hydrogen derived fromsteam-methane reformation and carbon capture represents
a medium-term solution, but zero-carbon hydrogen appears
to be a long-term component of a decarbonized economy.
We are well-positioned to play a key role in the transition asEntergy’s path to net-zero emissions and climate resilience | 20

we are in the heart of much of theexisting hydrogen infrastructure.
Clean hydrogen investments bycustomers in or near Entergy’s
service area, which we believe
will be accelerated by the tax
credits provided in the IRA,
support this value proposition.

Entergy partners with Holtec in advancing a plan for small
modular reactors
To further explore advanced nuclear technology, Entergy entered into a memorandumof agreement with Holtec International for an evaluation of the potential installation of
one or more SMRs in our service area. Through this agreement, Entergy will evaluate
the potential for Holtec’s SMR-160 system to help meet our net-zero commitment
through its inherent safety, modularity, operational simplicity, small footprint andproven light water reactor technology.

Entergy also owns several
storage caverns in Southeast
Texas that may have the potential
to be used for hydrogen storage. While Entergy is notrelying solely on hydrogen technology to meet our climate
commitments, we do believe it will play an important role increating a carbon-free, clean energy future.

• Carbon capture, use and sequestration – Entergy isevaluating deployment of CCUS technology for our existing
and future fleet to support decarbonization objectives.
CCUS can serve as a decarbonization solution in our
existing natural gas fleet and as a complement to our lowto zero-carbon hydrogen strategy. Geologic formations
capable of storing large amounts of carbon and existing
carbon pipeline infrastructure in the southeast Texas andsouth Louisiana portions of our service area mean that our
region is well-suited to deployment of CCUS technology
and support incurring reduced costs associated with
CO2 transportation and storage. While the technology is
still maturing, advanced fossil-fuel technologies coupledwith CCUS may present Entergy with the opportunity togenerate cost-effective lower carbon electricity.

We are deeply committed to providing our customers andcommunities with clean, sustainable, resilient solutions.

• Advanced nuclear technology and small modular reactors –Nuclear energy is a key component of our long-termsustainability goals. We will continue to observe industry
developments in advanced nuclear technology and SMRs
to meet customer needs. SMRs offer an attractive option
to help us meet our 2050 net-zero emissions commitment.
SMRs offer several benefits, featuring reduced capital costs
and opportunities for incremental power additions, as well as
supplying base load or load-following electricity. In addition,
SMRs generally rely on passive safety systems, requiringno manual intervention or externally applied forces to safely
shut down. They also are physically smaller and pairing SMRs
with renewable resources would provide complementary
technology that does not depend on natural resource
availability or time of day. Entergy is engaging with industry
non-profit organizations to investigate SMRs for energy uses
beyond electricity (e.g., industrial process heat by generating
steam), which could support an even larger decarbonization
potential for our customers.

Entergy’s path to net-zero emissions and climate resilience | 21• Other technologies and strategies – In response tocustomer demand, we are working toward reducing
emissions in our utility operating companies across all
emission scopes and categories.
We continue to develop and manage customer energy
efficiency and demand response programs to reduce
consumption, and balancing energy supply and demandduring peak hours. In addition to our actions to reduce ourown plant emissions and those of our customers, we arealso taking action to decarbonize our internal operations.
Examples are electrification of a portion of our vehicle fleet
and reducing fugitive methane emissions from our gas
distribution operations.

Capital plan alignment
Our three-year capital plan is aligned with the near-term
actions discussed in the transition analysis presented above.
From 2023 to 2025, our preliminary capital plan is to invest$15.5 billion for the benefit of customers. We will continue
to make our utility generation portfolio cleaner, improve
the reliability and resilience of our systems and expand
innovative services to customers. This plan (Figure 6 below)
is supportive and aligned with the strategy of continued
evolution of our portfolio transformation and accelerated
climate resilience as described in this report.
Additionally, in 2022 we published a sustainable financing
framework in alignment with our strategic business priorities
that aspires to deliver continued positive environmental andsocial impact, and Entergy Louisiana issued its inaugural green
bond. This framework guides Entergy’s future green, socialand sustainability financings in support of our commitment toachieving a broad range of sustainability outcomes and is also
consistent with several global outcomes envisioned by theUnited Nations’ Sustainable Development Goals.

Figure 6 – 2023 to 2025 preliminary estimated capital plan by function$15.5B

Careful planning across the company is necessary
to properly align our efforts to reach our goals.

Distribution$4.7B

Transmission$2.3B

Accelerated Resilience$0.9B

Renewables$2.1B

Other New Generation$1.0B

Generation Baseline$3.4B

Utility Support/Other$1.2B

Accelerated resilience plan that will berecommended to regulators includes~$2.6B through 2025; Will add balance
to capital plan once regulators approveplan and recovery.

Entergy’s path to net-zero emissions and climate resilience | 22

Climate scenario comparison
Comparison of the illustrative case presented herein
to climate scenarios developed by others gives somenecessary context and provides our stakeholders withassurance that our plan is consistent with current climate
science. The Intergovernmental Panel on Climate Change
assembles and evaluates over 1,000 climate scenarios
produced by various organizations. This includes hundreds ofscenarios that provide a range of pathways to the outcomesthe experts say is necessary to limit global warming andavoid the worst impacts of climate change.5
For this analysis we look to a compilation of scenarios
consistent with a future limiting global warming to below
2°C and to 1.5°C.6 This compilation provides us with acomparison of our illustrative pathway to a broad range ofpathways consistent with these futures, including the IPCC
and International Energy Agency 7 scenarios. Entergy’s
objective of lowering emissions and meeting the clean

We understand that clean air and clean water
are essential to healthy communities.

energy demand of our customers compares favorably withthese pathways.
This approach not only helps to overcome uncertainty
associated with global and sub-global climate modeling, but
it also helps to address other uncertainties associated withtranslating global goals into company-specific strategies
and actions. Company-specific facts, regional differences,business objectives, regulatory pressures and the needfor flexibility must be considered, meaning that there aremany different pathways and approaches that would beconsistent with achieving global climate goals. Additionally,
many of these scenarios assume geopolitical stability, global
international cooperation and technology advancements that
may not materialize.
We charted the projected percent reduction in absoluteemissions from 2000 levels based on our illustrative caseagainst the compiled broad range of climate scenarios.

Entergy’s path to net-zero emissions and climate resilience | 23

As displayed in Figure 7, our illustrative pathway to net-zeropresented in this report is within the broad range of future
emission reductions indicated by global climate scenariosthat are consistent with these futures. Most climate experts
and scenarios rely on the electric sector to transition earlier
than other sectors to support decarbonization of the broader
economy. Notably, Entergy’s illustrative pathway is well within
the broad range of scenarios consistent with a future that limits
warming to 1.5°C and on the low end of the full set of scenarios.

Additionally, Entergy’s forecasted 2030 emission rate
(449 lbs per MWh) falls between the 2030 emission rate
for the electric sector presented by the IEA Sustainable
Development Scenario (525 lbs per MWh) and the IEA Net
Zero Energy scenario (343 lbs per MWh). IEA conducts
medium- to long-term energy and emission projections using
an energy market simulation model – the definition andobjectives of these scenarios are provided in Table 2.8

Figure 7 – Entergy’s illustrative pathway to net-zero compared to broad range of climate scenarios

50%

0

-50%

-100%

Global net CO2 % change relative to 2000

100%

-150%
2020

2030
2-degree C global pathways range (n=529)

We closely monitor advancements in several technologies
and engage with industry leaders developing them.

2040
1.5-degree C global pathways range (n=42)2050
Entergy’s illustrative case

Global net CO2 pathways consistent with limiting global average warming to 1.5°C and 2°C (% change relative to 2000). Source: Developed from Rose and Scott (2018, 2020)
analyses of IPCC and IEA global emissions pathways.
Entergy’s path to net-zero emissions and climate resilience | 24

Both of these scenarios are consistent with a future
limiting warming to below 2°C. Entergy’s rate is showing
decarbonization progress in-line or even faster than some 1.5°
to 2°C scenarios. As our transition plan evolves and climate
scenarios are published, we will continue to evaluate our plan
to ensure the actions we are taking are consistent with thelatest climate science and scenario analyses.
Residual emissions
As described above and exhibited by our actions to
reduce emissions, we believe that the optimal net-zerostrategy requires reduction of our own emissions asmuch as possible through innovation, low- and zerocarbon technology integration and enhanced portfoliotransformation, while balancing affordability and reliability.
Any residual emissions would be compensated foror neutralized through various innovative strategies

and projects, including natural removal/sequestration,
replacement of GHGs with alternatives and electrification.
Entergy has gained valuable experience and supported
innovations in the areas of reforestation/afforestation,
wetland restoration and agricultural carbon offsets throughour Environmental Initiatives Fund. We anticipate continuingthese actions that enhance natural systems to offset any
residual carbon emissions.
We recognize the variation in type and quality of carbon
offsets and the critical importance of a rigorous monitoring
and verification process to ensure that any offsets are
real, permanent and additional. Entergy will work withstakeholders to optimize our net-zero strategies, minimize
residual emissions, minimize costs to preserve affordability
and maintain reliability.

Table 2 – Definitions and objectives of two IEA climate scenarios8

Clean electrification helps our customers
achieve their own climate goals.

Sustainable development scenario

Net-zero emissions by 2050 scenario

Definitions

An integrated scenario specifying a pathway aiming
at: ensuring universal access to affordable, reliable,
sustainable and modern energy services by 2030;
substantially reducing air pollution; and taking effective
action to combat climate change.

A scenario which sets out a narrow but achievable pathway
for the global energy sector to achieve net-zero CO2emissions by 2050. It doesn’t rely on emissions reductions
from outside the energy sector to achieve its goals.

Objectives

To demonstrate a plausible path to concurrently achieve
universal energy access, set a path towards meeting theobjectives of the Paris Agreement on climate change andsignificantly reduce air pollution.

To show what is needed across the main sectors by various
actors, and by when, for the world to achieve net-zeroenergy related and industrial process CO2 emissions by
2050 while meeting other energy-related sustainable
development goals.
Entergy’s path to net-zero emissions and climate resilience | 25

Just Transition for all stakeholders
Our service areas encompass a major economic hub for oil
and gas, heavy industry, commodities trade, commercial
enterprise and recreation. Our region’s transition froman economy dependent on fossil fuels to a clean energy
economy already poses practical challenges. Entergy
recognizes that we play a key role in sharing the benefitsof our net-zero transition with workers and communities.
We are committed to powering a better future by creating
opportunity and ensuring equity in the places we live andwork. In order to accomplish this important objective, ourtransition plan strives to ensure that our organization, ourworkforce and our communities have the skills, investments
and capabilities needed to thrive.
Entergy is advancing a Just Transition for all of our
stakeholders in the following ways:• Meaningful work pipeline – Entergy’s success relies ona workforce that has the training, tools, and direction toenvision a better future and to make it a reality. That is why
we’re evolving how we have previously sourced talentby strengthening our partnerships with minority-serving
institutions, trade schools and community colleges toprepare future talent for new utility and energy sector jobs
and to ensure our industry represents our communities.

• Upholding human rights – Entergy respects thehuman rights of all individuals. We are committed to theadvancement and protection of human rights in all ouroperations, and we will continue to evaluate how to upholdthese rights.
• Advocating for our just transition – Entergy recognizes
our responsibility to seek to advance meaningful policy
and initiatives in support of a more Just Transition, and wewill continue to engage with stakeholder groups such as
the Electric Power Research Institute, the Edison Electric
Institute and others to partner for our shared transition.
• Retiring fossil fuel plants with dignity for employees andcommunities – Throughout our service history of overa century, Entergy has accomplished the difficult task ofperiodically retiring legacy assets that provided jobs tolocal communities for many years. We intend to continue
ensuring employees affected by coal and legacy gas plant
retirements will be connected to new opportunities, suchas access to new opportunities at Entergy, education
reimbursements and internal learning tools. We arecontinually evaluating additional options and best practices
to better ensure our employees and communities areincluded in the transition.

• Empowering our workforce – Our goal is to attract,develop and retain a high-performing workforce thatreflects the rich diversity of the communities we have theprivilege to serve. As we make progress on our diversity,
inclusion and belonging journey, we continue to identify
opportunities to enable innovation, solve problems, meetsustainability goals and instill these concepts into ourcompany’s culture.
The transition to clean energy is deeply infusedwith our commitments to the communities we serve.

Entergy’s path to net-zero emissions and climate resilience | 26

Stakeholder engagement
Our clean, Just Transition calls for cross-sector, collaborative
solutions that are intended not only to reduce the effects ofclimate change, but also to uplift and repair the interrelated
issues of social, economic and environmental progress.
Maintaining an open and honest two-way dialogue with our
stakeholders at the levels closest to the communities weserve is foundational to our approach. We will engage with
our regulators through established processes to ensure ourtransition investments are in the public interest and that we arepositioned to meet our customers’ growing demand and needfor renewable energy. Additionally, and building upon our
history of stakeholder engagement, Entergy is committed tomeeting people where they are and guiding with insight andempathy. This mission is only achievable through meaningful
engagement of our four key stakeholders.
• Customers – As part of our transition, we will uphold theprinciples of energy justice, continue to work on mitigating
undue energy burdens and assist our customers in managing
their energy costs. These include reducing energy costs
through energy efficiency initiatives and sharing the benefitsof our clean energy transition with the communities acrossour service area. We are working to ensure that the burdenof our transition is not unfairly placed primarily on the portionof our customers living at or below the poverty line throughcollaboration and partnership with community partners andour industrial customers, whose sustainability goals are adriving force for our transition to cleaner energy.
• Employees – A safe, engaged workforce that is empowered
to enable our continuous improvement and allow us todevelop professionally is critical to delivery of sustainablevalue to our stakeholders. Employee training and workforce
development programs aim to ensure that we have theMany Entergy employees are members of all four stakeholder
groups and are actively working toward our common goals.

skills needed to accomplish our goals. We are committed
to powering a better future by creating opportunity andensuring equity in the places we live and work.
• Communities – We are helping build healthy, vibrantcommunities through financial support, volunteerism, lowincome customer service initiatives, advocacy and economic
development. As part of our transition, we are dedicated toempowering our communities through sustained two-way
engagement, upholding local and diverse supply chain
spend, meaningful partnerships like those created throughour Environmental Initiatives Fund and other grant programs,
and ensuring equitable treatment and involvement of ourcommunities. For example, our internal Environmental Justice
Working Group examines our practices and identifies ways tobetter minimize any potential adverse effects of our activities
on local historically disadvantaged communities. As wediversify our generation portfolio, we will continue to engage
in constructive conversations with our communities.
• Owners – We approach shareholder engagement as anintegrated, year-round process to share our perspective
and solicit feedback on our strategy and performance.
Our shareholders have shown interest in our net-zerotransition, interim goals, progress on renewable generationand the role of offsets and nuclear. Shareholder feedback
has led to enhancements in our strategy, transparency
and performance, such as adding environmental, socialand governance measures to our annual incentive plans,
mapping our disclosures to the standards established by
the Sustainability Accounting Standards Board and adding
sustainability background and qualifications to director
profiles in our proxy statement. We will continue to evolve
our transition strategy through strong relationships with ourowners while maintaining steady and predictable earningsand dividend growth, along with strong credit and liquidity.
Entergy’s path to net-zero emissions and climate resilience | 27

Our path toclimate resilience
Entergy is building a cleaner, more resilient andsustainable energy future for our customers
and communities.
We are transforming our company to meet newopportunities and better serve the 3 million
customers who depend on us every day.
We are accelerating our work to modernize
and strengthen our power delivery system ina thoughtful way that balances affordability,
reliability and sustainability.

One of our core planning objectives is to build and maintain areliable and resilient system. We plan, invest, and operate in amanner that seeks reliable performance of the power delivery
system under normal conditions and resilience capability for
non-normal events. Resilience can be defined as the ability
to plan for, adapt to and sustain service during a catastrophic
event and recover from acute, non-normal events, such as
hurricanes, floods, winter storms, wildfires, tornadoes andother major disruptions. Over the last few years, our region
has experienced increasing frequency and intensity of these
events. Accelerating resilience investments can better enable
our systems to operate well within and recover quickly fromthe changing climate we are experiencing.
For electric utility systems, resilience relative to extreme
weather events has at least three critical dimensions:(1 ) hardening, which involves building or improving a systemin ways that will make it better able to withstand the impacts
caused by severe weather events; (2) modernization, which
includes adapting the system to reflect or incorporate
newer technologies that can improve the system’s ability
to withstand non-normal events; technologies include
self–healing networks, smart sensors, fault-detection
technology and microgrids; and (3) recovery, which includes
incorporating customer-sited generation and back-up
options, and designing resources to assist with recovery after
a major weather event. Such efforts should also be expected
to have positive impacts on reliability and the day-to-day
operations of the utility system under normal conditions.

We are building stronger, more resilient infrastructure
to meet the challenges of a changing climate.

We have successfully invested in resilience for years;
however, the increasing threat of stronger and more
frequent acute extreme weather events; chronic changes
to the environment such as sea-level rise, coastal erosion
and increasing surface temperatures; and the transition
to a more electrified economy have necessitated both an
examination of our planning intelligence and approach
as well as a review of the timeline on which we should
continue to make these investments.
Hurricanes and extreme weather (i.e., Winter Storm Uri and the2020 and 2021 hurricanes) have caused significant damage
to our service areas in recent years. Since these events,
Entergy has taken action to broaden and update our climate
projections and stochastic analyses necessary to address thevariables and uncertainties resulting from the impact of futureclimate scenarios on our utility assets. We are developing
probabilistic projections for hazard impacts, creating modelinginputs based on the most recent climate science anddeveloping future projections for extreme weather acrossstorm, coastal erosion and hydrologic variables. These
projections help us develop climate hazard metrics tailored toour region and assess impact to our system over the planninghorizon. We leverage this information for our planning cases aswell as our sensitivity and consequence analyses.

Entergy’s path to net-zero emissions and climate resilience | 29

Further, Entergy uses a resilience-based planning approach
to identify and prioritize hardening investments in thetransmission and distribution systems using a “Storm
Resilience Model.” (See Figure 8) This model evaluates eachhardening project’s ability to reduce the magnitude and/or
duration of disruptive storm events. This is accomplishedby employing a data-driven decision-making methodology
using robust and sophisticated algorithms to calculate theresilience benefit of hardening projects. Measures include
the range of reduced storm restoration costs and decreasein customer minutes interrupted.

The Major Storm Events Database contains storm probability
distributions, and the range of sub-system impacts for 49
different storm types. Storm types are based on the rangeof storm categories, storm distance from the infrastructure,and the side of the storm impacting the infrastructure. The
database organizes each Entergy utility’s service area into
50-mile by 50-mile grids to provide the granularity of the
impact of all 49 storm types against the infrastructure. The
database includes probabilities and impacts for all storm
types for each grid.

We’ve learned to be ready for anythingMore than 15 years ago, our storm response throughout
the historic 2005 hurricane season, including Hurricane
Katrina response, reinforced our commitment to be readyfor anything. Since then, we’ve dedicated even moretime, training and resources to anticipate the needs of ourcustomers and communities before, during and after major
weather events. We are prepared to get the lights back onsafely and quickly when severe weather strikes. We rely on
our continuous planning, preparation and training.

Figure 8 – Storm resilience model overview
Major storm event
database

Resilience benefit
moduleBudget optimization andproject prioritization
$30B

$20B

We prepare for the worst of what Mother Nature might bring,
because our customers live in areas prone to extreme
weather. We know that weather impacting our region isincreasing in strength and occurring with greater frequency.
When a weather threat is confirmed, Entergy uses weather
forecasts and computer models based on knowledge
from past storms to predict an estimated duration andnumber of outages that could occur. We follow a very
detailed, rehearsed plan that has worked well for us duringstorm recovery. Every storm is unique, so while plans arerehearsed and in place, we also adapt to ever-changing
conditions brought by extreme weather.

Storm impact
model

$10B

$0B

Hardened system• Storm types and scenarios• Model impacts on Entergy system• Historical analysis• Calculate hardening investment
benefits• Failure-mode basis• Sectionalize service area

$3B

$6B
AR

• Monte Carlo Simulation over 50
years• Calculation of storm customer
outage duration and costs• Distribution of results by projectfor hardened scenarios$9B$12B $15B $18B $21B $24B $27B $30B
LA

MS

NO

TX

• Resilience benefit cost ratio• Investment budget scenarios• Point of diminishing returns• Plan development and constraints• Project bundling• Resilience benefit calculation
Entergy’s path to net-zero emissions and climate resilience | 30

executed, this construction plan is expected to deliver a
portfolio of projects that span 32,000 line-miles of hardened
distribution lines and nearly 1,700 miles of strengthenedtransmission line-miles. Our analysis shows that executionof the portfolio could reduce storm restoration costs forcustomers by up to 55% in our coastal areas.

Each storm type for each grid is then modeled within the
Storm Impact Model to identify which parts of the system
are most likely to fail in the event of each type of storm. A
stochastic model helps identify vulnerabilities. The likelihoodof failure is based on the vegetation density around eachconductor asset, the gap in the current wind loading
capability of the asset as compared to the applicablehardened wind loading standard, and the age and conditionof the asset base. The Storm Impact model then calculates
the restoration costs to rebuild the system to provide service
as well as the customer minutes interrupted for each project.
The Storm Impact Model determines the benefits associatedwith each hardening project by accounting for the resulting
reduction in restoration costs and CMI.

Examples of the strategies and technologies included in
the plan are distribution automation technology such as
self-healing networks, undergrounding infrastructure incertain areas, upgrading distribution poles and transmission
towers and flood mitigation projects. Aside from projects
that enhance resilience to the electric system, Entergy also
performs reliability work throughout the year. This includes
trimming trees, inspecting and upgrading equipment andinstalling smart devices that help reduce the number of ourcustomers that may be affected by an outage and how longthe outage lasts.

The resulting portfolio of transmission and distribution
projects is expected to carry a capital cost of $15 billion andis expected to be executed over a 10-year period. Once

Figure 9 – Proposed 10-year accelerated resilience plan~$15B over 10-years
2,000
1,500
1,000

23E

24E

25E

26E
27E
Distribution

28E
29E
Transmission

Proposed accelerated resilience investment; annual $M
Our pace to a more resilient infrastructure is accelerating
as we work aggressively toward our goals.

$2B transmission~1,700~465,000~8,600~770~20line miles hardened500
0$13B distribution~32,000

30E

31E

32E

structures hardened
miles undergroundline miles hardened

structures hardened
substation flood
mitigation projects

Approximately $1.7 billion of the proposed resilience spending shown through 2025 is not included in our current capital plan,but is expected to be added if the plan and associated recovery are approved by regulators.
Entergy’s path to net-zero emissions and climate resilience | 31

Metrics andtargets
After two decades of setting and outperforming
our voluntary carbon stabilization and reduction
goals, Entergy established a goal to reduce by
50% its utility emission rate by 2030.
Additionally, we established a longer-term
commitment to achieve net-zero carbon
emissions by 2050.
These commitments complement each otherand allow a more comprehensive evaluation of
our glidepath of carbon emission reductions. In
this report, we are adding a carbon-free energy
capacity goal and evolving the boundary of ourinterim emission rate goal to include both power
generation and purchased power.

Entergy’s greenhouse gas inventory
Entergy has been measuring and reporting our GHG
emissions in a comprehensive inventory since 2000. Since
2011, Entergy’s GHG inventory has undergone third-party
verification.9 We provide an archive of historical inventory
documentation on our website.10
In 2021, Entergy’s Greenhouse Gas Inventory (see Table 3)
primarily comprised of emissions from power generation,with supplier gas delivery and purchased power sold tocustomers as the next highest contributors.11

As Entergy continues to evolve our inventory, we update
our Inventory Management Plan and Reporting Document12
to ensure transparency and clear methodology. We also
continue to conduct and enhance our third-party verification
process. Additionally, we continue to evaluate and expand
our estimation of Scope 3 categories as our understanding
evolves and data sources become available. Base year
adjustments will be made as additional interim goals
are added for additional categories.

Table 3 – Entergy’s third-party verified 2021 greenhouse gas inventory by scope and source

Setting goals with achievable targets requires data-driven
decision making and long-term vision.

Scope

SourceTotal emissions
in metric tons CO2e

Percentage of
total emissions

1

Stationary combustion - Power generating units, small stationary
combustion units, emergency generators, etc.

35,543,366

69.52%

Mobile combustion - Vehicle fleet fuel combustion.

48,9180.09%

Fugitive emissions - Natural gas; electricity transmission & distribution,
cooling and air-conditioning.

71,4050.14%

2Purchased and consumed electricity - Power purchased for business
operations outside service area; (Please note, power consumed by thecompany and line losses are accounted for in Scope 1).

8,766

0.02%

3

Purchased power - Power purchase agreements and market purchases
sold to customers.

7,118,228

13.92%

Delivered gas (upstream) - Gas supplier emissions.

7,492,056

14.65%

Delivered gas (downstream) - Product combustion by gas customers.

811,381

1.59%

Business travel - Travel by air, rental car, personal vehicles and hotel stays.

3,960

0.01%

Employee commuting - Travel by employees to and from work.

29,9190.06%

Entergy’s path to net-zero emissions and climate resilience | 33

Actions across our full value chain
Building on two decades of leadership, Entergy is acting
today to reduce emissions across the entire spectrum of
our GHG inventory and value chain. Table 4 describes theactions we are taking to reduce emissions in each scope andcategory of our overall emission inventory.

The primary focus of this report is reduction of our emissions
from power generation and purchased power; however, ourcommitment is inclusive of all scopes, so the sections below
describe some of the other actions we are taking across ourentire value chain.

Table 4 – Greenhouse gas inventory categories and how we are working to achieve our net-zero commitments
Value chain emissions(Scope 3)

Line losses andcompany usage• Exiting coal by 2030

• Integrating EVs into
light-duty fleets• Replacing vintage
service pipe in gas
distribution operations• Reducing energy usage
associated withcompany locations• Integrating more renewable
power purchase agreements
into resource mix• Examining alternatives
to SF6 -filled electricalbreakersΔ• Grid investments to
reduce line losses• Engaging gas suppliers• Retiring older, less-efficient
gas-fired units• Ensuring high nuclear
performance and MOA on
advanced nuclear• Deploying at least 11 GW ofrenewables by 2030
• Developing hydrogen-capable
power generation units• Engaging on clean hydrogen
infrastructure• Energy-efficiency anddemand response offerings• Deploying EV
infrastructure atcompany locations

BusinesstravelFugitiveemissions

Gas used bycustomers

Vehiclefleet

Delivered
gas

Power
generation

EmployeecommutingIndirect emissions(Scope 2) *, ºPurchased
power resold

Direct emissions(Scope 1)• Evaluating gas distribution
decarbonization options• Electrifying customer energy needs• Engaging business travel supplierson carbon data and strategies• Flexible work locations andtelecommuting options for employees• Engaging suppliers of various goods
and services on climate goals andactions* These Scope 2 Emissions are already accounted for in other scope/categories, but we do acknowledge Scope 2 for the power we generate or buy.
º For Scope 2 Emissions we account for electricity usage outside our service area; however, this will be minimal.
Δ
Entergy is currently evaluating vacuum air breakers for distribution and transmission-level systems.

Our employees are energized and engaged
in the exciting work of transformation.

Entergy’s path to net-zero emissions and climate resilience | 34

Engaging our supply chain partners
A key aspect of achieving our net-zero commitment is engaging
and working with suppliers to understand the embedded
carbon contained in the goods and services that we procure to
run our business. Our supply chain organization has integrated
and launched several teams to meet stakeholder expectations
that embed supply chain strategies around sustainability,
continuous improvement, sustainable generation, resilienceand innovation. These teams are responsible for developing
supply chain strategic initiatives and enabling companywide
strategies for a managed spend portfolio of $5 billion to $7
billion across the company. They are engaging suppliers
to understand and support their efforts to reduce carbon
associated with the products they sell and the services they
provide Entergy. Additionally, we are working to ensure thatthe economic opportunities and benefits associated with ourinvestments in the climate transition and resilience are flowing
to local and diverse suppliers.
In 2021, 57 of our key suppliers completed a sustainability
assessment in partnership with Entergy and the Sustainable
Supply Chain Alliance to advance our leadership inenvironmental, social, and governance reporting andcommitments, including Scope 3 greenhouse gas emission
reporting. Entergy’s 2021 annual spend was represented bysuppliers that completed an assessment comprised ofover 21% of our total 2021 managed spend of $7.1 billion.
Of the 57 participants, 30 committed to participating inopportunities to improve their year-over-year scores aroundcommitments and net-zero targets. In 2022, we sent a letter
regarding greenhouse gas emissions and engagement on
reductions to 4,000 active suppliers. Through our industry
engagements, we shared industry expertise and thought
leadership by contributing to several workshops andpresentations in 2022 around circularity, transformer repair
shop best practices, renewables/traceability engagement andour resilience investments.
Additionally, our efforts to recycle and recover the value ofmaterials results in a reduced need for raw materials that
may otherwise be disposed of in landfills. For example, after
hurricane Ida in 2021, we recycled approximately 850,000
pounds of metals from damaged equipment, boosting our
total recycling of metals that year to over 11 million pounds
recycled. In addition, over 22,000 wood poles were donatedto members of our communities for reuse. Through ourtransformer recycling program, we recycled over 1 million
gallons of transformer oil and over 27 million pounds ofvarious metals. These actions reduce carbon emissions
associated with production of equipment produced fromthese raw materials and equipment that we buy.

• Scope 1 – In addition to our actions to transform our utility
power generation fleet, we also are taking action to help
customers reduce energy use through implementation ofvarious energy efficiency programs and demand response
offerings. These efforts reduce load requirements andemissions associated with power generation. We also are
working to integrate electric technology into our fleet oflight-duty service trucks and other types of on- and offroad equipment, aiming to have 50% of our light-duty fleet
electrified by 2030. We also are working to reduce fugitive
GHG emissions from our natural gas distribution systemthrough a delivery pipe replacement program in Baton
Rouge and New Orleans; and from electric operations by
evaluating equipment alternatives that do not use SF6 as an
insulating gas in some switches.
• Scope 2 – As an electric utility, our Scope 2 emissions arecomprised of power delivery line losses and electricity
usage at company facilities. We work to minimize line losses
through advanced technology integration, grid upgrades
and resilience investments. We also seek to minimize
our own electricity usage through efficiency upgrades
and office space optimization. However, when line losses
occur and when we consume electricity, Entergy is either
generating or purchasing the power that is necessary
to make up for those losses and the power that we areconsuming. Therefore, as we work to reduce emissions
from our power generation (Scope 1) and power purchases(Scope 3), reductions in emissions will naturally occur in the
Scope 2 category.
• Scope 3 – We are working across the spectrum of Scope
3 emission categories to ensure our full value chain isaddressed. Our largest Scope 3 emission categories
are power that we purchase and sell to customers andupstream emissions associated with the gas that weEntergy’s path to net-zero emissions and climate resilience | 35

purchase for power generation. We currently are working
to estimate emissions associated with purchased goods
and services and expect to provide this estimate in ourcomprehensive GHG inventory for 2022. We are increasing
the capacity of renewables on our system, both owned andthrough purchased power agreements. During 2022, wesought proposals for 5 GW of renewables to integrate into
our resource capacity mix by 2026.13 This action will not
only reduce Scope 1 emissions (owned assets) and Scope
3 emissions (purchased power), but also will reduce gaspurchases and associated upstream emissions.

Potential for 80% clean energy by 2030
Our existing clean generation portfolio provides the foundationthat supports our plans to transform our generation portfolio
to achieve net-zero greenhouse gas emissions by 2050 at apace that balances affordability and reliability for the benefit of
all stakeholders. The Biden Administration has a stated goalof accomplishing 80% clean energy from the power sector by2030 on a path to zero emissions by 2035.
Entergy analyzed a case with these parameters and found thatfurther advancing the addition of resources using currently
available zero carbon technology to achieve 80% clean energy
production by 2030 is estimated to increase capital costs by atleast 2.5 times current plans under current cost assumptions.
Implementation would likely exceed these cost estimates andbe further challenged by material and component availability
such as, photovoltaic panels; availability of skilled construction
labor; availability and prudent use of natural resources such as,
land; permitting, interconnection and integration requirements.

There are technical challenges with integrating inverter-based
resources such as wind and solar. In addition to the challenges
around their intermittency, some customers have uniqueenergy requirements such as the ability to start large industrial
electric machines at any time. Many of the inverter-based
resources are currently incapable of producing some of theancillary services needed for such applications. Technologies
may continue to evolve and eventually provide real alternatives
to the ancillary services provided by today’s large synchronous
generators, but will likely come at significantly higher costs.

Based on the illustrative pathway presented and our robust,
flexible planning process described in this report, Entergy
is evolving and enhancing the interim goals on our path toachieving our 2050 net-zero commitment. We are providing
a clean energy capacity goal and broadening the boundaryof our emission rate-based interim goal. These goals provide
additional clarity regarding our path to net-zero and willcontinue to be evaluated, refined and enhanced as we
continue our robust, iterative planning cycle.

Entergy supports in principle this kind of aspiration, alongwith the technologies and policy developments necessary toachieve that outcome. We are working on the technologies
necessary to accelerate our transition; however, meeting thisaggressive timeline was found to be inconsistent with Entergy’splanning principles. The illustrative transition case presented inthis report maintains the needed balance between affordability,
reliability and sustainability.
Entergy’s path to net-zero emissions and climate resilience | 36

Entergy’s climate goals
We expect to achieve the following interim goals on our pathto net-zero emissions by 2050:
Carbon-free energy capacity of 50% by 2030
• Includes nuclear and renewable capacity, both owned
and purchased.
• Additional capacity is provided by some accompanying
battery storage paired with renewables.
Carbon dioxide emission rate reduction of 50% by 2030
• Includes all generation, both owned and purchased.
• 2000 base year.
Other actions and results
Our current business plan also calls for the following actions
relevant to our climate transition and resilience:• Retire all coal capacity by the end of 2030.

• Provide approximately 40% more power to customers whencompared to 2000 by 2030, enabling an estimated 9 million
tons of customer emission reductions through electrification
by 2030, with additional emission avoidance resulting fromclean growth.
• Invest $2.1 billion in renewable energy generation facilities
by 2025.
• Invest $0.9 billion in accelerated, proactive resilience efforts
focused on grid hardening by 2025, while also engaging
stakeholders to consider an additional $2.6 billion as part ofa full resilience investment plan of approximately $15 billion
over 10 years.
If we pursue the illustrative pathway presented in this report,
while successfully managing the execution risks, we projectthat our emissions profile metrics would continue to improveas shown below:• Emission rate reduction of 60% by 2030 and 68% by 2040.
• Absolute emission reductions of 46% by 2030 and 56% by
2040.

Figure 10 – Illustrative pathway renewable capacity growth through 2030
16,00012,0008,000

4,100%
increase2022

We have outperformed our voluntary goals
since setting our first over two decades ago.

2023

2024

2025

2026

2027

2028

2029

2030

4,000
0 MW

Entergy’s path to net-zero emissions and climate resilience | 37

GovernanceEntergy is subject to many diverse risks. These risks include climate change, other environmental issues, technology
innovation and integration, other sustainability risks and the need for ongoing capital investments.
Entergy’s management and board of directors provide management and oversight of these and other risks through robust risk
assessment and risk management processes and through extensive reporting on risks affecting the company.
The board also reviews the company’s processes for identifying and managing risks to ensure these processes are effective.

Certain of our most critical risks are of companywide
significance, such as corporate strategy and capitalbudgeting, and therefore require the board’s active oversight.
Our climate strategy and current climate goals also havebeen developed under the board’s oversight and active
engagement because of their companywide significance.
This report was reviewed by the board prior to publication.
The board is actively and regularly engaged in thedevelopment and oversight of Entergy’s climate strategy
and consideration of climate change-related risks andopportunities, due to their many implications for our overallbusiness strategy. Recognizing that we need to increase thelevel of renewables in our generation portfolio to continue
to deliver the outcomes desired by our key stakeholders,the board regularly engages in strategic discussions about
potential paths to achieving that objective. The board
also engages in discussion of emerging clean energy
technologies, such as hydrogen, BESS and CCUS, as well as
the climate policy landscape, such as the recently enacted
IRA and IIJA, and the implications for our company andstakeholders. The board also receives regular briefings to
help better understand how we benchmark against otherutilities in various ESG and sustainability measures, such ascarbon emissions rates, relative ownership of generation
resources and net-zero carbon goals.
The board is briefed regularly on progress toward Entergy’s
climate goals. The board also provides valuable input andoversight in the development of our strategy to support
customer demands for more sustainable service offerings
and assist customers in meeting their own sustainability
goals through clean expansion and electrification. In
addition, the board is briefed regularly on the impacts of andrecovery from extreme weather events and is overseeing
the implementation of a strategy to substantially accelerate
Our board is actively engaged in the meaningful workof development and oversight of our goals.

resilience investments to strengthen the ability of ourtransmission and distribution systems to withstand more
frequent and severe major storm events.
The board leverages the expertise of its committees
to review specific risks within their respective areas of
responsibility, and committee meetings are scheduled
to allow all board members to participate in these
discussions. The board’s corporate governance committee
has responsibility for oversight of the company’s overallsustainability program and strategy and environmental, socialand governance reporting. This responsibility is met, in thefirst instance, by assuring that recognized sustainability risks
are being addressed by the full board or an appropriate
board committee. Additionally, our audit committee receives
annual reports from our sustainability and environmental
policy group on Entergy’s greenhouse gas reduction
progress and other climate-related activities. Table 5 below
provides information on sustainability oversight by all ofEntergy’s board committees.
To reinforce Entergy’s strong commitment to its ESG goals,
the personnel committee decided to use ESG measures(i.e., safety; customer net promoter score; diversity, inclusion
and belonging; and environmental stewardship) to more
directly link executive compensation to successful execution
on our ESG-related strategies, beginning in 2021. ESG
considerations now determine 40% of the performance
metric that is used to fund our annual incentive plans, withfour separate ESG measures weighted at 10% each. The
environmental stewardship measure includes an assessmentof progress toward our environmental commitments throughperformance on key initiatives and utility CO2 emission
rate outcomes. We believe this measure reinforces ourcommitment to long-term sustainability and a reduced impact
on the environment, as well as ensures accountability forEntergy’s path to net-zero emissions and climate resilience | 39

achieving our significant external commitments to reducecarbon emissions.
Our senior management team also provides environmental
and sustainability oversight and accountability. Our seniorleadership team comprises diverse, experienced anddedicated executives prepared to meet the challengesof the evolving utility industry. They are closely involved
and provide overall direction and oversight of our plans
focused on the climate transition and resilience improvement.
Along with our financial performance, our climate andresilience strategies are top-level considerations for our
executive team, along with active engagement in strategic
conversations with our largest customers to understand theirneeds and decarbonization goals.

Several business functions within the company collaborate
to execute on our business strategy, including our climate
strategies. Since our last climate report in 2019, we havecreated operations groups dedicated to ensuring we areable to affordably and reliably meet our climate commitments.
These groups include a planning organization and a system
resilience organization. Further, these and other groups
collaborate with our sustainability and environmental policy
team, system planning group, legal, regulatory, supply chain,enterprise risk management and other business units to
identify and mitigate risks and capitalize on opportunities, aswell as to identify ways to improve performance.

Table 5 – Sustainability oversight by the board of directors

Our ESG goals include employee safety, net promoter scores,
DIBs, and environmental stewardship.

Board committee

Primary sustainability oversight responsibility

Corporate
governance

Overall corporate sustainability strategy and policies, including with respect to climate change and corporatesocial responsibility; corporate governance issues; governmental, regulatory, public policy and public relations
matters; public advocacy activities, including memberships in trade associations that engage in lobbying activities;
shareholder concerns

Personnel

Executive compensation policy and incentive plan design; employee and human resource issues; employee training
and development; talent management; employee and contractor safety; organizational health; diversity, inclusion
and belonging, and supplier diversity

Audit

Environmental compliance and auditing; Ethics and compliance; market and credit risks; cybersecurity risks; vendor
and supply chain risks; financial reporting processes and risks; other strategic risks and general risk oversight

FinanceFinancial stability; major capital investments

Nuclear

Safety risks unique to the nuclear fleet; sustainability of our nuclear plants
Entergy’s path to net-zero emissions and climate resilience | 40

Risk management
Entergy has a formal Enterprise Risk
Management process for identifying,assessing, mitigating, reporting andmonitoring its top companywide risks.
These risks are multidimensional,
complex, interrelated and affectmultiple key stakeholders.

Our risk assessment methodology considers the likelihoodof occurrence, impact and velocity. We assess the inherent
level of each risk prior to adjusting for management
actions in place to alter its severity, and we also assess
the effectiveness of our existing management actions
based on defined key performance indicators. We prioritize
our risks based on their residual levels, which is thedifference between the inherent levels and the amount ofrisk controlled as determined from the assessment of risk
management effectiveness. The risk assessment process
also involves rating the interdependencies among the risks.
This process reveals the risks that are highly active (affecting
many other risks), which is useful for optimizing risk response.
Transition and physical risks are integrated into this risk
assessment framework and are formally owned by a memberof our executive leadership and managed by a risk manager.
Entergy has an ERM Subcommittee comprised of riskowners and other subject matter experts that provides anopportunity for activities such as validating risk assessments
and collaborating on risk treatment.

Risk management is an all-encompassing processwith data-driven metrics and real-world implications.

We are proactively managing both physical and transition
risks. For example, our engagement with climate-focusedindustry groups and inclusion of a carbon price forecast
in our planning process make our business model
more resilient to climate policy and regulatory changes.
Additionally, our technology evaluation process validates that
we are considering the most recent operating characteristics,
costs and capabilities of various generation technologies,
ensuring that the overall planning process is robust andflexible to technology evolutions. Regarding resilience,
integration of the latest climate science and analytical tools
into our grid resilience planning process ensures that we aremaking cost-effective investments that will reduce outage
duration and restoration costs. Lastly, our engagement withkey stakeholders ensures that we can detect and adapt tomarket variability, customer preferences and investor outlook.
Key climate-related risks and opportunities are summarizedin Table 6.

Entergy’s path to net-zero emissions and climate resilience | 42

Table 6 – Key risks and strategies/opportunities

PhysicalTransition

Category

Risks

Strategies/Opportunities

Sea Level
Rise• Frequent flooding and inundation ofcoastal assets and communities• Accelerated loss of coastal wetlands• Changes in population distribution• Disproportionate impacts onvulnerable communities• Proactive adaptation and accelerated resiliency investment opportunities• Investment in communities/preservation of cultural and natural assets• Advocacy for protection of vulnerable communities and low-income customers

Coastal
Erosion• Loss of storm surge protection• Increased damage to natural coastal assets,communities and cultural assets• Investment in natural resources such as wetlands restoration• Supporting coastal restoration efforts at the state and local level

Extreme
Weather
Events• More frequent and intense acute events suchas hurricanes, flooding and extreme high/low
temperature events• Increased damage to assets and communities• Increased restoration costs andcustomer interruptions• Reputational impacts• Investment in transmission and distribution hardening and system resilience to reduce restoration costs and outage duration• Enhance wind-loading standards for transmission and distribution assets in coastal and vulnerable areas• Enhanced planning leveraging scenario analysis for siting of future system assets based on geographical vulnerabilities,
such as coastal and flood-prone areas• Using advanced damage prediction models to plan for and respond to extreme events• Partnering with utility peers through mutual assistance program for restoration• Using advanced technology such as drones to assist with damage assessment• Upgrade outage map to improve customer experience

Increased
SurfaceTemperature• Sustained high temperatures• Availability of cooling water• Heat stress to field employees• Load growth due to increased demand for cooling and refrigeration

ClimatePolicy• Increased costs of compliance with various
national, state or local legislative or regulatory
carbon mitigation policy• Stranded assets resulting from national, stateor local carbon mitigation policy• Engagement with policy makers to advocate for an economy-wide carbon mitigation policy consistent withEntergy’s principles• Pursue federal funding made available in recently enacted infrastructure and clean energy laws
• Continued investment in generation portfolio transformation• Partnerships with customers and other sectors to reduce net carbon emissions

Economic• Inability to adapt to changes in supply anddemand for generation• Cost impacts associated with the energy transition• Customer dissatisfaction with the speed ofour transition• Electrification of other sectors pursuing decarbonization goals or affected by an economy-wide carbon policy• Additional load requirements from electrification of the transportation, commercial and industrial sectors• Continue to offer existing and develop innovative energy efficiency, demand response and distributed generation
products and services to customers• Balancing affordability with the need to provide reliable and clean power

Technology• Failure to keep up with technology advancements• Disintermediation by third parties• Grid management challenges in the integrationof new resources• Investment in new and emerging low- and zero-carbon generation technologies to meet customer needs anddeliver lower carbon energy• Innovative approaches to supply 24x7 zero-carbon power to customers• Investments in advanced smart grid technologies that enhance system reliability and resilience
Entergy’s path to net-zero emissions and climate resilience | 43

Opportunities:
customer solutions
Our customers’ and communities’ expectations for
reducing GHG emissions are rapidly changing.
Customers are looking for solutions that will reduce
emissions and simplify their transition to clean
energy, so we are developing solutions to addressthese needs and support our customers’ success.

Also shown in Table 6 are the opportunities presented
by climate factors. The opportunities associated withdecarbonization investments are addressed in the ‘Path tonet-zero by 2050’ section, while the opportunities to addressthese physical risks are addressed in the ‘Path to Climate
Resilience’ section of this report. Opportunities associatedwith the transition to a net-zero future include enablingemission reductions in other sectors and customer solutions.
Entergy is collaborating with customers to innovate and scale
products and services that create benefits for our broader
customer base and the communities we serve. We aretaking an integrated approach toward a carbon-free futurethat includes working with industry partners and customers

like manufacturing, transportation and maritime industries todecarbonize some energy needs through electrification.
We collaborate with many of our top commercial and industrial
customers to understand their current and planned operations
and identify potential solutions to co-develop an energy
roadmap that will help them to decarbonize their operations.
Entergy is developing, piloting and implementing customer
offerings to gain insights and expertise across a range ofpotential products and opportunities. Examples of thesesolutions include Entergy’s green tariffs, electrification
incentives and programs designed to help customers use
energy efficiently.

Figure 11 – Examples of customer partnerships focused on clean energy and innovative technology
Entergy Arkansas – At the 2022 United Nations Climate Change
Conference, an MOU between Entergy Arkansas and the U.S. General Services
Administration was announced focused on achieving 100% carbon-free electricity.
Entergy Louisiana – Entergy Louisiana and Sempra Infrastructure announcedplans to procure renewable generation resources to help power the expansion at
the Cameron LNG terminal.

Entergy Mississippi – Entergy Mississippi announced the Economic

Development with Green Energy plan to replace some natural gas plants with1,000 MW of renewable energy.

Entergy Texas – Entergy Texas and New Fortress Energy announced plans tocollaborate on the development of renewable energy generation resources andhydrogen infrastructure.
Entergy New Orleans – In partnership with the City of New Orleans, Entergy

New Orleans launched an EV Charger Program, focused on providing equitable
access to free level 2 EV charging across the city.
The opportunities for in-demand customer solutions
are an exciting part of our sustainability journey.

Entergy’s path to net-zero emissions and climate resilience | 45• Green tariffs – Entergy is expanding efforts to help
customers in the Gulf South region achieve theirsustainability commitments and targets throughinvestments in and use of renewable energy solutions.
Entergy utilities are implementing green tariff products
across their service areas. Through these offerings,
Entergy allocates renewable energy capacity from a
portion of its renewable generation facilities to residential
and nonresidential customers who choose to subscribe
to the tariff. Entergy retires the renewable energy creditsthat are generated by the associated renewable facilities
on behalf of the participating customers based on thenumber of kilowatts to which they subscribe. By having
the RECs retired on their behalf, subscribing customers
are afforded the promise of a renewable offering that is
intended to help them achieve their sustainability goals at
a reasonable cost.
• Electrification – Customer conversion of energy needs
currently served by fossil fuels to electricity can result in net
emission reductions. Since 2015, Entergy’s eTech program
has offered incentives, advisory services and grant-writing
assistance to customers who purchase select electric
technology. By 2020, eTech had recorded $40 million inrevenue to Entergy, generating over 206 GWhs, assistingwith the installation of 5,500 pieces of equipment andreducing CO2 emissions by 73,000 metric tons.
Innovative customer offerings focused on Shore Power, EVs
and fleet electrification are in various stages of evolution
and implementation.
• Energy efficiency and demand-side management –Entergy utilities offer a variety of programs and resources
designed to help customers save energy and money. We
currently have over 50 energy efficiency and demand-side
management programs as ways to partner with customers
to help them manage usage and cost. Partnering withcustomers and other stakeholder to ensure the efficientuse of electricity is a critical part of our customer-focused
decarbonization efforts.
• Distributed renewable energy solutions – Entergy
continues to work with all customers to find affordable ways
to participate in our path to net-zero emissions. Entergy
has implemented both residential and commercial rooftop
solar programs in New Orleans. These systems supply
clean energy directly into the Entergy New Orleans electric
distribution grid to benefit all customers.

Thought leadership on clean energy
In partnership with the Center for Resource Solutions,Entergy is a founding member of the Clean Energy
Accounting Project Advisory Committee. CEAP supports
consensus decision-making on outstanding
clean energy accounting questions and the Advisory
Committee is tasked with scaling up efforts to resolve
outstanding accounting questions, which discourageclean energy development. The CEAP Advisory
Committee will help define focus areas, recommend
project priorities, and review draft publications.
Entergy’s path to net-zero emissions and climate resilience | 46

Conclusion
Climate change presents risks that we aremanaging effectively and opportunities that
we have integrated into our business strategy.
Entergy is positioned to play a major role ineconomy-wide decarbonization as we invest in
our transition to low- and zero-carbon power
and resilient power delivery systems, which
both combine to drive clean and sustainableeconomic growth in the Gulf Coast.

Our path to net-zero enables customer emission reductions
and is built on a foundation of a robust, long-term iterative
resource planning process. This path is defined bytechnology and drives our investment strategy to the benefitof our customers and other stakeholders. We monitor
and engage in technology developments to ensure ourcustomers will receive affordable, reliable and sustainable
power. Customer solutions and supply chain engagement
provide us with an opportunity to magnify our impact acrossour entire value chain.
We are working to reduce emissions across all categories
of our GHG inventory and have established interim goals forthe most impactful strategies and metrics of our transition:clean energy deployment and emission rate reduction.
Our illustrative path is in-line with a broad range of climate
scenarios consistent with limiting warming to well below 2°C
and 1.5°C.

Entergy employees are committed to building a cleaner,greener world for future generations.

We strive to build and maintain a more reliable and resilientsystem. In response to the increased frequency in extreme
weather events, we have broadened and updated our
climate science-based analysis process. Based on thisanalysis, we are proactively accelerating our investments inresilience, especially in vulnerable areas.
Opportunities to develop and deploy customer
decarbonization solutions enable emission reductions acrosseconomic sectors, while transforming our portfolio andinvesting in a resilient system. Our governance process andrisk management structure integrate climate transition andphysical risk considerations. We also engage stakeholders
on our transition and recognize that it must be just,addressing environmental and energy equity.
Entergy will continue to evaluate, engage and report on
climate change risks and opportunities. We also will continue
to use both our transition and resilience planning processes
to refine our strategy and plan, and update stakeholders on aregular basis on this plan.

Entergy’s path to net-zero emissions and climate resilience | 48

Table 7 – TCFD recommendation cross-reference
TCFD recommendation

Disclosure

Location

Governance
Disclose the organization’s governance around
potential climate-related risks and opportunities.

(a) Describe the organization’s governance around potential climate-related risks and opportunities.

Pages 38-40(b) Describe management’s role in assessing and managing potential climate-related risks and opportunities.

Pages 38-40(a) Describe the potential climate-related risks and opportunities the organization has identified over the short, medium and long terms.

Pages 28-31; 43; 44-46(b) Describe the impact of potential climate-related risks and opportunities on the organization’s businesses, strategy and financial planning.

Pages 11-22; 28-31; 43(c) Describe the resilience of the organization’s strategy, taking into consideration different climate-related scenarios, including a 2°C
or lower scenario.

Pages 23-25(a) Describe the organization’s processes for identifying and assessing potential climate-related risks.

Pages 41-43(b) Describe the organization’s processes for managing potential climate-related risks.

Pages 41-43(c) Describe how processes for identifying, assessing, and managing potential climate-related risks are integrated into the organization’s
overall risk management.

Pages 41-43(a) Disclose the metrics used by the organization to assess potential climate-related risks and opportunities in line with its strategy and risk
management process.

Pages 37; 39(b) Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 GHG emissions estimates and the potential related risks.

Pages 32-36(c) Describe the targets used by the organization to manage potential climate-related risks and opportunities and performance against targets.

Page 37

Strategy
Disclose the actual and potential impacts ofclimate-related risks and opportunities on theorganization’s business, strategy and financial
planning where such information is material.
Risk management
Disclose how the organization identifies,
assesses and manages potential climate-relatedrisks.
Metrics and targets
Disclose the metrics and targets used to assess
and manage potential climate-related risks andopportunities where such information is material.

Note: The term “material,” as used in this context, does not have the same meaning as it has under securities laws in the United States or other jurisdictions,nor does Entergy necessarily consider these disclosures or others in this report to be material for such other purposes.

Entergy’s path to net-zero emissions and climate resilience | 49

Cautionary statement regarding forward-looking information
In this report, and from time to time, Entergy Corporation makes
certain “forward-looking statements” within the meaning of thePrivate Securities Litigation Reform Act of 1995. Such forwardlooking statements include, among other things, statements
regarding Entergy’s operational outlooks and capital plan;statements regarding its climate transition and resilience plans,
goals, beliefs, assumptions and expectations, including theillustrative pathway presented in this report, statements regarding
its carbon-free energy capacity, GHG reduction goals andstrategies and statements regarding the planned addition ofrenewable generation, potential technological advances suchas hydrogen or advanced nuclear, legacy asset retirements,
nuclear license extensions, offsets and other potential meansof achieving its environmental goals; statements regarding
opportunities to partner with customers and others to advancetechnology development or reduce societal emissions; and otherstatements of Entergy’s plans, beliefs, or expectations includedin this presentation. Readers are cautioned not to place undue
reliance on these forward-looking statements, which apply only
as of the date of this presentation. Except to the extent requiredby 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 are subject to a number of risks,
uncertainties, and other factors that could cause actual results
to differ materially from those expressed or implied in suchforward-looking statements, including (a) those factors discussed
elsewhere in this presentation and in Entergy’s most recent
Annual Report on Form 10-K, any subsequent Quarterly Reports
on Form 10-Q, and Entergy’s other reports and filings madeunder the Securities Exchange Act of 1934; (b) uncertainties
associated with (1) rate proceedings, formula rate plans, and othercost recovery mechanisms, including the risk that costs may not
be recoverable to the extent or on the timeline anticipated by
the utilities and (2) implementation of the ratemaking effects ofchanges in law; (c) uncertainties associated with (1) realizing thebenefits of its resilience plan, including impacts of the frequency
and intensity of future storms and storm paths, as well as thepace of project completion and (2) efforts to remediate theeffects of major storms and recover related restoration costs;(d) risks associated with operating nuclear facilities, including
plant relicensing, operating, and regulatory costs and risks; (e)changes in decommissioning trust fund values or earnings or in thetiming or cost of decommissioning Entergy’s nuclear plant sites;(f) legislative and regulatory actions and risks and uncertainties
associated with claims or litigation by or against Entergy and its
subsidiaries; (g) risks and uncertainties associated with executing
on business strategies, including strategic transactions that
Entergy or its subsidiaries may undertake and the risk that any
such transaction may not be completed as and when expected
and the risk that the anticipated benefits of the transaction may not
be realized; (h) impacts from terrorist attacks, geopolitical conflicts,
cybersecurity threats, data security breaches, or other attempts to
disrupt Entergy’s business or operations, and/or other catastrophic
events; (i) the direct and indirect impacts of the COVID-19
pandemic on Entergy and its customers; and (j) effects on Entergy
or its customers of (1) changes in federal, state, or local laws andregulations and other governmental actions or policies, includingchanges in monetary, fiscal, tax, environmental, or energy policies;(2) the effects of changes in commodity markets, capital markets,or economic conditions; and (3) the effects of technologicalchange, including the costs, pace of development, andcommercialization of new and emerging technologies. Accordingly,
there is no assurance that such results will be realized.

J. Wayne Leonard Power Generation Facility.
Entergy’s path to net-zero emissions and climate resilience | 50

Abbreviations and definitions
Abbreviation Definition

Abbreviation Definition

°C
BESS
CCUS
CEAP
CH4
CMI
CO2
EPRI
ERM
ESG
EV
GHG
GW
GWh
H2
HFC
IEA
IIJA

IPCC
Intergovernmental Panel on Climate Change
IRA
Inflation Reduction Act
Lbs
Pounds
LDC
Local distribution company
NZE
Net Zero Emissions Scenario
MOA
Memorandum of agreement
MOU
Memorandum of understandingMW
Megawatt
MWh
Megawatt hours
N20
Nitrous oxide
NGSC
Natural Gas Supply CollaborativeREC
Renewable energy credit
SDS	Sustainable Development Scenario
SF6
Sulfur hexafluoride
SMR
Small modular reactors
TCFD
Task Force on Climate-related Disclosures
ZCER
Zero-carbon emitting resource

Degrees Celsius
Battery energy storage systems
Carbon capture, use and sequestration
Clean Energy Account Project
MethaneCustomer minutes interrupted
Carbon dioxide
Electric Power Research InstituteEnterprise Risk Management
Environmental, social and governanceElectric vehicle
Greenhouse gases
Gigawatt
Gigawatt hours
HydrogenHydrofluorocarbon
International Energy Agency
Infrastructure Investment and Jobs Act

Entergy’s path to net-zero emissions and climate resilience | 51

Endnotes
1.	 Entergy Climate Scenario Analysis and Evaluation of Risks and Opportunities: March 2019
2.	 Entergy’s Commitment to Achieving Net-Zero Emissions by 2050: December 2020
3.	 Recommendations of the Task Force on Climate-related Financial Disclosures – June 2017
4.	 Benchmarking Air Emissions of the 100 Largest Electric Power Producers in the United States, ERM. September 2022
5. Climate Change 2022: Mitigation of Climate Change - Summary for Policymakers. Intergovernmental Panelon Climate Change, 2022
6.	 Developed from Rose and Scott (2020) and Rose and Scott (2018) assessment of IPCC and IEA scenarios:
	Rose, S., M. Scott, 2020.Review of 1.5°C and Other Newer Global Emissions Scenarios: Insights for Company and Financial
Climate Low-Carbon Transition Risk Assessment and Greenhouse Gas Goal Setting. EPRI, Palo Alto, CA. 3002018053
Rose, S. and M. Scott, 2018. Grounding Decisions: A Scientific Foundation for Companies Considering Global Climate Scenarios
and Greenhouse Gases. EPRI, Palo Alto, CA. 3002014510. Global net CO2 without negative emissions results assembled by
Steven Rose separately from IAMC (2014).
7.	 IEA Net Zero by 2050 Scenario and IEA Scenario Trajectories and Temperature Outcomes
8.	 World Energy Outlook 2021. International Energy Agency
9.	 Entergy GHG Inventory Management Plan and Reporting Document 2021
10.	Entergy Greenhouse Gas Inventory Verification 2021
11.	 Entergy Previous GHG Documentation
12.	Entergy Corporate GHG Emissions Inventory 2021
13.	Entergy Renewable Energy website
Entergy’s path to net-zero emissions and climate resilience | 52