Ladies and gentlemen, thank you for standing by. And welcome to the Entergy Corporation Second Quarter 2020 Earnings Release and Teleconference. At this time, all participant lines are in listen-only mode. After the speakers’ presentation, there will be a question-and-answer session. I would now like to hand the conference over to your speaker today, David Borde, Vice President, Investor Relations. Thank you. Please go ahead, sir.

Thank you. Good morning and thank you for joining us. We will begin today with comments from Entergy’s Chairman and CEO, Leo Denault; and then, Drew Marsh, our CFO, will review results. In an effort to accommodate everyone who has questions, we request that each person ask no more than one question and one follow-up. In today’s call, management will make certain forward-looking statements. Actual results could differ materially from these forward-looking statements due to a number of factors, which are set forth in our earnings release, our slide presentation and our SEC filings. Entergy does not assume any obligation to update these forward-looking statements. Management will also discuss non-GAAP financial information. Reconciliations to the applicable GAAP measures are included in today’s press release and slide presentation, both of which can be found on the Investor Relations section of our website. And now, I will turn the call over to Leo.

Thank you, David, and good morning, everyone. Thank you for joining us. Today, we are reporting strong second quarter results of $1.37 adjusted earnings per share. Sales in the quarter were better than we expected. We are on track to achieve our $100 million O&M cost savings target for the year. And our capital plan is unchanged. With these results, we are affirming our full year guidance, our longer-term outlooks and our dividend growth aspirations. As you all know, the COVID-19 pandemic has placed a burden on our customers, employees and communities. We believe it is part of our mission, empowering life, to do all that we can to support our stakeholders as we all work to recover from its effects. Despite these extraordinary times, 2020 is on pace to be another year of significant accomplishments for Entergy. This quarter, we’ve made progress on multiple fronts, all of which will benefit our stakeholders. We completed Phase 2 of the Western Region economic transmission project. The New Orleans Power Station came online. The Public Utility Commission of Texas finalized its rulemaking for generation rider. The Mississippi Public Service Commission approved Entergy Mississippi’s formula rate plan filing. Entergy Arkansas and Entergy Louisiana each filed their annual formula rate plans and requested extensions of these mechanisms. And Entergy Louisiana issued a request for proposal for up to 300 megawatts of new renewable resources. And more importantly, we continue to successfully manage the effects of our investment on customer rates. According to an S&P Global Market Intelligence study published earlier this month, in 2019, Entergy provided power to retail customers at the second lowest average price of the major investor-owned utilities in the United States, something we are very proud of. The COVID-19 pandemic continues to affect all of us across the country. As we discussed last quarter, we were well-prepared from the outset and we continued to effectively manage our response. We are taking precautions for our employees and our customers. Those who can are working from home. And we have procedures in place to keep our employees in the plants and in the field safe. We are also creating innovative solutions to help our customers and our communities. For example, our social responsibility and automation employees work together to develop a bot that proactively informs customers in need about the Low Income Home Energy Assistance Program or LIHEAP. This project won second place in the global contest for innovative ways to reduce COVID-19’s impact on the economy and communities. Students and faculty at Southern University are using 3D printers in their Entergy-sponsored lab to make parts for reusable N95 masks for healthcare professionals. With our community partners, Entergy has helped to prepare more than 2 million meals, provided crisis grants for more than 5,000 households and delivered personal protective equipment to first responders, individuals and families in need. Through the first half of the year, Entergy has donated almost $9 million in charitable contributions to support our communities, including almost $3 million in COVID relief efforts and Entergy’s The Power to Care program, which helps customers who need financial assistance to pay their bills. In parallel to our COVID-19 relief efforts, we continued to execute on our major projects across our service area to modernize our utility infrastructure and enhance its efficiency and reliability for the benefit of our customers. We placed New Orleans Power Station in service in May, in time for the summer peak period and hurricane season. Since entering service, this highly flexible and efficient peaking unit is being dispatched frequently. We completed Phase 2 of the Western Region economic transmission project. This $115 million investment supports economic growth in Southeast Texas and enhances reliability for existing and future customers. The Public Utility Commission of Texas also approved our certificate for convenience and necessity for the Timberland transmission line, a $57 million project expected to be completed in 2022. We reached an important energy milestone with the 100th customer signing up for the ReNEWable Orleans Residential Rooftop Solar Program. The program offers a cost-effective way for low-income customers to participate in the benefits of renewable energy without having to make an upfront capital investment. Entergy New Orleans installs, owns and maintains the rooftop solar systems and customers receive a bill credit for their participation. ReNEWable Orleans is a good example of the innovative programs we are implementing to deliver renewable energy solutions to our customers. We will continue to engage with our regulators and stakeholders to expand the use of renewables under a framework that ensures we build the most economic system balancing reliability, cost and sustainability. In addition to providing meaningful customer benefits, our three-year capital plan has significant certainty. We’ve talked to you before about the 90-90 framework by which you should view the certainty of our capital plan that our capital plan is 90% ready for execution from a regulatory approval standpoint, and that more than 90% will be recovered through timely mechanisms. Today, we’re adding a third 90 to further emphasize the strength of the plan. That 90% of the capital plan is based on the need for system modernization and not dependent on customer growth. These three statistics mean that our customer-centric capital plan is necessary, the majority will not require a special regulatory view, and we expect timely recovery. We benefit from constructive and progressive regulatory mechanisms that provide clarity to our plan and give us confidence in meeting our financial commitments. Recently, the Public Utility Commission of Texas finalized the generation rider, which will provide for full and timely recovery of capital costs associated with a new generation facility. We’re grateful for the Commission’s leadership in developing this new rule, allowing for more timely recovery to help us create value for our stakeholders in Texas and ensure that the communities we serve remain economically competitive. We plan to make a filing later this year, using this mechanism to request recovery of Montgomery County Power Station when it comes online in 2021. Entergy Mississippi received approval of its formula rate plan filing, and rates were implemented in April. Entergy Arkansas and Entergy Louisiana each submitted their annual FRP filings. Summaries of the requests are included in the appendix of our webcast presentation. Both of these operating companies are in the last year of their FRP cycles, and both are requesting extensions. Entergy Louisiana’s request includes a midpoint reset, and a new distribution rider similar to the transmission rider that is currently in effect. In New Orleans, we continue to work with the City Council on the appropriate timing to begin the filing cycle for the recently approved three-year formula rate plan. At SERI, we filed our brief on exceptions to the ALJ’s initial decision issued in April. As you know, we disagree with most of the initial decision because it incorrectly seeks to resolve important policy issues of first impressions that FERC ultimately must decide. The actions we’ve taken seek to create significant benefits for our customers who consistently experience some of the lowest rates in the country, year after year. Our customers have not been harmed by our actions, and in fact, stand to benefit greatly from them. Our tax planning practices have created more than $900 million in direct customer benefits, $550 million of which has already been credited to customer bills. If the April initial decision is affirmed by the FERC, it would discourage utilities like ourselves from pursuing such prudent innovative strategies to lower customer bills. The sale leaseback arrangement also produced significant savings for our customers, and ALJ’s recommendations would similarly discourage utilities from entering into such transactions. We feel strongly that our positions on the law and the facts are correct. To be very clear, we believe that our actions have been prudent and for the benefit of customers, and that there should be no refunds or disallowances, except for the small depreciation correction that we agreed to. While we will vigorously defend our position at the FERC, the timeframe for pursuing SERI’s uncertain tax position any further is lengthy and the outcome is uncertain. This leaves us no choice but to mitigate risk for our owners. In the next few weeks, we will give up SERI’s uncertain tax position with the IRS. This will effectively cap the principle of any potential historical refunds, eliminate the basis for any reduction in SERI’s rate base going forward and eliminate the basis for the $147 million excess ADIT customer credit raised in the July ALJ initial decision. Drew will provide additional thoughts on this matter, and I encourage you to review our brief on exceptions. At Entergy, we play a vital role in every region where we operate, and our core values are reflected in our efforts on behalf of our stakeholders. Entergy is consistently recognized for its corporate citizenship, climate leadership and commitment as an employer of choice, which is a tremendous honor. For a fifth consecutive year, Entergy was named a 2020 honoree of the Civic 50 by Points of Light, the world’s largest organization dedicated to volunteer service. This award recognizes Entergy as one of the 50 most community-minded companies in the United States. Additionally, 3BL Media has named Entergy to its annual 100 Best Corporate Citizens ranking, which recognizes outstanding environmental, social and governance transparency and performance among the 1,000 largest U.S. public companies. This is the eighth year Entergy has been included in this prestigious ranking. We were also named the winner of a Bronze Stevie award for our 2019 climate report where we outline steps that we are taking to deliver cleaner energy solutions and promote a lower carbon future for all of our stakeholders. Finally, like many of you, I have been saddened and upset by recent events that have laid bare yet again, the deep social inequalities and injustices so many in our country continue to face. As our human rights statement outlines, Entergy respects the human rights of all individuals. With a workforce of close to 14,000, we leave no room in Entergy for racism, discrimination or intolerance, but rather seek to achieve our vision and mission through diversity and inclusion of all people and their unique ideas, backgrounds, and perspectives. We will continue to move forward in our mission, and you as owners, including our employees who are a top 10 owner of the Company, have my and the entire Entergy leadership team’s commitment that we won’t retreat from our obligations personally or professionally. We know that our actions towards creating real and meaningful change speak much louder than words. As I said at the outset, we delivered yet another strong quarter. Even though COVID-19 has had an impact, 2020 has already been a year of significant accomplishments that keep us on track to meet our strategic, operational and financial objectives. We are committed to those objectives and our resolve to be the premier utility. The foundation of our business remains strong and sustainable. We have among the lowest retail rates in the country. Our capital plan remains on track and will modernize our system, benefit our customers, and our local economies. We have constructive and progressive regulatory mechanisms. We are an industry leader in critical measures of sustainability. We have one of the cleanest large-scale power generation fleets. And while we have seen some slowdown in industrial activity, our industrial base is among the most economically advantaged in the world. We expect that they will lead the region’s recovery in their respective industries. We create innovative solutions to help our customers, and we’re prepared to overcome headwinds through a disciplined cost management program as evidenced in our response to both last year’s unfavorable weather and this year’s COVID-19 impacts. It should not surprise you that we are affirming our longer-term outlooks, given our commitment to create permanent cost savings through continuous improvement efforts. These efforts strengthen and, when possible, will improve our delivery of steady, predictable earnings growth, as we demonstrated on this call last year. This is what makes Entergy a compelling long-term investment. This is the foundation on which we will grow, innovate, and expand our investment profile to continue to deliver on our commitments tomorrow. Before I turn the call over to Drew, I want to confirm that our virtual Analyst Day will be held on September 24th. These are exciting times for Entergy, and we look forward to continuing the conversation with you then about what we’re doing to build the premier utility.

Thank you, Leo. Good morning, everyone. As Leo noted, our second quarter results were strong. Sales were better than we expected on our last call. We are well on track to achieve our cost savings for the year, and our capital plan remains unchanged. We’re affirming our guidance on longer-term outlooks as we stay focused on becoming the premier utility. Entergy adjusted earnings for the quarter were $1.37 and drivers were straightforward. Starting with utility on slide 6, we saw positive effects of regulatory actions associated with our customer-centric investments in Arkansas, Louisiana, Mississippi, and Texas, including the Lake Charles Power Station, which came online a few months early. We experienced lower sales volume due to the impact from COVID-19 and unfavorable weather. Lower O&M reflected our cost reduction initiatives, as well as the timing and scope of non-nuclear generation outages and lower nuclear generation expenses. Depreciation and interest were higher as a result of our continued growth, and earnings on a per share basis also reflected a higher share count. At EWC, on slide 7, as-reported earnings were $0.55 higher than a year ago. The key driver was strong market performance for EWC’s nuclear decommissioning trust funds. The quarter’s results also reflected lower revenue and lower O&M, primarily due to the shutdown of Pilgrim and Indian Point 2. Slide 8 shows operating cash flow increased approximately $240 million. The main drivers were higher collections for fuel and purchase power costs and a $45 million reduction in the unprotected excess to ADIT returned to customers. The second quarter also benefited from lower nuclear refueling outage spending and lower severance and retention payments at EWC. Lower collections from utility customers partially offset the increase. Now, turning to slide 9, we are affirming our 2020 adjusted EPS guidance range of $5.45 to $5.75, and our 2021 and 2022 outlooks remain unchanged. As I mentioned in my introduction, our sales came in higher than we discussed last quarter, when we initially estimated the effects of COVID-19, and we’re well on track to achieve our cost savings for the year. Sales were better than expected in all classes and our overall 2020 expectation has improved slightly. For O&M, to date, we’ve achieved nearly 40% of our $100 million spending reduction, and we remain on track to achieve the remainder by year-end. While our year-to-date variance is very positive, a portion of that is due to planned projects that were shifted to the second half of the year in response to COVID-19. As a result, we expect the third and fourth quarters to reflect spending for these delayed projects, as well as the balance of our identified cost savings initiatives. Our credit metrics and liquidity position are outlined on slide 10. Our parent debt to total debt was 22% and our FFO to debt was 14.6%. The FFO metric includes the effects of returning $189 million of unprotected excess ADIT to customers over the last 12 months. Excluding this giveback and certain items related to our exit of EWC, FFO to debt would have been 16%. As we noted last quarter, we remain committed to achieving FFO to debt at or above 15% by fourth quarter 2021. Our liquidity position remains strong. As of June 30th, our net liquidity including storm reserves was $3.5 billion. Following up on Leo’s comments regarding SERI, we estimate that if the FERC were to agree with the conclusions in the ALJ’s initial decision without modification, the ongoing adjusted EPS impact could be $0.15 to $0.20. This includes approximately $0.06 for the sale leaseback issue and the remainder is from financing refunds to customers. This also reflects that we will give up SERI’s uncertain tax position with the IRS to mitigate risks to our owners, and it does not reflect any actions we would take elsewhere in the Company to mitigate the impact. This estimate should not be interpreted as acknowledgment on our part of the merits of the initial decision, or our expectation of the potential outcome on this matter. As Leo mentioned, we disagreed with the initial decision, we clearly laid out in our filings in this case, and we don’t believe there should be any material impact to EPS. Before closing, our Analyst Day is scheduled for September 24th. We’ll share with you our longer-term growth strategy, including our customer-centric investments and continuous improvement efforts. We will provide five-year views of our EPS outlooks and credit expectations, as well as details on the key drivers that support our path to achieve our objectives. We’re excited to share our plans with you. We had a strong second quarter, we achieved a number of significant accomplishments, and we remain on track to meet our strategic, operational and financial objectives. We’re committed to these objectives, as well as our goal to be the premier utility. We look forward to continuing this conversation at Analysts Day. And now, the Entergy team is available to answer questions.

Our first question comes from James Thalacker from BMO Capital Markets. Your line is now open.

I have two quick questions. Your previous guidance indicated a 2.5% decline for 2020, but now you're estimating a 2% decline. Could you explain your reasoning behind this adjustment for the remainder of the year? Also, do you think there's a possibility of some conservatism being factored in regarding the industrial sector as you anticipate the recovery by the end of 2020?

Yes. James, this is Drew. Yes. So, we haven’t changed our outlook for sales actually for the third and fourth quarter from what we described in May, even though we did see a little bit better outcome in the second quarter than what we were anticipating. It is possible that we could do better. But, given the spike in cases around the country and our service territory, we thought we should just keep it about where it is for right now. We do continue to see the phased reopening, even though it’s paused in certain municipalities right now. So, there is an opportunity perhaps over the balance of the year. But, for the time, we’ve elected to keep our outlook for sales, where we had it for the second half.

The improved outlook mainly stems from the second quarter and the sales we've observed so far this quarter.

That’s correct.

Okay. And then, the other question, I guess, just comes back to sort of credit is, are you still comfortable with the equity guidance that you’ve given before where you’re looking, I think for the high end of the 5% to 10% of the planned CapEx? Is that still sort of how you’re looking at things, and do you still feel like you’re on target for the end of the year to get to 15% FFO to debt, which I think is where you guys were sort of targeting last time we spoke?

That’s right. We are still targeting that, we still expect to make that by fourth quarter next year. And our equity outlook is in that same range that we’ve talked about previously. We have continued to think about timing. And we think it’s probably the latter half of next year when the need will actually arise. And we continue to think about the method in which we would deliver that. In the past, we’ve talked about block rate. That’s what we did a few years ago. So that’s still on the table. But we’ve also added other options to the table, including an ATM possibility and even perhaps preferred equity. Right now, we don’t have authorization for preferred equity within our charts. So, we would need a proxy vote to ensure that that would be shareholder friendly, but we’re considering that as well.

And just a follow-up on the preferred equity, I’m assuming that’d be like a mandatory convert.

Yes.

Is that from a rating agency standpoint? I know that you’ll get anywhere from 25% to 50% credit for something like that. Does that kind of limit I guess how much of the funding you can do through the convert, just considering it’s a little bit farther out and you don’t get as much equity credit as you would versus say a block sale or through an ATM?

So, that’s why the preferred equity gets you actually I think up to 100%. There are options around preferred debt, other versions of convertibles that will give you various credit, depending on the rating agency. And we have authorization for all of those. What we don’t have authorization for is the preferred equity that would allow you to get 100% credit.

Our next question comes from the line of Shahriar Pourreza from Guggenheim Partners.

So, good to see that the $100 million cost savings program is on target. Is there any plans to hold recurring savings into ‘21? Any sort of rough numbers to think about, I mean, what could be recurring with the 2020 savings, anything perpetual? And I have a follow-up.

So, obviously, at this point in the year, we are also thinking about 2021 and what that might mean. We have started to think about opportunities for savings in 2021. So that is actually well underway. Currently, we are monitoring everything that’s going on in the world and making sure that there isn’t any other risks that may be out there that we will need to apply those to. But that network that you’re referring to is well underway. But we’re not prepared to talk about specific numbers at this point.

You mentioned that it’s been a relatively strong start to the year. Can you indicate where you are tracking within your 2020 earnings range? From my rough estimation, it seems like you are moving closer to the higher end, particularly if the third quarter weather turns out as expected. Can you share some insight on your trends within that range?

We’re still tracking towards the middle of the band. There are opportunities potentially out there for us. But, we continue to track towards the middle at this point.

Our next question comes from the line of Jonathan Arnold from Vertical Research.

I wanted to ask about sales and where they may have deviated positively or negatively in the second quarter. The way you presented that slide and in the Q1 deck, it seems that was compared to guidance rather than year-over-year. I was wondering if sales were down, like the 1% decrease in industrial in Q2, or if the better performance was more on the residential side.

This is Rod. Good morning. I think the storyline remains consistent with what we expected back in May, where the growth was driven by residential, because so much of the shelter-in-place was showing up in our residential sector. You had some volatility in the commercial sector, because you had so many different levels of uncertainty with schools and churches and restaurants and the like. The clarity we had in the industrial sector sort of played out, although it was a little bit better than expected. So, the fundamentals have not changed dramatically, when you think about sort of this cross-sector contribution to growth. So, residential is really showing up for us and offsetting a large part, a lot of the volatility we’re seeing elsewhere.

And I’ll just add to that it pretty much was across all three quadrants, where we were a little bit ahead of expectations. It wasn’t one or the other that completely dominated.

I would like to follow up on the balance sheet. It seems that your uncollectibles have increased from about 7 million to around 43 million. Can you provide some insight into what you're observing there? Is there a spike, and is it stabilizing now, or is it on an upward trend? Additionally, how should we consider these variables moving forward?

Jonathan, that’s a good question. So, we are seeing more uncollectibles right now. We actually booked about $30 million of bad debt expense this quarter. That was offset by regulatory assets, given regulatory orders that we have in our retail jurisdictions. So, there’s not really any bottom line impact associated with that, because we would expect to be able to recover those costs. Historically, we’ve experienced about bad debt expenses, about a third of our typical arrears. So, typically, we have arrears in any given point of about $75 million, and we experienced about $25 million of bad debt expense. We are about $100 million higher on our arrears right now. That’s why we booked the $30 million. So, it’s consistent with that ratio. We expect that there are some people that are able to pay that are just taking advantage of the current situation. We do expect that to grow a little bit more. We haven’t turned on our dunning programs. We expect that balance to continue to grow through the summer, although we expect it to continue to be manageable. That growth is reflected in our liquidity expectations, which continue to be strong. So, that is something that we’re closely monitoring. It’s important for us to continue to work with our customers in order to help them through this.

Our next question comes from the line of Julien Dumoulin-Smith from Bank of America.

If I can, and I first off want to say that I appreciate the merits of your argument with SERI and just understanding just the financial implication, Drew, you specifically said that there were some mitigating factors, but didn’t quantify or specify what they were. Can you help walk through what they might be, be it from a reduction in financing needs or otherwise? Just help us understand what reserves you might have already taken and/or other mitigating circumstances?

Julien, I’ll begin with the mitigating circumstances. Then, I’ll let Drew finish up. First and foremost, I expect that no matter the impact, we will overcome it and meet our expectations. This is our initial stance from an organizational viewpoint, ensuring we continue to meet the objectives we've set out for you. Additionally, regarding the SERI case, we’ve previously discussed certain factors that could help mitigate the situation, such as interest costs related to the IRS and other aspects. Naturally, there will be some financing that aligns with the financing plan Drew has. The key point is that we expect to overcome whatever challenges arise.

Right. I would say that the opportunity within our business is embedded within our continuous improvement program. As you know, we’ve been working hard to continue to develop that. We feel like it’s continued to grow and mature. That is where that opportunity would come from. Not all of it clearly has been identified at this point. But, as we clearly just articulated, there is an expectation about how we would be expected to operate within the Company. Just like we have in the past, I have 100% confidence that the Company is going to figure out how to make that work.

And of course, Julien, our perspective is that there won’t be an impact because of our position in the case. So, I just want to make that clear too?

Absolutely, I appreciate the merits of the arguments there as well. They sound sound. But, if I can ask you to elaborate on this, you obviously have a $100 million in cost that you are well on track, at least for this year. When you say you’ll find ways to offset that, does that include leveraging or offsetting it with the continuation of this $100 million in cost cuts? And maybe even more broadly, actually, I know the last quarter and at the outset of COVID, we’ve been talking about the sustainability of these cost reductions. How do you think about that now, given the plans for the back half of the year and how that might impact ‘21, and also considering potential timing in ‘21 of resolution to the sales basis when you say...

I’ll clarify that for you, Julien, and my colleagues can jump in if I miss anything. Thank you for the question. There are a few factors to consider here. The $100 million largely relates to our flexibility program, which we’re implementing this year to address the effects of COVID and adverse weather conditions. We've already faced negative weather impacts this year, in addition to COVID-related issues. Last year, we also dealt with negative weather, and the adjustments we made during the year primarily revolved around weather, which we expanded due to the impact of COVID on sales. Alongside this, we have an ongoing improvement program similar to what we discussed last year, which enabled us to identify permanent cost reductions. These reductions have allowed us to reinvest more capital into enhancing our system's reliability, improving customer experiences, and growing our business, which also supports our charitable foundation and employee benefits. Looking ahead to next year, we’ll have a mix of both strategies. I should mention that, while this isn’t exclusive to us, we are noticing some cost impacts related to our response to COVID that may transition into long-term improvements. We’re working on how we can shift certain annual practices into permanent changes. I’m sure your firms have encountered similar situations where you’ve adapted to new, more efficient ways of doing things. I hope this explanation assists. Essentially, we have two focus areas: one is the usual flexibility within the annual budget for each department, and the other is the ongoing permanent improvements that everyone is addressing. You may remember that during the second quarter last year, we updated our forecasts due to continuous improvements. This year, we’re maintaining our forecasts because of flexibility. Does that make sense?

Right. And that’s the offset, potentially the impact next year too?

Yes, yes. But, I would say, impact next year, depending on what it is, whether it is weather, whatever, it would be a flex sort of thing we were just talking about SERI. That’d be more of a continuous improvement sort of thing.

Got it. All right. Excellent. Thanks for the clarity.

Thank you. Our next question comes from the line of Jeremy Tonet from JP Morgan. Your line is now open.

I was just wondering if you could speak a little bit more on the 90% of CapEx not dependent on customer growth. Is this kind of like a shift in planning and strategy or is it kind of just more reflective of current system investment levels that are needed?

That’s a great question, Jeremy. It’s consistent with the capital plan that we’ve had for the last 10 years. I felt like it was necessary to add a metric that keeps that top of mind with everybody because I believe that’s important about our plan. If you think about what we’re doing in the generation space and what we’ve been doing for over a decade, we are replacing 50-year-old generation with brand new generation. The heat rate is lower, creating a significant production cost improvement at pace for the plant, while emissions are 40% lower than they used less water. All those things are good about new plants. What we’ve been doing over the years is adding new generation and subsequently retiring old generation. So, it’s meeting the needs of the system with new stuff rather than old stuff. The same thing goes with the investments we’ve had in the distribution system. If you think about AMI, we’re replacing old meters with new meters. It’s not new customers. Although there are new customers that get a new meter, the majority of that program is driven by the technological improvement. Our distribution automation strategy, our asset management strategy, all of those are really based on improving the level of service that our customers achieve by deploying capital that lowers costs or provides a service that was not available in the past. So, 90% of it has been and continues to be based on the fact that we need to modernize the system. Where the fact that we have customer growth has assisted us is that it has provided a lower rate path for everybody as we expand the sales that we have on those assets that we’re using to modernize the system, which contributes to the fact that we have historically had either the lowest or second lowest rates in the United States. I felt like it was necessary, given the impact that COVID has had on the economy and sales that we point out that the capital plan is still there to modernize the system, and COVID hasn’t changed the need for us to modernize the system. If anything, it’s actually enhanced the need for us to modernize the system, particularly at the distribution level. There is a lot in the wings for more technological improvement we can do to the extent we find the headroom to do it. I hope that helps answer your question.

That was very helpful. Thank you for that. One more if I could. Just wondering if you could talk a bit on how your position in MISO impacts Entergy’s renewable planning. Do you see opportunities here changing over the next five years from MISO level planning and changes?

We do our resource planning obviously in conjunction with the resource adequacy that we need for MISO, but our resource planning is done at the state level. The resource plans that we have in the type of generation we need incorporates our participation in MISO. But, it’s not MISO that is driving what resources we pick.

Thank you. Our next question comes from the line of Steve Fleishman from Wolfe Research. Your line is now open.

One very brief clarification on the SERI, because of this change you’re going to make to the uncertain tax position. Does that cause the earnings impact to occur kind of temporarily until you get the final decision?

No, there shouldn’t be any real earnings impact associated with that other than the fact that we did have an expectation that we would be successful, which would have reduced future rate base and subsequent earnings. But, that’s not what we’re referring to when we’re talking about maintaining our expectations. It would have to come through other means.

Okay. Just the FRPs, the extensions, I think Louisiana, you filed and then, are you doing Arkansas?

Yes, both jurisdictions, yes.

Yes. Just how much do we need to kind of worry about these as more like normal rate cases as opposed to these like annual reviews, like can you just explain the issues in the multi-year extensions versus the annual?

I think the primary question on the renewals is, has the FRP accomplished the objectives that we set out five years ago in Arkansas and three years ago in Louisiana? When you think about how we’ve shaped the capital plan and disclosed our plans to our regulators, the question becomes, can we achieve the objectives? You’ve heard it before, around reliability, sustainability, affordable, low-cost competitive rates, can we achieve that given the capital plan for customers? If the answer to that question is yes and as we laid out in our renewal filings, the answer is yes, in our view. Then they expect that they, as well as the other stakeholders, will agree that it makes sense to keep it going. It hasn’t been viewed, as we’ve discussed with the stakeholders as a full-blown rate case where we are reviewing what we spend a year going through the traditional backward-looking base rate case. So, that’s not the expectation. But of course, the regulator has the ability to weigh in on whatever component that they wish. We believe the interests are aligned. The way the FRPs have worked historically have been consistent with what we represented five years ago in Arkansas. As you know, this is a series of three-year renewals in Louisiana. Given the shape of the capital plan, we’re going beyond just a renewal of FRP in Louisiana. For instance, recognizing as Leo laid out, we’re shaping the capital plan with more distribution investment, as part of that asset renewal. That’s going to show up in what we are asking the jurisdiction in Louisiana to consider with a distribution rider. Those types of policy considerations are what we’re going through with our stakeholders and not as much a rate case review.

Yes. Steve, Rod mentioned that we looked back at the last renewal and the one before that. This is obviously the first time we've done it in Arkansas, but it's clear that the formula rate plan in Arkansas has worked as intended. For example, in 2018, we had a year that turned out differently due to tax reform, but we still earned our allowed rate of return and refunded money to customers in the next formula rate plan filing. Overall, this has benefited customers significantly. In Louisiana, we have a long history of renewals, and while this will be the first one in Arkansas, it seems to be functioning exactly as all parties intended.

Thank you. Our next question comes from the line of Angie Storozynski from Seaport Global.

I wanted to go back to SERI. I appreciate your assessment of the downside case regarding $0.20 and your ability to mitigate that potential earnings impact. However, it seems that may only represent part of the overall impact. There is also an ongoing review related to the ROE and likely the equity ratio for the asset. I understand the ALJ recommendation is expected in February next year. Could you explain if there are any ongoing negotiations regarding this? We also have the MISO ROE decision from FERC and some proposed adjustments to the calculation mechanism for the ROE, which could affect the earnings potential of Grand Gulf.

So, this is Drew. We've had an expectation for return on equity and capital structure established for about three years now. Our expectations are reflected in our outlooks, which are based on the outcome of this proceeding. At this point, we don't see any reason to change those expectations, considering how the proceedings have progressed so far. Even if those outlooks aren't fully realized from a return on equity and capital structure perspective, we believe that any variance is something we can manage within our current expectations.

Okay. Even if there were those overlapping impacts, right, with the reduction of the rate base and reduction of the ROE and the reduction in the equity layer?

That’s correct.

Great. And just one follow-up. So, what should we expect then going into your Analyst Day? I mean, do you plan on making any announcements, for instance regarding more renewable power spending or is this just an additional cost-cutting initiative? Again, I mean, just big picture expectations going into the Analyst Day?

I think, from a broader perspective, we'll discuss how we operate and what we're doing in relation to our capital plan and our approach to it. The capital plan is fairly stable as it stands, and as we've mentioned previously, there is a significant amount of renewables in our plans for the future, particularly between 2022 and 2030. We anticipate a considerable increase in renewable projects, including those we are currently involved in and those under construction. Overall, the capital plan is in good condition. We may provide more details on what's ahead, especially regarding our customer solutions. We intend to delve deeper into aspects like the contents of our capital plan, our path to lower emissions, our customer solutions, our distribution efforts, and how we are implementing continuous improvement.

Thank you. Our next question comes from the line of Sophie Karp from KeyBanc.

I wanted to revisit the volume situation. When looking at the breakdown by class, it appears that the industrial sector is performing quite well, showing minimal decline year-over-year when adjusting for weather. The commercial sector is understandably facing more challenges, while the residential sector is seeing an increase. My question is if you could provide more insight into the current situation on the ground. Should we anticipate this trend to persist? Given this shift in the mix, how do the sensitivities we had pre-COVID adapt to this new environment?

Yes. Sophie, regarding the industrial sector, we were anticipating solid growth this year, initially projected at 5% to 6%. The current 1% decline is significant compared to our expectations. For the remainder of the year, we expect residential trends to decline as people return to work outside their homes. Conversely, we believe commercial and governmental sectors will gradually improve, and we hope to see industrial performance enhance as well. This aligns with our expectations shared in May. We still foresee that the phased reopening will foster a slow but steady improvement in these areas.

As far as topics for the Analyst Day, probably just a little more depth and color around what’s in the capital plan, our trend to lower emissions and as well as continuous improvement, structure and things like that will be subjects that we’ll talk about. We don’t want to talk too much about it today. We want you to tune in.

Thank you. Our last question comes from the line of Ryan Levine from Citi. Your line is now open.

What projects are in your capital plan that are most sensitive to load outlook that was incorporated within that 10% that was that highlighted in the prepared remarks?

There are some new customer connections, which are significant in the distribution and transmission areas. For instance, if a major industrial customer is situated in our service area, the substations necessary for them can be quite substantial, requiring us to build one. Additionally, we encounter regular line extensions in our distribution business whenever a new house is constructed or similar developments occur. Some transmission infrastructure might also fall into this category, particularly if we need to establish transmission capabilities in a region due to previous or upcoming load growth. Ultimately, our focus is primarily on reaching that last mile.

Thanks. And then, in terms of the industrial load assumption in your guidance, what are your conversations with customers suggesting for that outlook and are there any big lumpy customers that you have color as to their plans or timing upon some of that industrial load can return throughout the remaining portion of the year?

Hey Ryan, it’s Rod. We will discuss the details of our industrial engagement more thoroughly at the Analyst Day. Our confidence in growth observations comes from the fact that we are engaging with actual customers, allowing us to quantify and identify existing projects. We are focusing on companies that have made final investment decisions, whether they have delayed projects or are ramping back up. We can connect specific companies to specific projects in our outlook. As we mentioned before, we assign probabilities not only to projects in our plan but also to other projects in our economic development pipeline that we’re monitoring to decide if they should be included or excluded from the plan. We haven’t seen much change in our existing plan regarding projects we've previously identified as canceled; there may have been one or two, but they had minimal impact. Our confidence is rooted in linking these projects to those that remain active.

Thank you. Our last question comes from the line of Durgesh Chopra from Evercore ISI.

I just want to quickly clarify, Drew, the $0.15 to $0.20. I’m trying to reconcile that to slide 26 where you show the rate base exposure. Am I correct in thinking about the $0.15 to $0.20 as essentially you losing the return on that north of $400 million rate base in a worst-case scenario? Is that the right way to think about it, or am I comparing apples and oranges?

Yes. So, the $400 million plus the $100 million of interest that is part of the refund, because they are saying that we owe the money. It’s not actually really rate base. It’s a refund. So, the rate base doesn’t change in that regard. It would only change if we were successful in our outcome with the IRS, because that would be a deferred tax and the rate base would go down, the net rate base would go down. We’re talking about the $510 million that you see there. That total amount is the requested refund. We’ve had to finance that. The lease payments are about the $17 million a year on an ongoing basis.

Thank you. At this time, I’m showing no further questions. I would like to turn the call back over to David Borde for closing remarks.

Thank you, Gigi, and thank you to everyone for participating this morning. Our annual report on Form 10-Q is due to the SEC on August 10th and provides more details and disclosures about our financial statements. Events that occur prior to the date of our 10-Q filing that provide additional evidence of conditions that existed at the date of the balance sheet would be reflected in our financial statements in accordance with Generally Accepted Accounting Principles. Also, as a reminder, we maintain a webpage as part of Entergy’s Investor Relations website called Regulatory and Other Information, which provides key updates of regulatory proceedings and important milestones on our strategic execution. While some of this information may be considered material information, you should not rely exclusively on this page for all relevant Company information. And this concludes our call. Thank you very much.

This concludes today’s conference call. Thank you for participating. You may now disconnect.