Board of Directors
(as of March 27, 2020)
(Hover over dots to view bios).
Philip L. Frederickson
Former Executive Vice
Horseshoe Bay, Texas
An Entergy director since 2015.
Karen A. Puckett
Former President and Chief Executive Officer,
Harte Hanks, Inc.
An Entergy director since 2015.
Kirkland H. Donald
Former President and Chief Executive Officer, Systems Planning and Analysis, Inc.
Mount Pleasant, South Carolina
An Entergy director since 2013.
Alexis M. Herman
Chair and Chief Executive Officer, New Ventures, LLC
An Entergy director since 2003.
Leo P. DENAULT
Chairman of the Board and Chief Executive Officer,
New Orleans, Louisiana
Chairman and Chief Executive Officer since 2013.
Stuart L. Levenick
Former Group President and Executive Office Member,
An Entergy director since 2005.
Blanche Lambert Lincoln
Founder and Principal,
Lincoln Policy Group
An Entergy director since 2011.
Patrick J. Condon
Retired Audit Partner, Deloitte & Touche LLP
An Entergy director since 2015. Age 71
M. Elise Hyland
Former Senior Vice President,
EQT Corporation and Senior Vice President and Chief Operating Officer, EQT Midstream Services, LLC
An Entergy director since 2019.
John R. Burbank
Former President, Corporate Development and Strategy, Nielsen Holdings plc
An Entergy director since 2018.
Our board of directors provides oversight with respect to our overall performance, strategic direction, and key corporate policies. It approves major initiatives, advises on key financial and business objectives, and monitors progress with respect to these matters.
Our board includes a diverse group of leaders in their respective fields. We believe their varied backgrounds, skills, and experiences contribute to an effective and well-balanced board that is able to provide valuable insight to, and effective oversight of, our senior executive team. Each of the following key qualifications is well-represented on our board.
|Key Qualification||Why It’s Important|
|Key Qualification: Technology and transformation||Why It’s Important: Our industry is undergoing transformational change as a result of advances in technology and changing customer expectations about the products and services they want and need to power their lives. This creates opportunities for companies whose leadership is able to understand those changes and what they mean for their customers and other stakeholders. Directors with experience managing consumer-facing businesses and operations that have been impacted by transformational change can provide the board with critical insights and perspectives on these issues and challenges.|
|Key Qualification: Executive experience||Why It’s Important: Directors who hold or have held significant leadership positions within large organizations provide the company with unique insights. These individuals generally possess extraordinary leadership qualities as well as the ability to identify and develop those qualities in others. Their experiences developing talent and solving problems in large, complex organizations prepare them well for the responsibilities of board service.|
|Key Qualification: Finance and accounting||Why It’s Important: Accurate financial reporting and robust auditing are critical to our success. We seek to have at least one director who qualifies as an audit committee financial expert, and we expect all of our directors to be literate in finance and financial reporting processes.|
|Key Qualification: Government / legal / public policy||Why It’s Important: Our businesses are heavily regulated and are directly affected by governmental actions. As such, we seek to have directors with experience in government, law, and public policy to provide insight and understanding of effective strategies in these areas.|
|Key Qualification: Operations||Why It’s Important: As a capital-intensive company, we seek to have directors with deep experience in a significant operations role with a large business to develop, implement, and assess our capital plan and our business strategy.|
|Key Qualification: Regulated utility / nuclear||Why It’s Important: Due to the complexity of our business, we believe it is important to have directors with experience in the utility industry or in nuclear power operations to enable the board to provide effective oversight of our operations.|
|Key Qualification: Risk management||Why It’s Important: Managing risk in a rapidly changing environment is critical to our success. Directors should have a sound understanding of the most significant risks facing the company and the experience and leadership to provide effective oversight of risk-management processes.|
|Key Qualification: Other public boards||Why It’s Important: Directors who have served on other public company boards are able to draw on lessons learned on their other boards as they seek to develop and implement best practices for the company.|
We believe that our current leadership structure, under which the board is led by a combined chairman and CEO and a strong independent lead director, with independent directors chairing each of the board committees, is most suitable for Entergy at this time because it provides the optimal balance between independent oversight of management and efficient, unified leadership. Given his deep involvement in the business and the industry, we believe Mr. Denault is uniquely positioned to determine the issues and topics that should be on the board’s agenda, subject to the lead director’s review and concurrence. At the same time, we believe that having an otherwise entirely independent board of directors, led by an independent lead director, provides ample assurance that the board will not be unduly dominated or influenced by management and will always act independently and in the best interests of our shareholders.
Our board’s and management team’s commitment to understanding the interests and perspectives of our shareholders is a key component of our corporate governance strategy. We approach shareholder engagement as an integrated, year-round process involving senior management, our investor relations team, our corporate governance team, our human resources team, and our corporate sustainability group. The perspectives provided by our shareholders informed our decision making and helped to guide our actions in continuing to enhance our environmental, social, and governance disclosures, and our disclosures related to our board of directors, and was an important consideration in our decision to prepare and publish our 2019 climate report and scenario analysis.
During 2019, our board held 20 meetings. Members of the board attended on average approximately 97 percent of the total number of meetings of the board and the committees on which they served. The board’s six standing committees (and their meeting frequency in 2019) are: audit (9), corporate governance (9), personnel (9), finance (8), nuclear (5), and executive (5).
|John R. Burbank||Personnel Committee||Finance Committee|
|Patrick J. Condon||
(c)Audit Committee (chair)
|Leo P. Denault||
(c)Executive Committee (chair)
|Kirkland H. Donald||Finance Committee||
(c)Nuclear Committee (chair)
|Philip L. Frederickson||Audit Committee||
(c)Finance Committee (chair)
|Alexis M. Herman||Corporate Governance Committee||Personnel Committee|
|M. Elise Hyland||Audit Committee||Finance Committee|
|Stuart L. Levenick||Corporate Governance Committee||Nuclear Committee||Executive Committee|
|Blanche L. Lincoln||
(c)Corporate Governance Committee (chair)
|Karen A. Puckett||Audit Committee||
(c)Personnel Committee (chair)