Performance Reporting & Scorecard MeasuresKathy PowajboLawson KeyUtility Performance Measurement

Entergy – Quick Facts• Entergy delivers electricity to 2.8 million utility customers in

Arkansas, Louisiana, Mississippi and Texas.• Entergy’s utility business operates in five different regulatory

jurisdictions – Four state bodies and the New Orleans City Council• Entergy supplies natural gas to approximately 196,000

customers in Baton Rouge and New Orleans, LA.• Entergy employs approximately 13,000 people.• Entergy operates a system composed of approximately 15,500

miles of interconnected transmission lines at voltages of 69 kilovolt and above and approximately 1,500 substations across a 114,000 square mile area.

• Entergy is a Fortune 500 company with revenues of more than $12 billion.

Customer Service functions in the Entergy Organization

CEO

Utility President

Customer Operations Support

Utility Performance

Metrics

Business Services

Meter Reading Billing Credit &

Collections

Revenue Protection

Customer Contact Center

Utility Operating Companies

Customer Service

Operations

Meter Services

CAO

Shared Services

Finance Operations

Payment Processing

How Metrics are Used• Metrics are used as an indication of performance in key business

focus areas which are in support of our four key stakeholder groups.

Focus Area: Customer Service ExcellenceObjective: Improve the customer’s

experienceMetric: Recent Experience

Satisfaction

Note: Some key metrics are used to reward employee annually for performance in metrics that are included in the incentive program.

Owners Customers Employees Communities

How Metrics are Reported• Utility Performance Measurement (UPM) develops scorecards with

standard measures. Each measure’s performance level is reported as “Below Minimum”, “At Minimum”, “At Target” or “Above Maximum”

• UPM has a dedicated IT resource to performance enhancements and maintenance to performance application.

• Scorecards are developed monthly for each of the following areas:• 5 Jurisdictions (with comparable measures)• Gas Distribution• Business Development Services (Economic Development)• Regulatory Services• Transmission

• Other operational scorecards are managed and reported within the different departments.

• Scorecards are pushed to the utility leadership and available to all Entergy employees (except those that are considered Marketing Function Employees)

2015 Scorecard Measures• Safety Excellence• % Safety Compliance• # of OSHA Recordable Accidents• # of Vehicle Accidents

• Operational Excellence• # of Customer Interruptions• SAIFI• SAIDI• CEMI• Gas Customer Reported Leaks• 3rd Party Damage to Gas Facilities

• Customer Service Excellence• Recent Experience Satisfaction• # of Customer Calls• # of Agent Handled Customer Calls

• First Contact Resolution

• Smart Spending• Non-fuel O&M• Baseline Capital

• Growth• AGM/Revenue

• New AGM• Retained AGM• Lighting• Well Conversions• Competitive

• Regulatory Relationships• Accuracy & Timing Regulatory

Filings• Earned Return on Equity

Red = 2015 Incentive Measures

Measuring Customer Service Improvements and Business Process Improvements

• We evaluate the customer experience using three key metrics• Recent Experience Satisfaction: Metric is the % of customers that

score their recent experience in Billing & Payment, Technical Services, or Outage an 8, 9, or 10 (0 – 10 scale)

• First Contact Satisfaction - Metric is the % of customers that respond “Yes” when asked if their recent experience in Billing & Payment, Technical Services, or Outage was handled after the first call.

• # of Agent Handled Call: This metric is simply the number of calls offered to an agent. This does include abandoned calls but doesn’t include calls contained in the IVR.

• Entergy no longer has a continuous improvement program but is currently looking at end-to-end process through the business plan to improve the customer’s experience.

Impact of measures on Customer Service• Call volume metric (# of Customer Calls) has elevated awareness

that call volume and customer satisfaction are company issues, not just contact center issues.• Field employees notify customer of a missed commitment

• Several strategic initiatives are pending, and we are developing those strategies to be complimentary so that resources are not strained. As a result, the company is in a holding pattern with regard to major service improvement initiatives.

• In the meantime, we’ve had a few quick-wins• Field employees notifying customers of missed commit dates• QPC receipt with payment confirmation• IVR redesign• Increased disconnect threshold amount

• Metric comments describe the drivers of the results

Metric Reporting Opportunities/Challenges• Obtaining agreement on what metrics to include on scorecards?• Keeping the list of metrics manageable and being mindful of

additional metrics-creep.• Determining how low to report metric performance (regions,

networks, local offices).• Employees understanding how they impact the performance of the

metrics.• Establishing targets that are achievable with reasonable stretch.• Understanding what is driving the performance (data is limited,

applications are out of date)• Reporting data timely before it’s too late (report about the 15th of

the month, executive sessions are held at the end of the month).

Monthly Results from Data Providers

Data entry tool

Performance Database

Interactive Scorecards

Internal Customers (Employees, OpCo

Presidents,

Overview of web reporting tool

Customer usage of Scorecards

Interactive Scorecards

All employeesResults and metric comments are available

Operating Company Presidents and Support Org VPs – Conduct monthly meetings with direct reports

Deep dive reviews 2-3 times annually with Utility Performance Metrics, OpCo President and OpCo management to 1) review results, 3) discuss tactics and specific plans for improvement and 4) develop metrics as part of the annual metric cycle.

How have the interactive scorecards affected our reporting process?

• Automated emails notify data providers of deadlines, missing data and the requirement to enter a metric comment (if needed).

• In the past Scorecards were distributed via PDFs through manual emails each month. Those emails are now automated.

• Scorecards are “published” monthly, and the links are distributed to senior managers. However, the scorecards are available to all employees

• Scorecards are dynamic. Results are available when data is entered, and scorecards are easily updated/corrected.

• We are planning an enhancement to our data entry tool that will provide some charting and analysis features.

Scorecard Example

Scorecard Example #2

Executive Dashboard

Web Scorecard Tool

UPM reports monthly results through a web tool that is accessible to all utility employees. This screen shows the option menus that are used select a scorecard and customize the view.

Benefits of online data entry and web reporting• Accessibility of information - The interactive scorecards are

available to all employees• Convenience – One location to view results*• Transparency – • Metric comments are required for measures that are below

target. These comments help provide context for the results and may identify employee behaviors that can move the needle.

• Employees can view any scorecard (OpCo or support organization) from any time period