Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
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Total |
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Calendar year
(or fiscal year beginning in)
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(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 25,668,163 | 30,390,804 | 26,261,802 | 28,183,079 | 26,471,327 | 136,975,175 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf .... | 0 | |||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | 0 | |||||
| 4 | Total. Add lines 1 through 3 | 25,668,163 | 30,390,804 | 26,261,802 | 28,183,079 | 26,471,327 | 136,975,175 |
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f) .. | 9,960,738 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 127,014,437 | |||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 25,668,163 | 30,390,804 | 26,261,802 | 28,183,079 | 26,471,327 | 136,975,175 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 22,852 | 277,571 | 516,743 | 641,559 | 1,277,099 | 2,735,824 |
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | 13,255 | 31,752 | 1,715 | 46,722 | ||
| 11 | Total support. Add lines 7 through 10 | 139,757,721 | |||||
Calendar year (or fiscal
year beginning in) ![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513 ..... | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge | ||||||
| 6 | Total. Add lines 1 through 5 | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support. (Subtract line 7c from line 6.) | ||||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included on line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
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| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 0.015 of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by 0.035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | 1 | |
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
2 | |
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | 3 | |
| 4 Amounts paid to acquire exempt-use assets | 4 | |
| 5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI) | 5 | |
| 6 Other distributions (describe in Part VI). See instructions | 6 | |
| 7Total annual distributions. Add lines 1 through 6. | 7 | |
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
8 | |
| 9 Distributable amount for 2023 from Section C, line 6 | 9 | |
| 10 Line 8 amount divided by Line 9 amount | 10 | |
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2023 |
(iii) Distributable Amount for 2023 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2023 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2023 (reasonable cause required-- explain in Part VI).
See instructions. |
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| 3 Excess distributions carryover, if any, to 2023: | ||||
| a From 2018....... | ||||
| b From 2019....... | ||||
| c From 2020....... | ||||
| d From 2021....... | ||||
| e From 2022....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2023 distributable amount | ||||
|
i
Carryover from 2018 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2023 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2023 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2023, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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6
Remaining underdistributions for 2023. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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7 Excess distributions carryover to 2024. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2019..... | ||||
| b Excess from 2020..... | ||||
| c Excess from 2021..... | ||||
| d Excess from 2022..... | ||||
| e Excess from 2023..... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
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| Software ID: | |
| Software Version: |
| Return Reference | Explanation |
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| FORM 990, PART III, LINE 1 | FOUNDED IN 1987, THE RAINFOREST ALLIANCE'S MISSION IS TO CONSERVE BIODIVERSITY AND ENSURE SUSTAINABLE LIVELIHOODS BY TRANSFORMING LAND-USE PRACTICES, BUSINESS PRACTICES, AND CONSUMER BEHAVIOR. WE ENVISION A WORLD WHERE PEOPLE CAN THRIVE AND PROSPER IN HARMONY WITH THE LAND. THE CORE OF OUR APPROACH LIES IN LEVERAGING MARKET DEMAND FOR SUSTAINABLE PRODUCTS TO CONSERVE BIODIVERSITY AND ENHANCE LOCAL LIVELIHOODS. FROM LARGE MULTINATIONAL CORPORATIONS TO SMALL, COMMUNITY-BASED COOPERATIVES, WE INVOLVE PRODUCERS, BUSINESSES AND CONSUMERS ALL ALONG THE VALUE CHAIN IN EFFORTS TO BRING RESPONSIBLY PRODUCED GOODS AND SERVICES TO A GLOBAL MARKETPLACE IN WHICH THE DEMAND FOR SUSTAINABILITY IS GROWING STEADILY. SINCE OUR FIRST EFFORTS IN CENTRAL AMERICA OVER 30 YEARS AGO, THE RAINFOREST ALLIANCE HAS GROWN INTO A GLOBAL INNOVATOR OF MARKET-BASED SOLUTIONS FOR CONSERVATION AND ECONOMIC DEVELOPMENT, AND WE ARE CURRENTLY WORKING IN MORE THAN APPROXIMATELY 80 COUNTRIES. THE RAINFOREST ALLIANCE IS ACTIVE IN MULTIPLE SECTORS - INCLUDING FORESTRY, AGRICULTURE, TOURISM AND CARBON/CLIMATE - PROVIDING TECHNICAL ASSISTANCE AND CERTIFICATION SERVICES TO PRODUCERS, WHILE WORKING WITH BOTH LOCAL ENTERPRISES AND DOMESTIC AND INTERNATIONAL BUYERS TO INCREASE THE COMPETITIVENESS OF SUSTAINABLE BUSINESS. RAINFOREST ALLIANCE HOLDING, INC. WAS FORMED ON JANUARY 1, 2018 TO SERVE AS THE COMMON NON-PROFIT PARENT CORPORATION PROVIDING CENTRALIZED GOVERNANCE AND OVERSIGHT OVER 2 WHOLLY-OWNED NON-PROFIT ENTITIES: 1) RAINFOREST ALLIANCE, INC, A NEW YORK CORPORATION AND SECTION 501(C)(3) PUBLIC CHARITY AND 2) STICHTING RAINFOREST ALLIANCE, A TAX-EXEMPT DUTCH FOUNDATION. |
| FORM 990, PART III, LINE 4A | Growing Our Alliance, Scaling Our Impact Instead of protecting nature from people, Rainforest Alliance works to restore the balance between people and nature, so that they both can thrive together in harmony. As the world reaches the point where permanent damage becomes inevitable, we are leapfrogging from a "do no harm" sustainability mindset to a "repair and restore" regenerative mindset. The Rainforest Alliance works in more than 60 countries on both the supply and demand side of the market. On the supply side, we support millions of people in farming and forest communities to embrace more sustainable and regenerative practices to restore landscapes, while on the demand side, we help companies source more sustainable ingredients and understand their impact. To increase the speed and scale of change, we aim to grow our alliance from 7.5 million to 100 million farmers and workers by 2030. Landscape Programs Over the years, Rainforest Alliance have implemented that certification works best in combination with landscape-wide initiatives. Rainforest Alliance are now building on decades of conservation and community programs to maximize the impact in five critical landscapes. In these Thriving Landscapes, Rainforest Alliance provides training and support to farmers, community members, and other stakeholders working collaboratively toward their shared vision. Thriving Landscapes - A New Vision for the Future From the dense forest belts of Mount Kenya to the sprawling canopy of the Selva Maya, protecting the world's most iconic-and threatened-landscapes are central work to the Rainforest Alliance. To make the greatest impact, we focus our efforts on five key production landscapes. We believe that those who live on the land know best how to take care of it. That's why the Rainforest Alliance takes a unique and powerful approach: We center the vision for landscape sustainability that the communities and their alliances establish. It is this vision that forms the foundation and fuel for all our work to build a more sustainable future. Certification and Beyond -Rainforest Alliance Certification Helps Companies Make the Leap Toward EUDR Compliance Ending deforestation has always been at the heart of the Rainforest Alliance's mission, so we were thrilled when the European Union Regulation on Deforestation-free Products (EUDR) passed. Better yet, we only had to fast-track a few crucial tweaks to ensure our certification program was ready to support companies to comply with the new regulation. Before the end of 2024, companies that sell deforestation-risk commodities to EU markets (or export them from the EU) will need to meet the requirements of the EUDR, proving that their products do not come from land deforested after December 31, 2020. Our offerings include a range of tools and systems-like our AI-powered risk maps and EUDR Deforestation Risk Assessment Tool-that put farmers at the center and help cocoa and coffee companies get closer to meeting their EUDR obligations for both certified and non-certified products. -Raising the Bar: Ways to Strengthen RA Assurance System Based on third-party auditing by independent certification bodies, Rainforest Alliance assurance system verifies that businesses and farms follow the requirements of Rainforest Alliance certification. In 2023, we made this system more effective by: - Continuing to train and monitor the work of 30 certification bodies around the world (including auditing them and reviewing their licenses) - Tailoring guidance and policies to specific topics and sectors (including EUDR related updates for auditing, updated labor risk maps, and more) - Strengthening our internal investigation audit procedure for addressing complaints and improving our grievance mechanism procedure - Streamlining auditing tools and assurance documents to make the process simpler and cheaper for farmers Leading the Way to Responsible Supply Chains with the Accountability Framework In 2019, the Rainforest Alliance co-led the development of the Accountability Framework, a globally respected roadmap for building responsible supply chains beyond certification. We used this vital toolkit to help the Forest Positive Coalition of Action (FPC)-a group of 21 global brands with a combined value of US$1.8 trillion-create responsible sourcing plans for commodities linked to deforestation like soy, beef, palm oil, and timber. After working with the Rainforest Alliance, 100 percent of FPC members set a deforestation-free commitment for at least one key commodity in their supply chains. In contrast, fewer than half of all companies in these industries have made such a commitment. Certification highlights from 2023 Creating a brighter future for communities in Uganda's coffee landscape Uganda is one of the world's biggest coffee producers, with more than 1.8 million farmers depending on coffee for their livelihoods. Yet most of these farmers live in poverty, and child labor is a big issue throughout farming communities. To address these issues and promote child education, we launched a three-year project in two of Uganda's critical coffee-growing regions. Through the project, we set up: - Child labor committees and Village Savings and Loan Associations (VSLAs) in communities - Children's rights committees and parent-teacher associations in schools - Committees within companies that focus on improving how to address human rights issues - Social, economic, and educational committees at the government level Rainforest Alliance global campaign to ban farming's deadly weedkiller The global transition to regenerative agriculture begins with banning the deadliest chemicals used in farming. Paraquat is a highly toxic herbicide that is wreaking havoc on the environment and can be fatal for humans, even in small doses. It has been banned on Rainforest Alliance Certified farms since the start of our program, but it is still widely used on cocoa and other crops worldwide. That's why we're petitioning for a global phase out once and for all. In 2023, we gathered 30,000 signatures. These have been used to urge governments to ban paraquat, encourage companies in the food industry to prevent its use, and support farmers to adopt regenerative agriculture techniques that don't require harmful herbicides. Stopping sexual violence on Kenyan tea farms In Kenya, 76 percent of women work in agriculture, carrying out back-breaking physical labor for low pay and little job security. Worse, sexual violence against women farmworkers is commonplace. In 2023, the Rainforest Alliance implemented a gender action plan to tackle gender-based violence and harassment in the Kenyan tea sector-from the farm to government level. Through targeted training and support, farms and factories strengthened gender-sensitive policies and systems that get to the root of the problem, the first step toward shifting long-held cultural norms. Championing fair labor practices across the Latin American fruit sector The farming of bananas and tropical fruits in Latin America is often linked to risks of forced labor and other workers' rights violations. In 2023, the Rainforest Alliance wrapped up a project that addressed these issues in Mexico and Costa Rica. Using Stronger Together's program for responsible recruitment, we piloted tools to help farms and cooperatives prevent, identify, and act on recruitment-related risks. In Guatemala and Ecuador, we helped farms reduce their reliance on pesticides to improve worker health while boosting their agricultural productivity. |
| FORM 990, PART III, LINE 4A | Thriving Landscapes From the dense forest belts of Mount Kenya to the sprawling canopy of the Selva Maya, protecting the world's most iconic-and threatened-landscapes is central to our work at the Rainforest Alliance. To make the greatest impact, we focus our efforts on five key production landscapes. We believe that those who live on the land know best how to take care of it. That's why the Rainforest Alliance takes a unique and powerful approach: We center the vision for landscape sustainability that the communities and their alliances establish. It is this vision that forms the foundation and fuel for all our work to build a more sustainable future. How We Are Regenerating Ghana's Sui River Landscape In Ghana's Sui River region-one of West Africa's most important cocoa-growing areas-we are working with communities to support regenerative agriculture, forest restoration, and thriving local economies. Representatives from 106 farming communities joined forces with government officials, cocoa traders, chocolate manufacturers, and the Rainforest Alliance to develop a landscape action plan for 382,000 hectares. Through the plan, farmers are: - Learning to apply regenerative and climate-smart practices, including planting shade trees, composting, and conserving water. - Getting support setting up additional businesses, such as vegetable and snail farming, bee keeping, and honey production to boost their incomes. - Planting tree seedlings on cocoa farms, along riverbanks, and in formerly degraded areas. - Gaining ownership of trees through a simplified tree registration process. How We Partner with Indigenous Communities to Regenerate Landscapes Managing at least one quarter of the world's lands, Indigenous peoples have proven themselves to be the foremost forest guardians. Drawing on millennia of traditional knowledge, these communities have long practiced the key elements of regenerative agriculture. From the Maya technique of planting complementary crops together to the complex irrigation systems used to sustainably manage water in parts of India, it's clear that we have much to learn from these communities. That's why we've always made it a priority at the Rainforest Alliance to partner with-and take our cues from-Indigenous peoples wherever we work. |
| FORM 990, PART III, LINE 4B | Rainforest Alliance Approach for Achieving Impact Markets need to become a faster and more scalable solution to the collapse of critical ecosystems. Rainforest Alliance strategy is to accelerate the speed and scale of impact through a virtuous cycle; where more sustainable farming leads to more committed companies and consumers, leading to more investment and support for farmers, and so on. This cycle will act like a flywheel, with economies of scale and our brand influence, propelling us to reach 100 million people in farming and forest communities by 2030. The three pillars of this approach are: -Net Positive Transforming agriculture and forestry to net positive: We partner with farmers and communities to promote regenerative methods that give more than they take. -Thriving Landscapes Turning high value geographies into thriving landscapes: With an alliance of local-to-global partners working under a shared vision, we are restoring some of the world's most critical landscapes. -Impact Data Empowering stakeholders with impact data: We are building one integrated data system for all?our programs to drive continuous improvement from individual farms to surrounding landscapes. The Rainforest Alliance is committed to building one integrated data system for all our programs, from farm to landscape level. This, in turn, will unlock further opportunities for impact and smart investments across global value chains. |
| FORM 990, PART VI, SECTION A, LINE 1A | The Rainforest Alliance has an executive committee consisting of eight directors of the Board of Directors (the "Board"). Pursuant to the Bylaws, the Chair of the Board serves as the Chair of the executive committee. During the time between Board meetings, the executive committee can exercise all powers of the Board that may be delegated in connection with the management of the business affairs and property of Rainforest Alliance, except as restricted by law or the Certificate of Incorporation. The Executive Committee meets at the discretion of the Chair of the Board and reports all actions to the Board. |
| FORM 990, PART VI, SECTION B, LINE 11B | THE CFO INITIALLY REVIEWS THE ORGANIZATION'S DRAFT FORM 990. THE GENERAL COUNSEL REVIEWS THE DRAFT 990 WITH RESPECT TO ANY QUESTIONS INVOLVING LEGAL MATTERS. THE DRAFT FORM 990 IS DISTRIBUTED TO EACH OF THE ORGANIZATION'S OFFICERS AND DIRECTORS IN ADVANCE OF FILING. THE CFO OVERSEES ANY REVISIONS BEFORE THE FINAL FORM 990 IS FILED. |
| FORM 990, PART VI, SECTION B, LINE 12C | A COPY OF OUR CONFLICT OF INTEREST POLICY, ALONG WITH A CONFLICT OF INTEREST DISCLOSURE STATEMENT, IS FURNISHED TO EACH DIRECTOR, OFFICER AND STAFF MEMBER OF THE RAINFOREST ALLIANCE UPON UNDERTAKING THE DUTIES OF SUCH OFFICE, AND ANNUALLY THEREAFTER FOR THE TERM OF SUCH PERSON'S SERVICE TO THE ORGANIZATION. ANY DISCLOSURES ARE REVIEWED BY AN INTERNAL COMMITTEE MADE UP OF THE CEO, CFO AND THE GENERAL COUNSEL, AND ARE REPORTED ON A PERIODIC BASIS TO THE AUDIT AND RISK COMMITTEE. THE AUDIT AND RISK COMMITTEE HAS AMONG ITS RESPONSIBILITIES THE DUTY OF REVIEWING AND MAKING DETERMINATIONS WITH RESPECT TO ALL TRANSACTIONS, AGREEMENTS, OR ARRANGEMENTS INVOLVING DIRECTORS, OFFICERS, AND KEY EMPLOYEES. IN ADDITION, A DETAILED FORM 990 DISCLOSURE STATEMENT IS DISTRIBUTED ANNUALLY TO MEMBERS OF THE COMMITTEE THAT AWARDS KLEINHANS FELLOWSHIPS AND THE RAINFOREST ALLIANCE'S DIRECTORS, OFFICERS AND KEY EMPLOYEES. IT REQUESTS DISCLOSURES THAT ARE REQUIRED TO BE REPORTED ON FORM 990 ABOUT ANY TRANSACTIONS BETWEEN THE ORGANIZATION AND THOSE WHO SERVE IT IN VARIOUS VOLUNTEER AND PAID CAPACITIES, AND ABOUT ANY TRANSACTIONS AMONG THOSE PERSONS. |
| FORM 990, PART VI, SECTION B, LINE 15A & 15B | THE ORGANIZATION HAS DEVELOPED SALARY ADMINISTRATION GUIDELINES (THE "GUIDELINES") THAT APPLY IN SETTING THE COMPENSATION OF ALL OF ITS EMPLOYEES, INCLUDING ITS CEO, OFFICERS, AND KEY EMPLOYEES. UNDER THE GUIDELINES, THE ORGANIZATION UTILIZES SEVERAL SALARY SURVEYS WITH SIMILARLY SIZED, INTERNATIONAL NON-PROFIT ORGANIZATIONS TO ENSURE THAT ITS SALARIES ARE WITHIN THE RANGE OF THOSE OF COMPARABLE ORGANIZATIONS. GENERALLY, THE MIDPOINT OF THE ORGANIZATION'S SALARY RANGES FALLS WITHIN THE SALARY RANGE AVERAGES OF COMPARABLE NON-PROFIT ORGANIZATIONS. PERFORMANCE REVIEWS ARE THEN USED TO ESTABLISH AN INDIVIDUAL EMPLOYEE'S COMPENSATION WITHIN THE RANGE SET BY COMPARABILITY DATA. THE EXECUTIVE COMMITTEE OF THE BOARD OF DIRECTORS APPROVES MODIFICATION OF COMPENSATION THAT EXTENDS TO SUBSTANTIALLY ALL EMPLOYEES. THE GUIDELINES ALSO REQUIRE THE EXECUTIVE COMMITTEE TO REVIEW AND APPROVE SEPARATELY THE COMPENSATION OF THE CEO AND CFO, UNLESS SUCH INDIVIDUALS RECEIVE A MODIFICATION OF COMPENSATION THAT EXTENDS TO SUBSTANTIALLY ALL EMPLOYEES. TO ENSURE RA PAY SCALES ARE CONSISTENT, FAIR AND COMPETITIVE, RA REGULARLY ENGAGES THE MERCER GROUP TO CONDUCT A GLOBAL REVIEW OF ITS DOMESTIC AND INTERNATIONAL PAY SCALES. THE MOST RECENT REVIEW WAS COMPLETED IN 2019. |
| FORM 990, PART VI, SECTION C, LINE 19 | The Organization's governing documents and financial statements are available to the public upon written request to management. In addition, the Organization's audited financial statements, 990's, conflict of interest and whistleblower policies, and summaries of all of its policies and procedures to ensure independence, are available on its Website. |
| FORM 990, PART XI, LINE 9 | OTHER CHANGES IN NET ASSETS --------------------------- The Organization operates in several countries and incurs foreign translation gains/losses. For the tax year ended December 31, 2023, $210,269 of foreign currency exchange gains were incurred. Provision for bad debt expense of $500,000. |
| FORM 8858 | FOREIGN DISREGARDED ENTITIES - The Organization filed a form 8832 for disregarded entity status with respect to all its foreign subsidiaries. The Internal Revenue Service has approved the election for treatment of disregarded entity status on the following entities: Rainforest Alliance LTD (UK) - EIN # 98-1051166 Rainforest Alliance Trading LTD (UK) - EIN #98-1069583 Rainforest Alliance (Ghana) - EIN # - 98-1051463 Foundation. The Organization has not received a determination with respect to the remaining foreign subsidiaries. The Organization will continue to treat them as foreign disregarded entities within form 990, including the filing of form 8858 for each one. |
| FINANCIAL STATEMENTS | THE FINANCIAL STATEMENTS ARE PREPARED ON A CONSOLIDATED BASIS TO INCLUDE ALL OF THE ASSETS, LIABILITIES, NET ASSETS, REVENUES AND EXPENSES OF ALL BRANCHES AND AFFILIATES, WHICH FOR TAX PURPOSES ARE DISREGARDED ENTITIES, OF THE RAINFOREST ALLIANCE, INC. |
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