| (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 | |||||
|
Total |
||||||
| Calendar year (or fiscal year beginning in) | (a) 2021 | (b) 2022 | (c) 2023 | (d) 2024 | (e) 2025 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | ||||||
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf .... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 4 | Total. Add lines 1 through 3 | ||||||
| 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) .. | ||||||
| 6 | Public support. Subtract line 5 from line 4. | ||||||
| Calendar year (or fiscal year beginning in) | (a) 2021 | (b) 2022 | (c) 2023 | (d) 2024 | (e) 2025 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | ||||||
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | ||||||
| 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.).. | ||||||
| 11 | Total support. Add lines 7 through 10 | ||||||
| Calendar year (or fiscal year beginning in) | (a) 2021 | (b) 2022 | (c) 2023 | (d) 2024 | (e) 2025 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") | 1,522,332 | 492,748 | 16,137 | 5,000 | 924,209 | 2,960,426 |
| 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 | 38,956,641 | 31,441,144 | 28,157,921 | 26,565,382 | 29,053,293 | 154,174,381 |
| 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 | 40,478,973 | 31,933,892 | 28,174,058 | 26,570,382 | 29,977,502 | 157,134,807 |
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | 85,581 | 85,581 | ||||
| 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. | 9,841,133 | 8,605,763 | 7,142,412 | 7,325,792 | 5,141,677 | 38,056,777 |
| c | Add lines 7a and 7b.. | 9,841,133 | 8,605,763 | 7,142,412 | 7,325,792 | 5,227,258 | 38,142,358 |
| 8 | Public support. (Subtract line 7c from line 6.) | 118,992,449 | |||||
| Calendar year (or fiscal year beginning in) | (a) 2021 | (b) 2022 | (c) 2023 | (d) 2024 | (e) 2025 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6 | 40,478,973 | 31,933,892 | 28,174,058 | 26,570,382 | 29,977,502 | 157,134,807 |
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources | 26,486 | 490,364 | 1,630,873 | 1,188,231 | 639,158 | 3,975,112 |
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975 | ||||||
| c | Add lines 10a and 10b | 26,486 | 490,364 | 1,630,873 | 1,188,231 | 639,158 | 3,975,112 |
| 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.).. | 40,505,459 | 32,424,256 | 29,804,931 | 27,758,613 | 30,616,660 | 161,109,919 |
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
||||
| 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) |
||||
| 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): |
|||||
| 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 | |
| 6Total annual distributions. Add lines 1 through 5. | 6 | |
|
7
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
7 | |
| 8 Distributable amount for 2025 from Section C, line 6 | 8 | |
| 9 Line 7 amount divided by Line 8 amount | 9 | |
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2025 |
(iii) Distributable Amount for 2025 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2025 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2025 (reasonable cause required-- explain in Part VI).
See instructions. |
||||
| 3 Excess distributions carryover, if any, to 2025: | ||||
| a From 2020....... | ||||
| b From 2021....... | ||||
| c From 2022....... | ||||
| d From 2023....... | ||||
| e From 2024....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2025 distributable amount | ||||
|
i
Carryover from 2020 not applied (see instructions) |
||||
| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2025 from Section D, line 6: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2025 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2025, 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 2025. 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 2026. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2021..... | ||||
| b Excess from 2022..... | ||||
| c Excess from 2023..... | ||||
| d Excess from 2024..... | ||||
| e Excess from 2025..... | ||||
| Facts And Circumstances Test |
|---|
| Return Reference | Explanation |
|---|
| Software ID: | |
| Software Version: |
| Return Reference | Explanation |
|---|---|
| Form 990, Part I, Line 6, Volunteers: | Verra utilized a number of advisory or working groups and committees to provide strategic resources to support the development and continuous development of its standards programs. These groups are comprised largely of volunteers that are experts and key stakeholders in their field from foundations, non-profits, corporate organizations, educational institutions, governnmental and multilateral organizations and Verra's board of directors. In 2025, Verra had approximately 193 volunteers helping to drive impact across Verra's programmatic areas. |
| Form 990, Part III, Line 4a, VCS Program: (continued) | VCS Program Version 5: Verra released version 5 of the VCS Program in 2025. This updated version introduces the program's most comprehensive social and environmental safeguards and places communities at the center of climate action. It also ensures that the program enables carbon markets to maximize their intended climate benefits. Version 5 was built through extensive stakeholder engagement, including three public consultations and dialogues with leading experts and professionals. The development of this version focused on the following three core objectives: - Increasing program integrity - Enhancing program accessibility and usability - Refining the program scope for maximum impact Some of the larger changes include the introduction of market-leading initiatives, such as a pilot for innovative approaches to managing non-permanence risk and requirements that advance financial transparency and fair benefit sharing. In 2025, Verra launched the following new methodologies in the Verified Carbon Standard (VCS) Program: VCS Methodology VM0051 Improved Management in Rice Production Systems incentivizes the adoption of innovative management practices in rice production systems and will enable buyers to support the scaling of improved rice management technologies and food security while helping them meet their climate targets. VCS Methodology VM0052 Accelerated Retirement of Coal-Fired Power Plants Using a Just Transition quantifies the climate benefits of early coal plant retirement. This methodology is built around the principles of a just transition, supporting workers and communities affected by early coal plant closures by putting clear protections in place: from local job creation to energy access and essential social safeguards. The Integrity Council for the Voluntary Carbon Market (ICVCM) serves as a quasi-regulatory body for the market and has developed the Core Carbon Principles (CCPs), the industry benchmark for high-quality carbon credits. After the ICVCM approved Verra's VCS Program and three methodologies as meeting the CCPs in 2024, it announced in 2025 that the following five VCS methodologies also meet the CCPs: VM0050 Energy Efficiency and Fuel-Switch Measures in Cookstoves, v1.0 VM0047 Afforestation, Reforestation, and Revegetation, v1.1 VM0044 Biochar Utilization in Soil and Non-Soil Applications, v1.2 VM0045 Improved Forest Management Using Dynamic Matched Baselines from National Forest Inventories, v1.2 VM0042 Improved Agricultural Land Management, v2.2 CORSIA: In 2025, the VCS Program was approved for the second phase, first compliance period (2027-2029) of CORSIA. This represents an extension of previous approvals. Article 6: Together with Singapore's National Climate Change Secretariat and Gold Standard, Verra published the final version of the Article 6.2 Crediting Protocol to help operationalize carbon markets under the Paris Agreement. The protocol will enable governments to use carbon credits issued to projects registered with independent crediting standards to meet their Nationally Determined Contributions (NDCs) and sustainable development goals. |
| Form 990, Part III, Line 4d, Other Program Services: | SD VISta Program: The Sustainable Development Verified Impact Standard (SD VISta) is a framework for assessing and reporting on the sustainable development benefits of project-based activities. It helps unlock new sources of finance to support and scale up high-impact efforts that help advance the United Nations' Sustainable Development Goals (SDGs). In 2025, we focused our efforts in the SD VISta Program around operationalizing version 1.0 of the Nature Framework. Early in the year, we welcomed applications from validation/verification bodies (VVBs) to audit Nature Framework projects. We also implemented a market-leading digital-first approach to project registration when we officially opened the formal registration process to our Nature Framework pilot projects. We closed out the year with the exciting news that the Nature Framework certification process will open to all projects on January 1, 2026. Scope 3 Standard Program: In 2024, Verra advanced work to develop a Scope 3 Standard Program which will help companies address their Scope 3 emissions. Scope 3 emissions often are most of a company's emissions and are therefore critical to reduce. The program is well-suited to drive investment and scale up in-value-chain climate action. In 2025, we took critical steps toward finalizing the Scope 3 Standard (S3S Program). We ran a public consultation on preliminary program documents to gather feedback on the clarity, comprehensiveness, and feasibility of essential program rules, concepts, and associated guidance. We also advanced the development of the program with a set of pilots to inform the refinement of program rules and the adaptation of select VCS methodologies for use at the initial launch of the S3S Program. Additionally, we successfully introduced the S3S Program sponsorship initiative and secured our first sponsorship from Bayer. Program Development and Innovation (across all programs): Verra continuously improves its organizational infrastructure and systems that underpin the operation of all its programs. This enables Verra to meet the needs and scale up the opportunities of the markets in which they operate. -Improve project review processes and client relations: Verra also took steps to further strengthen its project review processes and enhance client relations by (1) introducing updated service-level agreements (SLAs) for project review requests; the revised SLAs differentiate between request type, program(s) used, and a newly introduced complexity level factor of a given project review request, providing proponents with more specific and nuanced information about when they can expect completion of their requests; and (2) beginning to test a new prioritization process for verification approval requests in December; under this pilot, project proponents may request placement in a priority queue so that the review of their request can begin sooner. -Performance Monitoring Program for Auditors: Verra also continued to implement a Performance Monitoring Program for its validation/verification bodies (VVBs), which consists of oversight activities that enable Verra to monitor the performance of VVBs and take action based on those observations; by developing VVB performance scorecards, which are summary reports of a VVB's performance, we were able to increase the integrity of our project review process and reduce review workload in our system. -Advisory Groups and Committees: Verra convenes a number of advisory or working groups and multi-stakeholder committees that provide strategic resources to support the development of its standards programs. In 2025, Verra utilized 193 volunteers globally to do this work. -Digitalization Initiatives: Verra continued to advance its multiyear digitalization initiative in 2025. Verra's digital platforms and tools make our processes smoother, more efficient, and more accessible for users worldwide, providing enhanced support for climate and sustainability projects. Instructions and demo videos for various tools have been created and published for wider distribution. Specific initiatives to further expand Verra's digital tools included the following: 1) We announced a new, long-term digital transformation collaboration with the Hedera Foundation. Through this industry-first integration between Hedera Guardian and the Verra Project Hub, we are accelerating the development of next-generation digital tools to enhance the transparency, auditability, and integrity of methodologies and monitoring systems in the carbon markets. A five-year investment from Hedera will further accelerate the digitalization of additional methodologies and expand the capabilities of the Verra Project Hub. 2) By the end of 2025, our Digital Project Submission Tool supported 23 methodologies across multiple programs, with the digitalization of many others underway. 3) We announced a partnership with S&P Global Energy (formerly Commodity Insights) to develop a next-generation Verra Registry powered by S&P Global's Environmental Registry software. By moving toward a more scalable, interoperable, and digitally integrated infrastructure, this collaboration aims to strengthen the integrity, accessibility, and performance of the carbon markets. Integration between the registry and the Verra Project Hub will create a more connected digital ecosystem that supports efficient credit issuance, tracking, and retirement while enabling future innovation across voluntary and compliance carbon markets. 4) We are actively partnering to enable eight digital monitoring, reporting, and verification (DMRV) pilots as a critical capability for supporting high-frequency issuances and an end-to-end digital workflow. Initial credits were generated by the Foumbouni-Mitsamiouli solar farm project (Verra Project 3788) in February 2026. 5) We digitalized all project review reports (PRRs). PRRs are the main way through which Verra communicates findings resulting from project reviews with validation/verification bodies (VVBs); all PRRs are now being processed digitally through the Verra Project Hub, marking a major step toward the complete digitalization of project reviews. 6) To enable more efficient, optimized internal review processes, we have also developed a digitized project review tool used by the Verra Program Management team which was piloted by year-end with a full roll-out expected by mid-year 2026. 7) We also released a number of other digital features within the Verra Project Hub, such as the Geological Carbon Storage (GCS) Non-Permanence Risk Tool, multiple deeds of representation for use in the VCS Program, and forms for VCS requantification notifications, exemption requests, and Core Carbon Principles label requests. Throughout the year, we encouraged the use of digital versions of documents where possible, as digital submissions facilitate transparency and enable an efficient review process. 8) In support of strong security and trust standards, we completed the AICPA examination and achieved SOC 2 Type II compliance as of October 1, 2025. 9) As part of our migration to a new managed services provider offering 24/7 global support, we implemented a third-party Security Operations Center (SOC). This enhancement strengthens our security posture by providing continuous monitoring, threat detection, and incident response capabilities across our IT environment. 10) To unlock value from legacy PDF documents, we obtained an AWS grant to initiate digitization efforts, transforming unstructured content into actionable data and insights that support risk modeling for future project reviews. |
| Form 990, Part V, Line 2a and Part VII Section A, Line 2: | Verra contracts with Globalization Partners and Atlas Technology Solutions Inc as their employers of record (EORs) for international employees. These EORs serve as the employers of record for tax, benefits, and insurance purposes for Verra's international employees. In addition to the 68 U.S. employees reported on the 2025 Form W-3, 92 international employees were employed by Verra under the global EOR arrangements in 2025. All international employees required to be listed in Part VII, Section A have been included. A total of 35 international employees are included in the Part VII, Section A, Line 2 count. |
| Form 990, Part VI, Section B, line 11b | Form 990 is prepared by an outside CPA firm, which is reviewed in detail by CEO and CFO. Then a copy of Form 990 is electronically provided to the entire Board prior to signing and filing with the IRS. |
| Form 990, Part VI, Section B, line 12c | The Board acknowledges the conflict of interest policy at its annual meeting. All employees sign a conflict of interest form annually. |
| Form 990, Part VI, Section B, line 15 | The salary and bonus for the CEO is determined by the Board. The general frame for other officers or key employee salary adjustments, bonuses and any changes in fringe benefits are decided by the Board upon proposals by the CEO. The CEO is responsible for final decisions regarding all individual salary levels, salary adjustments and bonus allocations. |
| Form 990, Part VI, Section C, line 19 | The Organization's governing documents and financial statements are available to the public upon request. |
| Form 990, Part IX, line 11g | Registry Developers, Contractors, Consultants and other professional fees: Program service expenses 5,568,195. Management and general expenses 55,887. Fundraising expenses 2,130. Total expenses 5,626,212. |
| Form 990, Part XII, Line 2c: | The Organization's Audit & Finance Committee is responsible for the oversight of the audit. The Audit & Finance Committee recommends an independent accountant to conduct the audit and the Board approves. The process is consistent with previous years. |
| Software ID: | |
| Software Version: |