NuScale Power Holdings’ (NYSE: SMR) share price surged after the U.S. made a historic commitment to use its small modular reactor (SMR) technology. The company’s clean-energy credentials are now in the spotlight. This matters not only for investors but also for governments and industry leaders who aim for net-zero goals.
John Hopkins, NuScale’s President and Chief Executive Officer, remarked:
“We are honored that ENTRA1 has selected NuScale’s U.S. NRC-approved SMR technology for this historic deployment in delivering power to the TVA region…Together, we are ready as partners to meet America’s surging demand for reliable, carbon-free baseload power—powering AI data centers, critical mining, semiconductor manufacturing, and the energy-intensive industries that are driving our nation’s economic future.”
Historic Nuclear Deal Drives Stock Rally
NuScale stock has been in the spotlight since its late August surge. Shares rose over 25% after the Tennessee Valley Authority (TVA) made a historic agreement. This deal marks the largest SMR power commitment in U.S. history.
As of September 4, NuScale stock is up nearly 16% today. This rise shows continued investor confidence and extends its rally.
The TVA deal sets NuScale up to build the first SMR nuclear power station in the U.S. Many analysts view this as a key moment for nuclear energy in the country.
Bank of America raised its price target on the stock. They see the TVA agreement as proof of SMRs’ commercial potential. Reports also suggest the planned capacity is more than 5x the size of all existing global SMR projects combined.
Industry watchers note that SMRs have key advantages over traditional nuclear plants. Unlike large reactors, they can be factory-built, modularized, and deployed incrementally. This lowers costs, improves flexibility, and makes SMRs an attractive option for utilities transitioning toward carbon-free energy.
Wall Street Backs Nuclear’s Next Chapter
NuScale’s stock reaction followed nearly immediate upward revisions by Wall Street analysts. Analysts reported the stock jumped when Wells Fargo and other firms raised their ratings. Their new price target is US$4.50, up from about $3. This change shows expected growth in construction contracts and licensing revenue.
The TVA project is expected to cost between US$2–3 billion. It will also generate significant ongoing revenue from operations, maintenance, and long-term fuel services. This financial commitment is seen as a credible revenue pipeline extending into the next decade.
SMRs and ESG: A Green Power Game-Changer
NuScale SMRs provide low-carbon energy. They help grid operators close coal or gas plants, which supports net-zero goals. As mini nuclear reactors with passive safety systems, they offer several environmental and social advantages:
- Lower emissions: SMRs emit zero CO₂ at the point of generation, with life-cycle emissions similar to renewables.
- Land efficiency: A single SMR needs only ~32 acres, compared to hundreds for solar or wind projects of similar output.
- Grid stability: SMRs deliver steady, 24/7 power. Renewables often can’t match this without storage.
- Local economic impact: SMR sites create hundreds of jobs in construction and operations. They often help communities shift away from fossil fuels.
NuScale’s main plant will generate up to 600 megawatts (MWe). This can power about 500,000 homes. It will also cut emissions by over 1 million metric tons of CO₂ each year, compared to similar coal plants.
These features reinforce ESG portfolios for utilities and investors prioritizing both return and sustainability.
Scaling SMRs: The Outlook for Clean Nuclear Power
NuScale’s move with TVA may be the first of many SMR deployments in the U.S. and abroad. Key dynamics impacting future growth include:
- Licensing progress: NuScale received NRC approval in 2024 as the first SMR ever, paving the way for future units.
- Global interest: Countries like Poland, the U.K., and Canada are looking at NuScale-style modular reactors. They want to expand clean energy options.
- Electric grid synergy: Utilities view SMRs as a partner to solar, wind, and batteries. They help balance variable energy sources with reliable nuclear power.
Several hundred SMRs are proposed worldwide using mirror designs. This places NuScale at the heart of what analysts see as the next wave in nuclear deployment.
Small modular reactors could reshape nuclear energy as demand for clean power rises. Current plans target 25 GW of SMR capacity, rising to 40 GW by 2050 under existing policies.
With stronger support, capacity could hit 120 GW—over 1,000 SMRs—requiring investment to grow from $5 billion today to $25 billion by 2030 and $670 billion by 2050. If costs fall to match large reactors, capacity may reach 190 GW, sparking $900 billion in global investment.
NuScale’s Net-Zero Promise for Industry and Grid
NuScale Power’s small modular reactor technology offers clear advantages for ESG-focused investors. It also supports global goals for net-zero emissions, with these facts:
- First-of-its-kind NRC approval
NuScale’s advanced light-water reactors are the only SMR design certified in the U.S. They help utilities close coal and gas plants. This ensures reliable baseload power, which is vital for deep decarbonization.
- Low lifecycle carbon:
NuScale’s SMRs produce zero on-site CO₂ and emit carbon on par with renewables when accounting for the full fuel cycle. They provide clean, continuous energy, unlike solar or wind, which require storage to match baseload demand.
- Multi-sector decarbonization potential:
The SMR modules provide electricity and steam. They can be used for industrial heat, desalination, and hydrogen production. A single 60-MWe module could power ~70,000 fuel-cell vehicles or replace up to 40% of refinery CO₂ emissions.
- Coal-to-clean transitions:
NuScale enables the repowering of retiring coal plants, preserving jobs and grid infrastructure. Each 12-module plant can create about 1,600 construction jobs and 270 operating jobs. It can also support around $470 million in local economic activity each year.
- Global decarbonization alignment:
The nuclear company is involved in global clean energy projects. Their SMR deal with Romania’s state utility might cut around 4 million metric tons of CO₂ yearly.
- Strategic grid services:
SMRs provide flexible load-following, black-start, and dispatchable carbon-free power. These features are key for grids with a lot of renewable energy.
Challenges and What to Watch
While NuScale’s stock momentum is accelerating, several challenges remain. The first TVA plants are not expected to deliver power until the late 2020s, with subsequent units coming online gradually after that.
Even though SMRs are modular, they still need billions in upfront costs. So, support from utilities and government agencies will be crucial. The chart below shows SMR construcion costs in key markets.
NuScale must also show it can grow operations. This means building a reliable supply chain and mastering serial manufacturing. Both steps will help reduce costs over time.
Public perception is still a challenge. Nuclear energy faces local resistance and cautious regulations. This is true even with the passive-safety features in SMR designs.
Investors will be watching closely for several milestones:
- Final investment decisions from TVA in 2026.
- NuScale’s ability to deliver 2nd and 3rd units (economies of scale).
- Expansion into new markets under international SMR tenders.
NuScale at the Forefront of Clean Energy Evolution
NuScale Power’s recent stock surge reflects more than a headline deal—it signals the shifting economics of nuclear energy. SMRs now provide a compact, safe, and ESG-friendly option. They offer a solution for modern grids, especially as traditional SMRs face issues with cost and scale.
The TVA agreement marks a turning point: nuclear power—once considered too slow or expensive—is now viable again, at scale. For investors, NuScale offers exposure to climate-aligned innovation with tangible revenue potential. For utilities and policymakers, it offers a path to deep decarbonization.
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Insetting program design starts with your supplier map. The carbon claim comes much later.
Consider a coffee procurement team that funds a farm intervention before checking its sourcing data. The supplier aggregates coffee lots from several regions. The buyer lacks farm-level traceability. Another purchaser expects to report the same outcome. A more attractive project brochure solves none of these problems.
If the distinction between a value-chain intervention and a purchased credit is still open, read CCC’s Insetting vs Offsetting guide before you set the brief.
Insetting program design begins with the purchasing relationship and works outward. You need to decide 1) where an intervention belongs, 2) what business problem it addresses, 3) who pays for it, 4) how results will be measured, and 5) what the evidence will let you say about them. This five-step playbook turns that sequence into a procurement plan.
Step 1: Insetting program design starts with supplier mapping
Start with the commodities that matter most to your Scope 3 inventory and sourcing continuity. Ask finance for spend by supplier, sustainability for the emissions baseline, and category managers for origin and volume records. Then identify which suppliers can trace material to a jurisdiction, sourcing region, producer group, or individual land-management unit.
The level of traceability affects what you can account for. Under the GHG Protocol Land Sector and Removals Standard, the spatial boundary for purchased land-based products depends on the traceability associated with each volume. Farm-specific factors or removals require physical traceability through an acceptable chain-of-custody model. A contract with a tier-one trader, by itself, does not establish a link to the farms behind its deliveries.[1]
Build a first-pass table with five columns: commodity and annual volume; supplier and origin; current traceability level; land-use and production risks; and the business owner who can change the purchasing terms. Mark missing data plainly. A blank cell is cheaper to fix before a program starts than after a claim is drafted.
If your company sets an SBTi Forest, Land and Agriculture target (FLAG), keep its land-related target boundary separate from energy and industry emissions. The current FLAG guidance also requires relevant companies to assess primary deforestation-linked commodities in their value chains.[2]
Step 2: Choose a commodity and jurisdiction for a pilot
Select one supply corridor where the sourcing connection can be established and procurement has a reason to stay. A useful pilot has repeat purchases, suppliers willing to share records, an intervention matched to a diagnosed problem, and a defined plan to measure the result. Carbon potential alone is a poor selection rule if the supplier cannot deliver the crop your business needs.
Compare candidate regions on land-use risk, supplier concentration, local rights and tenure, the availability of baseline data, and exposure to drought, erosion, or forest conversion. Check the relevant legal requirements separately. A nature project does not satisfy a due-diligence obligation merely because it has a carbon method attached.
Consider a coffee buyer sourcing from two districts. In the first, producer-group records identify the farms, while recent dry seasons have increased rejected green coffee lots. In the second, deliveries pass through several intermediaries and farm origins are unknown. Pilot shade management in the first district, with local agronomic advice and quality checks built into the plan. The buyer can trace purchases there and test the intervention against a defined sourcing problem.
Use a short decision memo to record why the selected corridor beats the alternatives, what remains uncertain, and what would stop the pilot. That memo is the first control against a project drifting toward whatever happens to photograph well.
Step 3: Design the supplier engagement and commercial model
The intervention needs an owner on each side of the contract. Decide who supplies planting material or training, who maintains the practice, who bears the cost if a harvest disappoints, and how long the buyer expects to purchase from participating suppliers. Where smallholders participate, budget cash flow and technical support for practices that offer a later return.
Put these terms in a supplier agreement or pilot addendum. It should cover eligible farms and volumes, consent to data collection, access for monitoring, any land or carbon rights that matter, benefit sharing, and what happens if the purchasing relationship ends. Ask local counsel and producer representatives to review the arrangement. The Accountability Framework is a useful reference for supply-chain work involving forests, ecosystems, and human rights.[3]
Avoid assigning an automatic carbon benefit to the buyer. The contract should say which party has the right to report each outcome, how overlapping claims will be checked, and how any issued credits will be handled. A reduction reported in a buyer’s inventory cannot simply be sold for someone else’s offset claim without an accounting review. SBTi FLAG guidance excludes purchased credits used as offsets from near-term FLAG target achievement.[2]
Set commercial measures beside environmental ones: delivered volume, rejection rate, supplier retention, and procurement cost. They tell you whether the program works as a supply-chain investment, even if carbon accounting takes longer to resolve.
Step 4: Build monitoring, reporting, and verification before rollout
Agree on the baseline and data flow before paying for a full rollout. Identify the land units or sourcing regions in scope, the practices that change, the records suppliers already keep, and the additional measurements the program requires. Decide which data can come from field visits, transaction records, or remote sensing, and who checks each source.
For carbon, separate three questions. Did the practice happen? Did emissions or removals change under an applicable method? Can the buyer attribute a defensible share to its purchased goods without double counting? The GHG Protocol’s 2026 guidance includes dedicated chapters on spatial boundaries, data and methods, evaluating actions, credited outcomes, and assurance.[1] These are distinct jobs. A photograph of a planted tree answers only part of the first.
CCC’s MRV and Additionality article explains the separate evidence questions a project reviewer will ask.
Create an evidence file for every reporting period: dated supplier and farm records, purchase volumes, methods and emission factors, uncertainty, quality checks, and changes from the baseline. Specify who can challenge the data and how corrections are recorded. If a project also seeks credit certification, keep project accounting and corporate inventory accounting separate. The GHG Protocol says its land standard focuses on entity-level inventories and does not set the rules for credit certification.[4]
Start with the minimum viable measurement design that can survive review. Add complexity when the pilot tells you which data actually changes a decision.
Step 5: Decide what can be reported and claimed
Insetting program design needs reporting rules before the marketing copy. Procurement, sustainability, finance, and legal should agree on four distinct outputs: operational performance; observed land or nature outcomes; inventory effects, if the accounting criteria are met; and any separately issued credits. One dashboard can display them, but they should not share a single unqualified headline.
SBTi FLAG guidance allows certain land-based removals within a company’s operations or supply chain to contribute to FLAG pathways, subject to criteria including permanence, traceability, data quality, and allocation. It does not allow purchased offsets to meet near-term FLAG targets.[2] Eligibility therefore depends on evidence and the applicable target rules, not on calling an activity “insetting.”
Draft a claims register. For each proposed sentence, record the period, boundary, data owner, calculation method, reviewer, and whether the result is measured, estimated, or still a goal. If the evidence supports only “we funded a pilot with 200 farms,” say that. Do not turn a funding fact into a verified emissions reduction.
What good looks like by year three
Treat year three as a review point, not a promised payback date. A mature pilot should have mapped participating supply volumes, a stable supplier agreement, a repeatable data collection process, and a comparison of commercial and environmental results against the baseline. It should also have a documented answer for outcomes that cannot be included in the buyer’s inventory.
Scale only where the pilot improves a sourcing decision and the evidence can follow the product. If neither condition holds, redesign the intervention or change the corridor. A disciplined program can conclude that a site is unsuitable. That is useful procurement intelligence.
Discuss your insetting program with CCC
Carbon Credit Capital designs nature-based supply chain investments around sourcing needs and measurable sustainability outcomes. Schedule a consultation with our carbon and sustainability experts to map your tier-one supplier network, FLAG exposure, and first pilot decision.
Sources
[1] GHG Protocol, Land Sector and Removals Standard, version 1.1, and companion Guidance, June 2026: https://ghgprotocol.org/land-sector-and-removals-standard ; https://ghgprotocol.org/land-sector-and-removals-guidance
[2] Science Based Targets initiative, Forest, Land and Agriculture Science-Based Target-Setting Guidance, version 1.2, March 2026, especially pp. 16–17, 37, and 41: https://sciencebasedtargets.org/resources/files/SBTiFLAGGuidance.pdf
[3] Accountability Framework initiative, Accountability Framework and guidance for companies: https://accountability-framework.org/
[4] GHG Protocol, Frequently Asked Questions: Land Sector and Removals Standard, questions 10 and 18: https://ghgprotocol.org/blog/frequently-asked-questions-land-sector-and-removals-lsr-standard
Nature-based carbon investments deserve consideration when they address a specific business dependency and produce outcomes you can measure. Imagine Moonbucks, a global coffee roaster planning next season’s espresso blend. It is considering natural Grade 4 coffee from Jimma, in southwestern Oromia, Ethiopia. Its sourcing decisions affect the roasting schedule and the cash tied up in coffee purchases. Moonbucks needs to understand which measures could protect that supply, what they would cost and how it would judge the results.
1. Define the sourcing problem before choosing a project
Moonbucks needs a dependable component for its espresso blend. Its procurement team wants continuity of volume and an agreed cup profile. Replacing a shipment at short notice could require new sample approval and changes to the blend, and given the schedules for cultivation, processing, and freight delivery, is practically impossible. Moonbucks needs to get this right, and its initial concern is inconsistent deliveries. It commissions an assessment of the supplying farms and post-harvest chain. The questions cover land condition, harvest availability and whether drying or storage problems are affecting saleable lots.
This distinction changes the investment brief. A tree-planting proposal cannot be assumed to fix drying problems. Better storage cannot restore eroded land. The team must establish which problem exists before selecting the response.
CCC’s guide to finding nature-based solutions in your supply chain explains where to look. Here, the next task is to turn a broad concern into a testable proposal.
2. Develop nature-based carbon investments around the actual supply chain
The assessment would trace Moonbucks’ purchases back through the exporter and supplying producer groups. Which farms supply the contracted lots? Who controls land-management decisions? How long does the buyer expect to maintain the purchasing relationship?
Furthermore, Jimma natural Grade 4 cannot be treated as interchangeable with every Ethiopian coffee. Moonbucks would need to test any substitute against its own blend and quality requirements.
Suppose Moonbucks’ assessment identifies an opportunity to maintain shade trees and restore vegetation along exposed streambanks. The IPCC describes agroforestry as a way to store carbon in vegetation and soil, with potential benefits for erosion control and water quality.1 Moonbucks would need local advice on species, growing conditions and maintenance before deciding how these measures fit its sourcing plan.
The proposal now has a defined sourcing connection and a candidate intervention. The next steps are to test its effect on production, assess carbon eligibility and build the financial case.
3. Compare the proposal with other ways to protect supply
WBCSD’s Nature-based Solutions Blueprint recommends comparing nature-based options with other responses across their benefits and costs.2 For Moonbucks, that means evaluating the landscape proposal alongside drying improvements, storage controls and alternative sourcing arrangements.
The product’s natural-process designation matters. Moonbucks should examine the drying and dry-milling chain alongside land conditions. Its team would check storage practices, contamination risks and incoming-lot quality to see whether problems arise before or after the coffee leaves the farms.
The revised proposal might combine land stewardship with separate post-harvest controls. Each component needs its own purpose and budget. A sustainability label should not obscure which activity is expected to solve which problem.
The project develops as the evidence improves. Its scope should follow the diagnosis rather than preserve the first idea unchanged.
4. Establish what the carbon outcome could count toward
Moonbucks’ sustainability team now tests the proposed carbon case separately from the sourcing case. Is the objective a measurable change in Moonbucks’ value-chain emissions, verified credits for separate voluntary use, or distinct outcomes under carefully defined arrangements?
Scope 3 covers value-chain emissions. A purchasing relationship alone does not prove that a farm intervention can be included in Moonbucks’ inventory. The team needs an applicable accounting method, defensible boundaries and evidence supporting attribution.
SBTi’s FLAG Guidance (forest, land and agriculture), version 1.2, says purchased credits used as offsets cannot meet near-term FLAG or energy and industry targets. Eligible land-based removals are subject to accounting requirements.3 Moonbucks needs to test its proposal against those rules before including an outcome in its targets.
For Moonbucks’ Jimma proposal, maintaining existing trees and establishing new vegetation could involve different carbon questions. Specialists must examine the baseline and additionality, meaning what changes because the project proceeds. They must also assess measurement and the risk that stored carbon is lost. CCC’s MRV and additionality article introduces those tests.
Until that work is complete, Moonbucks should not budget an assumed Scope 3 reduction or credit-sale receipt. Direct emissions reductions remain the priority.
5. Build a financial case that survives weaker assumptions
Moonbucks’ finance team would now build a multi-year budget. UNEP’s State of Finance for Nature 2023 compares current finance with the investment needed to meet climate, biodiversity and land-restoration goals.4 The company would cost its proposed activities, farmer participation and ongoing monitoring. Verification, where required, is a separate expense. Maintenance and responsibility for replacing failed plantings must remain visible after the initial establishment budget ends.
Operational benefits need equally careful treatment. If fewer rejected lots reduce emergency purchasing, count that saving once. Do not add “supply resilience” as another financial benefit when it represents the same avoided cost.
Moonbucks should compare a base case with slower benefits, higher implementation costs and no carbon revenue. It should also distinguish production outcomes from quality and shipment outcomes. A single good harvest would not prove that the landscape intervention caused better delivery performance.
A project can remain worth funding even when its carbon case needs more work. That decision must rest on the operational evidence and the company’s objectives, without unsupported environmental claims.
6. Fund a pilot with a clear expansion decision
Moonbucks’ first approval would fund a bounded pilot, rather than commit the entire sourcing program. Before spending, Moonbucks would agree on participating farms, responsibilities and the evidence needed at review.
Its scorecard could track farmer participation, implementation costs and plant survival, alongside accepted coffee volumes and lot-quality results. Carbon measurements would follow the selected method. Farm-level traceability must connect the intervention to the actual sourcing relationship.
Suppose Moonbucks’ review later finds that storage changes explain most quality improvements, while the land measures need longer observation. Those findings would shape the next decision: expand the proven component, adjust the landscape work or pause further spending. They would not justify crediting all improvements to tree planting.
This gives nature-based carbon investments a practical place in a multi-year strategy. Funding increases as the evidence supports it, and the project can change direction before a larger commitment.
Discuss a sourcing opportunity with CCC
Carbon Credit Capital’s nature-based supply-chain investment service uses its Dual-Value Model to examine supply-chain economics alongside potential sustainability outcomes.
Schedule a consultation to discuss your sourcing exposure and the questions to resolve before allocating capital.
Sources
- Intergovernmental Panel on Climate Change (IPCC), Climate Change 2022: Mitigation of Climate Change, Chapter 7, Agriculture, Forestry and Other Land Uses, section 7.4.3.3 (Agroforestry).
- World Business Council for Sustainable Development (WBCSD), Nature-based Solutions Blueprint, 5 June 2024.
- Science Based Targets initiative (SBTi), Forest, Land and Agriculture Science-Based Target-Setting Guidance, version 1.2, March 2026, section 3.1.4, pp. 37–38.
- United Nations Environment Programme (UNEP), State of Finance for Nature 2023, 2023.
A plastic credit funds the collection of plastic waste in places where no formal system exists to collect it. Each credit represents a measured, independently audited quantity of plastic taken out of the environment or returned to use, tracked on a public registry.
