Charity registration number 1115343 Company registration number 05742840 (England and Wales)
# **THE JEWISH LEADERSHIP COUNCIL ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2025**
## **REFERENCE AND ADMINISTRATIVE INFORMATION**
|Trustees|Keith Black (Chair)|
|---|---|
||Louise Jacobs (Vice Chair)|
||Suzi Woolfson (Honorary Treasurer)|
||Mark Adlestone, OBE, DL (resigned on 18 May 2026)|
||Bill Benjamin|
||Julian Blake (resigned 30 Sept 25)|
||Nina Freedman (resigned 30 Sept 25)|
||Uri Goldberg|
||Michael Goldstein (resigned on 18 May 2026)|
||Paul Langsford|
||Zvi Noe|
||Jonathan Zenios|
||David Joseph (appointed 5 Feb 26)|
||Raphi Bloom (appointed on 18 May 2026)|
||Carolyn Bogush (appointed on 18 May 2026)|
||Saul Taylor (appointed on 18 May 2026)|
|Chief Executive Officer|Claudia Mendoza|
|Interim Chief Executive Officer|Debbie Fox|
|Chief Operating Officer|Abigail Carmel|
|Company Secretary|Claudia Mendoza|
|Charity number|1115343|
|Company number|05742840|
|Principal address|Shield House|
||Harmony Way|
||Hendon|
||NW4 2BZ|
|Registered office|Shield House|
||Harmony Way|
||Hendon|
||NW4 2BZ|
|Auditor|Goldwins Limited|
||75 Maygrove Road|
||West Hampstead|
||London|
||NW6 2EG|
|Bankers|Lloyds Bank|
||25 Gresham Street|
||London|
||EC2N 7HN|
|General Counsel|David Toube|
## **CONTENTS**
||**Page**|
|---|---|
|Trustees' annual report|**1**|
|Statement of Trustees' responsibilities|**16**|
|Independent auditor's report|**17**|
|Statement of financial activities|**20**|
|Balance sheet|**21**|
|Statement of cash flows|**22**|
|Notes to the accounts|**23**|
**THE JEWISH LEADERSHIP COUNCIL TRUSTEES` ANNUAL REPORT FOR THE YEAR ENDED 31 DECEMBER 2025**
## **TRUSTEES’ ANNUAL REPORT**
The Jewish Leadership Council (JLC) trustees present their Report and Accounts for the year ended 31[st] December 2025, which also contains the directors’ report as required by company law.
The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the charity's governing document, the Companies Act 2006 and "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (effective 1[st] January 2019).
## **INTRODUCTION TO THE JLC**
The Jewish Leadership Council (JLC) is the strategic umbrella body of the UK Jewish community, supporting our crosscommunal members by connecting them to policymakers, providing development opportunities to professional and lay leaders, and connecting them with internal and external stakeholders. We also support non-members through leadership development and networking.
Our work is guided by our strategic objectives with all actions aligned to our three foundational goals: enhancing political security, bolstering communal capacity and capability, and proactively preparing for future challenges.
By fostering strong relationships with politicians, government bodies, the media, and civil society organisations, we’ve sought to enhance the political security of our community, ensuring that our voice is heard.
Through our Lead division, we’ve been dedicated to nurturing the next generation of leaders – both lay and professional – by providing support and development opportunities to help safeguard the future of our community and meet the specific needs of our members.
Finally, in anticipation of future challenges, the JLC continues to deliver its Forge the Future project, an ambitious yet achievable set of initiatives for the entire community to get behind and ensure the future of Jewish life in this country. Through dedicated projects and extensive cross-community collaboration, new structures and networks are being built across the community in order to respond effectively to the new challenges we face.
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**THE JEWISH LEADERSHIP COUNCIL TRUSTEES` ANNUAL REPORT FOR THE YEAR ENDED 31 DECEMBER 2025**
## **MESSAGE FROM OUR CHAIR, KEITH BLACK**
2025 was unquestionably one of the most painful years in recent history for British Jews, as the Yom Kippur murders brought our very worst fears to life. It was a year in which antisemitism and its near-identical twin anti-Zionism surged through every layer of society. A year when the British government saw fit to recognise a Palestinian State while hostages were still being held by Hamas in underground tunnels. A year when our public institutions, from the BBC to the NHS to the Metropolitan Police and many more, refused to recognise that they were complicit in allowing antisemitism to fester and grow. It was a year when “ambient” antisemitism took a grip on our society, with Jews being hounded and cancelled for showing any support of Israel or indeed for just being Jewish.
It was also a year when the war in Gaza came to an end, when the living hostages and all but one of the deceased were returned home, a year when the threat of an Iranian nuclear attack was dealt a blow and a year when world leaders returned once again to seek to find a resolution to the Israel – Palestinian conflict.
Yet, even against this difficult backdrop, our community has mounted a fightback. I speak on behalf of the JLC member organisations and those who are not our members to be crystal clear that our community will fight with all we have to defend the rights of Jews within this country to go about their daily business free from harassment, intimidation, or discrimination. We are all sending a message to civil society that we will use every power available to us to protect our way of life. We will work with politicians to change legislation, we will work with the media to tell our stories, and we will work with the law to demand a standard of care other communities enjoy. We will not tolerate any part of this state acting against us. And we will work with the state to highlight the danger of Islamic extremism that haunts this nation and has us as its prime target.
And we have built the organisational structures to manage this. We have hired first-class experts, engaged outside advisors where needed, built defensive networks, invested in our community’s future leaders, and sought maximum collaboration from within the community. We will continue to work and engage with government, and when we disagree, we will fight them too. They have supported us with extra financial resources, they are changing legislation to give us greater protection from the marches and protests, and they are committed to deepening antisemitism training. Much more is required and we will continue to push for further change and protection.
Ambient antisemitism and anti-Zionism, though, are harder to challenge. The two years of conflict in Gaza means that there remains a dire humanitarian situation there. There are also elements within Israel itself, with the actions of extremist settlers in particular, doing unnecessary damage to the reputation of the Jewish state. However, we must distinguish between those who raise their legitimate concerns for the sake of peace, and those who use international events to drive hatred here.
We know antisemitism lies deep within modern society and does not need many opportunities to rise to the surface. That has always been part of Jewish life, and we must find the backbone and steel to be resilient in the face of it. To be proud, knowledgeable Jews, certain of the wondrous miracle that is Israel, certain of our enormous contribution to this country, certain that we have strength to live fulfilled Jewish lives in a country that faces many challenges but is still a good place for Jews to live.
I do not know what 2026 will bring, but our community must and will meet whatever comes our way with fortitude, courage and self-belief.
…………………………………………….
**Keith Black, Chair of Trustees**
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**THE JEWISH LEADERSHIP COUNCIL TRUSTEES` ANNUAL REPORT FOR THE YEAR ENDED 31 DECEMBER 2025**
## **CHARITABLE OBJECTS**
The objects of the JLC, as set out in the Articles of Association, are:
- **1)** to advance the education of the public in the Jewish faith and the customs of the Jewish people and the state of Israel,
- **2)** to advance the Jewish faith,
- **3)** to promote equality and diversity for the benefit of the public by:
- a. providing or assisting in the provision of training and education so as to create a climate in which religious, ethnic, cultural and other forms of diversity (in particular those relating to the Jewish community) can be celebrated without fear of persecution;
- b. representing a range of views including those of the Jewish community to policymakers, funders, service providers and agencies working in the field;
- c. providing advice and information of sufficient quality to fulfil a charitable purpose,
- **4)** to promote religious harmony for the benefit of the public by:
- a. educating Christians, Hindus, Jews, Muslims, and Sikhs and adherents to other religions and systems of belief (as recognised for the purposes of Article 9 of the European Convention on Human Rights and Fundamental Freedoms), to appreciate each other’s distinctive beliefs and practices; and
- b. promoting education and research leading to respect for religious differences between faith and systems of belief,
- **5)** to improve the efficiency and effectiveness of charities carrying out charitable purposes for the benefit of the Jewish community by:
- a. co-ordinating the efforts of existing charitable and non-charitable agencies that have the common goal of providing charitable services or relief to the Jewish community;
- b. liaising with, and acting as a forum for the exchange of information between, agencies working to provide charitable services or relief to the Jewish community in order to identify gaps in the services, overlap or duplication of services, so as to improve delivery of such services to the Jewish community;
- c. representing the views of the Jewish community to policy makers, funders and service providers;
- d. providing advice and information to agencies working in the field;
- e. providing databases or directories or other sources of information provided that they are of sufficient quality to fulfil a charitable purpose,
- **6)** such other charitable purposes as the trustees shall from time to time think fit.
## **VISION**
The JLC has a vision of a strong, thriving, and engaged Jewish community in the United Kingdom for generations to come. A community that:
- Has a confident sense of itself, safe within the United Kingdom and engaged with civic society
- Embraces its historical and religious traditions, is engaged with Israel, nurtures its youth, and cares for its infirm, the elderly, and those on the margins
- Has a thriving charitable ecosystem that is innovative, impactful, and has high standards of governance and regulatory compliance
- Is staffed with an excellent cadre of professionals and supported by an engaged and committed lay leadership
- Is efficient and well funded
- Is seen as an exemplar for Jewish communities worldwide
## **MISSION**
Our mission is to support development and excellence in our member organisations, challenging them to lead the way in sustaining, building, and celebrating vibrant Jewish communities across the UK.
## **STRATEGIC OBJECTIVES**
2025 was the final year of our 3 year strategy set in 2022. Our 4 key objectives are at the core of the work carried out by the JLC and are continually informed through our members and work with stakeholders across the community.
- To enhance (alongside other communal organisations) the political security of the community, through healthy relationships with politicians, government, the media, and civil society organisations
- To strengthen communal capacity and capability, building tomorrow’s leaders both lay and professional, guiding on governance and regulation, and working with members on their needs
- To support and lead our members and the wider community to prepare for strategic long-term challenges and
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**THE JEWISH LEADERSHIP COUNCIL TRUSTEES` ANNUAL REPORT FOR THE YEAR ENDED 31 DECEMBER 2025**
catalyse change using evidence and best practice
- To further strengthen the JLC’s own governance, leadership, and management, ensuring that it is an exemplar of best practice
In 2025 we developed our next three-year strategy, focused on strengthening and defending our community so that the Jewish community in the UK can thrive for years to come.
## **PURPOSE**
The organisation works with our members to achieve our objectives in 3 key ways:
- Connect & Coordinate the Jewish charitable sector
- Strengthen & Support organisations and leadership across our community
- Magnify & Amplify our members’ voices
## **VALUES**
We are led by our values:
## **JLC STAFF TEAM**
1. The JLC has a small team of dedicated professionals, delivering across all our strategic objectives and headed by our CEO Claudia Mendoza, and interim CEO Debbie Fox who is covering Claudia’s maternity leave.
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## **MESSAGE FROM OUR INTERIM CEO, DEBBIE FOX**
After many years of involvement with the JLC as a trustee, vice chair, and vice president, I was delighted to join the professional team as interim CEO in October 2025.
The past two years have been the most difficult in recent memory for our community as antisemitism has surged to record levels. In the three months following the horrific terrorist attack against Heaton Park Hebrew Synagogue, the JLC has been at the forefront of the community’s response, engaging directly with government to ensure the safety and security of Jewish communities across the UK.
Alongside our communal partners, we’ve taken a detailed set of policy demands to government. Our joint paper with the Board of Deputies and UJS, “After the Heaton Park Attack: Towards a Comprehensive Government Strategy on Antisemitism”, sets out exactly what must change. Announcements since Yom Kippur, including up to £10 million in emergency security funding, a review into public order legislation, and a review into NHS antisemitism, have been welcome, but they must form part of a coherent national strategy to root out extremism and antisemitism.
Our external affairs team are focused on bringing these issues to the attention of government whilst continuing their regular work of supporting our member organisations through parliamentary drop-ins and meetings with prominent politicians. At the same time, we are progressing the workstreams which emerged from our Forge the Future programme which include strengthening young people’s Jewish identity, cultivating external allies across civil society and business, and protecting our community’s legal rights.
The JLC also helped bring communities together in grief, solidarity, and resilience, organising rallies and vigils in London, Manchester, and Leeds to commemorate the second anniversary of October 7th and to stand united following the Yom Kippur attack. On the third night of Chanukah, as we mourned the victims of the antisemitic terrorist attack on Bondi Beach, thousands of us came together in Trafalgar Square to celebrate Chanukah in the heart of London. We sang, we danced, we ate doughnuts, we lit the menorah, and we showed the world that light will always overcome darkness.
Despite immense pain, there has also been reason for hope. After more than two years, all remaining hostages have been brought home. We will continue to pray that this marks the beginning of lasting peace in the region. Through our Lead division, we continued to invest in the community’s future by welcoming new cohorts for our Dangoor Senior Leadership Programme and our Adam Science Leadership Programme for emerging leaders.
These long-term programmes, alongside our trustee and professionals' conferences, and our Follow the Leader programme, continue to nurture senior leaders and emerging talent, futureproofing the leadership of our community.
We were pleased to welcome Magen David Adom UK as our newest member, as well as new trustees Zvi Noé (Chair of UJIA) and Bill Benjamin (Chair of the LSJS). We also celebrated the creation of the Movement for Progressive Judaism, following the merger of the Movement for Reform Judaism and Liberal Judaism.
None of this would be possible without our trustees, vice presidents, and professional team, whose dedication and quiet hard work underpin everything the JLC achieves. I am profoundly grateful for their commitment and the opportunity to work with them all.
As I continue my role as Interim CEO of the JLC, I remain deeply conscious of the immense challenges our community faces. We do not ask for special treatment, only for the same right as anyone else to live, contribute, and belong. That is what British Jews have done for four hundred years. And that is what we still want to do: proudly, freely, safely, and together with our fellow citizens.
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**THE JEWISH LEADERSHIP COUNCIL TRUSTEES` ANNUAL REPORT FOR THE YEAR ENDED 31 DECEMBER 2025**
## **2025 ACTIVITY OVERVIEW**
## **Objective 1: To enhance (alongside other communal organisations) the political security of the community, through healthy relationships with politicians, government, the media, and civil society organisations**
## **The 2025 Reality**
For the majority of 2025, we saw the continuation of the Israel - Hamas war. As we campaigned for the return of the hostages and supported our friends and family in Israel during this difficult period, including attacks from Iran and Yemen, we saw the ongoing impact here in the UK. Antisemitism remains at record high levels, and the welcome ceasefire has not led to Jews feeling safer in the UK. The terrorist attack on Yom Kippur brought this reality home. This was the context of our engagement with ministers, Opposition, MPs, peers, councillors, and officials throughout the year.
## **Government**
2025 was the first full year of a Labour government since 2009. It was therefore a key strategic focus to continue developing our relationships with ministers and advisors. Across the year, the team have been in Downing Street and Whitehall to ensure a focus on our key asks of government. We also play a key role as a permanent member of the cross-government working group on antisemitism to ensure all departments are taking action.
In the Home Office we have discussed the need for action on extremism and the impact from hate marches on our streets.
We have met with Communities Ministry to focus on community cohesion. Sectoral issues of antisemitism have been raised with the Health, Education, and Culture departments.
We have continued our engagement with the Foreign Office as we saw an unfortunate decline in UK – Israel relations. We opposed the UK’s decision to recognise a Palestinian State, especially at a time when hostages were still being held by Hamas. We will continue to work with partners to support improved relations in the future.
## **The JLC in Parliament**
We continue to be active in Parliament, meeting regularly with hundreds of MPs and Peers across all parties. In addition to regular meetings, we have showcased the work of our members in our successful drop-in events. Sessions were organised for CST, Mitzvah Day, World Jewish Relief, Jewish Small Communities Network, and Jami. At each event, we see at least 20 MPs drop in and visit to learn about the work of our member. For deeper conversations, we have brought together members for roundtables with ministers and shadow cabinet members.
In addition to bringing our members to Parliament, we have brought Parliament to our members. Visits have been coordinated to Jewish Care, Kisharon Langdon, Chai Cancer Care, The FED, and CST.
Our annual Members’ Tea was hosted by Baroness Hodge and addressed by the Faith Minister. The event is an opportunity to gather our members in Parliament to celebrate their work together with MPs and Peers.
We once again attended the conferences of Labour, Conservatives, and Liberal Democrats. Polling in 2025 shows a further break-up of the traditional two-party system. As we look further ahead to future general elections, we have looked to develop our relationship with Reform UK and other parties growing in support.
In the aftermath of the Heaton Park Synagogue attack, we stepped up our expectations from government. It is no longer sufficient for the response to antisemitism to be higher fences and thicker doors. Real action is needed across policy areas to ensure the root causes of antisemitism are addressed. This formed part of a document of policy asks we released together with the Board of Deputies and UJS.
The aftermath of the Bondi Beach massacre led to further media appearances where we continued to push this message.
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## **Objective 2: To strengthen communal capacity and capability, building tomorrow’s leaders both lay and professional, guiding on governance and regulation, and working with members on their needs**
In 2025, Lead (the leadership development division of the JLC) delivered its most extensive programme of activity to date. Across the year, we ran more programmes and events than ever before, reaching a significantly wider audience and achieving record attendance figures and application numbers across multiple initiatives.
The year began with a special online event featuring community leadership experts Dr Ron Wolfson, Darryl Messenger, and Barry Shrage. Both Daryl and Barry feature in ‘Jewish Communal Leadership - Lessons Learned from Leading Practitioners’ a book co-authored by Dr Ron Wolfson alongside Dr Jason G. Goldman and Dr Steven Windmueller. This unique session provided attendees with the opportunity to learn directly from some of the most respected communal leaders in America, exploring contemporary leadership challenges and sharing practical insights relevant to today’s complex communal landscape.
In February, we launched Follow the Leader, beginning with the first of eight sessions focused on “Managing Upwards”. Designed for community professionals seeking half- or full-day learning opportunities, the programme supports participants to build knowledge and confidence across a broad range of leadership topics.
March was a particularly active and impactful month. We marked International Women’s Day with a full-day event headlined by businesswoman and television personality Linda Plant, who shared her journey from market stall holder to successful entrepreneur. Her keynote was followed by sessions led by Jewish Women’s Aid, Jewish Care, and KeshetUK. The day concluded with a panel discussion facilitated by Claudia Mendoza, featuring Jo Bucci (CEO, Jewish Chronicle) and Harriet Waley-Cohen (multi-award-winning speaker, trainer, and coach). The conversation was dynamic and reflective, celebrating progress while recognising the work still required to advance gender equality.
Later in March, we welcomed Rabbi Elliot Cosgrove of Park Avenue Synagogue, New York, who discussed his book For Such a Time as This: On Being Jewish Today. Against the backdrop of rising antisemitism and following the events of October 7th, the session explored how many Jews have rediscovered a deeper connection to Judaism and Jewish culture. This was followed by a Follow the Leader session on “Managing Change and Dealing with Resistance”.
March also saw the launch of the fourth edition of the Dangoor Senior Leadership Programme. Following a record number of applications, 18 senior leaders – serving in professional and lay capacities across communal organisations – were selected for the cohort. The programme progressed with multiple sessions through 2025 with strong engagement and commitment, under the leadership of Co-Directors Michelle Janes and Larry Shulman. A key highlight was a two-day residential in May, delivered in partnership with Windsor Leadership. The residential provided participants with dedicated space for reflection, peer learning, and the development of action learning sets. The programme will conclude in July 2026.
In April, Follow the Leader continued with a session entitled “How to Be the Person Everyone Wants on Their Team”. In May, we delivered a leadership pipeline event focused on trustee succession planning, specifically targeting young trustees. We were pleased to host Osaro Otobo, Ambassador of the Young Trustees Movement and founder of Make Diversity Count, who highlighted the value of age-diverse trustee boards.
May also marked the launch of the 25th Adam Science Leadership Programme, beginning with a two-day residential that brought together 18 community professionals and lay leaders for a year of intensive learning and relationship-building. Participants engaged with a wide range of speakers from across the Jewish communal sector, including Jon Boyd, Vicky Fox, Rabbi Miriam Lorie, Sam Clifford, Laurence Field, and Joshua Marks. The programme followed a rigorous application process, with 28 high-quality applications received. It has grown from strength to strength through the year and concluded in May 2026.
Responding to the ever-growing interest in digital transformation, we delivered a double Follow the Leader session on AI Adoption Strategy, which was well attended and positively received. This was followed by our recordbreaking London Professionals’ Conference, which sold out with 150 attendees. The conference featured eight workshops, an opening keynote from Dr Susie Kahn, and a closing conversation between Claudia Mendoza and
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**THE JEWISH LEADERSHIP COUNCIL TRUSTEES` ANNUAL REPORT FOR THE YEAR ENDED 31 DECEMBER 2025**
David Holdsworth, CEO of the Charity Commission, offering professionals the rare opportunity to engage directly with sector leadership.
In June, Follow the Leader continued with a session on facilitating and chairing effective meetings with confidence – an increasingly vital skill for both in-person and virtual environments.
July saw the launch of our three-part Trustee Development Programme in partnership with JVN. Reflecting a growing appetite for trusteeship across the community, the programme attracted 39 participants, representing a 160% increase on the previous year.
Sessions covered first-time trusteeship, finance and fundraising responsibilities, and governance fundamentals. The month concluded with a special event in partnership with Young JW3, exploring Jewish voices on social media. Influencer Ben Rebuck shared his experience using online platforms to counter antisemitism and misinformation through positive Jewish and Israel-related content.
Following the summer and the Chagim, we marked Trustees’ Week with the annual Jewish Community Trustees’ Conference, delivered in partnership with JVN and supported by the Bloom Foundation. With more than 110 attendees, it was our largest trustees’ event since before the pandemic. The evening featured a keynote address from David Dangoor, eight workshops, and a dedicated stream for aspiring trustees, including the final session of the Trustee Development Programme. We completed the Follow the Leader series for 2025 with a session on evaluating and measuring impact.
The year concluded with the regional Jewish Professionals’ Conference in Manchester. Taking place just months after the tragic attack at Heaton Park Synagogue, the event carried particular significance. Keynote speaker Kate Pearlman-Shaw led a powerful session on the realities of being a Jewish community professional today, focusing on strategic leadership, colleague wellbeing, and personal resilience. This was followed by four further development sessions and opportunities for networking and connection building.
## **Strategic Forums: Encouraging Excellence and Innovation**
Our forum offering has continued to grow and, alongside Marcomms, Fundraising, Youth Mental Health, HR and operations, and CEO forums, we now offer forums on Safeguarding and Finance. We pride ourselves on being adaptable to the community’s needs and we are delighted that these new topics now form part of our offering, which ensures we are providing spaces for all professionals in the community. These sessions are held quarterly and provide attendees with opportunities to learn best practice, understand critical sector updates, and meet with fellow professionals in similar roles who can offer support and guidance to one another.
November 2025 saw the first forum for our Northern communities, with Kate Pearlman-Shaw leading a session on “Leading Through Adversity” for communal professionals from Leeds and Manchester. We have delivered a further session in 2026 with more planned in the second half of the year.
## **Celebrating our Community**
The JLC was proud to support several vital communal initiatives throughout the year, including Mitzvah Day, JWA Shabbat, the JVN Volunteering Awards, JAMI’s Mental Health Shabbat, and the Maccabi Fun Run through sponsorship of the Charity Fair. Each of these initiatives, amongst the many more, plays a vital role in strengthening the Jewish charity ecosystem by raising awareness and encouraging wider participation within the community.
They are wonderful examples of creating accessible opportunities for people of all ages and backgrounds to engage with Jewish life through action, learning, and, most importantly, fun! They also provide charities with essential platforms to tell their stories, reach new audiences, and build long-term support.
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**THE JEWISH LEADERSHIP COUNCIL TRUSTEES` ANNUAL REPORT FOR THE YEAR ENDED 31 DECEMBER 2025**
## **Objective 3: To support and lead our members and the wider community to prepare for strategic long-term challenges and catalyse change using evidence and best practice**
## **Commemorating two years since October 7[th]**
On Sunday 5th October, thousands came together in Trafalgar Square to mark two years since October 7th and to remember Melvin Cravitz and Adrian Daulby, killed during the terrorist attack on Heaton Park Synagogue just three days earlier.
As the ceremony concluded, music began to play and thousands started to dance in a moment of strength, resilience, and defiance. We showed that our community will not be cowed, and will not be silenced by hate.
## **ChanukahLIVE!**
On the third night of Chanukah, thousands of us came together in Trafalgar Square to celebrate Chanukah in the heart of London. At ChanukahLIVE! we sang, danced, ate doughnuts, lit the menorah, and showed the world that light will always overcome darkness.
This year’s entertainment line-up featured some of the Jewish community’s favourite performers, including comedian Rachel Creeger, DJ Dan Kraines, sensational vocalist Avi Kraus, and Chazan Pini Brown, accompanied by Erran Barron Cohen and Rapper JBC. On top of this, four Jewish primary schools from across London, Clore Tikva, Mathilda Marks-Kennedy, Etz Chaim, and Wolfson Hillel, united to form one giant ChanukahLIVE! children’s choir. Expertly conducted by Stephen Melzack, they performed Maoz Tzur and We Know a Man.
## **Forge the Future**
The JLC’s Forge the Future Community Plan identifies four core strategic objectives under which a series of projects sit. Forge the Future took on issues seen as being crucial to a thriving community going forward, in the face of unprecedented challenge. These initiatives have now been incorporated into the JLC’s ongoing strategy and are gradually being embedded into our day-to-day delivery. Where we are not doing the work ourselves, we help coordinate efforts in the community to allow for a more cohesive response.
Areas where significant progress has been made include:
- Extensive activity of our General Counsel, facilitating much crucial work defending our community’s legal rights.
- Considerable quantitative and qualitative research was commissioned and analysed on the most impactful Jewish experiences, spaces, institutions, and role models for young people, leading to greater clarity on community priorities and bright spots to invest in to empower and engage next generations. A highlight of the year’s work was our Spark the Future event in September, attended by 60 young adults. A microgrant initiative was launched there as an initial response, recognising the desire amongst young adults to build grassroots projects for their peers in the post-university, early-career-stage cohort.
- Continuing on our journey to build networks of external allies across civil society through Jewish ambassadors across a range of sectors, including retail and hospitality, media, publishing, the third sector, healthcare, and the corporate world. Successes to date include: some organisations agreeing to formally adopt the IHRA antisemitism definition; others introducing antisemitism training into their EDI offering; a CEO resisting removal of Israeli products from its supermarket shelves; another CEO refusing to sign their organisation up to an anti-Israel cultural boycott.
- Linked to this work, in partnership with Work Avenue and the Board of Deputies, in April 2025 we published a Workplace Antisemitism Report – and, through the year, we engaged with leaders of Jewish professional networks (Beacon, Jews in Film & TV, and the Jewish Publishing Circle), offering a range of much-welcomed practical and financial support.
- Substantial foundational work has been done developing the vision for an online communal hub. It is intended that this platform will connect British Jews with Jewish community organisations, suppliers, and services across the UK, being a market square bringing together the richness of Jewish life in one digital place. Through the year we carried out a listening campaign with approximately 30 communal organisations and a community mapping exercise identifying the extent of organisations who might ultimately feature on the Hub. Additionally, the project working group conducted significant investigative work with potential developers, comparing off-the-shelf to new-build options.
- At the end of 2025, we embarked on a discovery and planning phase with the likely project developers, to agree the detailed project definition and planning and establish the comprehensive technical
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**THE JEWISH LEADERSHIP COUNCIL TRUSTEES` ANNUAL REPORT FOR THE YEAR ENDED 31 DECEMBER 2025**
- specification, user journey mapping, and architectural blueprint required to validate accurate delivery costs for the subsequent implementation phases.
- We hope to secure funding and be in a position to launch the Hub by Rosh Hashanah in September 2026
## **Legal Work**
Over the past year, the legal work of the Jewish Leadership Council has focused on the defence of the basic conditions necessary for Jewish life to be lived freely and securely in the United Kingdom. In a context marked by increased polarisation, a rise in threatening public demonstrations, and the normalisation of forms of hostility directed at the Jewish community, our activity has been concentrated on three core areas.
The first strand of our work has concerned public order and the policing of protests. At a strategic level, the JLC has engaged with a number of police forces and local authorities to ensure that existing legal frameworks are applied consistently, proportionately, and in accordance with the rule of law. This work has included issues relating to the notification and management of demonstrations, the prevention of intimidation and harassment, and the protection of Jewish events, individuals and institutions, including synagogues and community centres. These interventions have contributed to improved risk anticipation and clearer understanding by the police of operational responsibilities.
The JLC has also provided legal assistance to individuals facing discrimination motivated by antisemitism. This has included employees who have experienced discriminatory treatment in the workplace, as well as performers or speakers excluded from venues or events on the basis of their identity or perceived views. Here, too, the approach has been careful and targeted, prioritising the individuals’ interest, legal clarity, and deterrence.
Finally, a significant element of the JLC's legal work has involved contributing legal expertise to legislative and policy discussions. Drawing on practical experience, the JLC has engaged in pre-legislative dialogue concerning protest law, the protection of Jewish minorities, and the balance between fundamental freedoms and public safety.
## **BEACON**
We are delighted to have become partners with BEACON, which has created a Jewish Professional network across sectors and is providing access to high-quality content, people, and events.
This partnership represents a great example of what can be achieved when shared values are matched with purposeful collaboration. By working together, the JLC and BEACON have been able to combine strategic insight with grassroots energy, creating initiatives that are both forward thinking and practical.
The importance of this relationship lies in our complementary strengths. The JLC brings a national perspective and a deep experience in community cohesion and leadership development, while BEACON contributes innovation, ideas, connection, and, just like the JLC, the ability to translate these ideas into action. Together, we are creating a space where participants can learn, connect, and grow. This partnership has also enabled both organisations to extend their reach, engage new audiences, and amplify our collective voice.
A standout moment in the partnership was the event we held welcoming Glenn Cohen, Hostage Debrief Team Leader, former Mossad Officer and Chief Psychologist, Hostage Negotiator to London. The event saw more than 200 attendees come together to hear first-hand accounts of the recent hostage releases and Glenn’s presence and message resonated strongly, sparking a renewed motivation among attendees when it felt like it was needed most.
The success of the event demonstrated the strength of the partnership in action, from planning and promotion to delivery and impact.
It was also a pleasure to celebrate Chanukah with BEACON and White & Case at their annual Chanukah evening in the heart of London. It was a true celebration of light, with Chanukah candles lighting up the room to a backdrop of live music, providing a space for the BEACON network to enjoy an evening of togetherness. Ultimately, the JLC–BEACON partnership shows how collaboration can turn shared ambition into meaningful outcomes. It sets a strong foundation for future projects and continued joint success. By investing in this relationship, both organisations reaffirm their belief that community flourishes best when supported collectively, and that bold, well-executed partnerships can inspire confidence, unity, and lasting progress across the wider
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**THE JEWISH LEADERSHIP COUNCIL TRUSTEES` ANNUAL REPORT FOR THE YEAR ENDED 31 DECEMBER 2025**
community for generations to come with clarity, purpose, and shared responsibility everywhere.
We look forward to working on future events together in 2026 and thank BEACON for its continued dedication to providing these spaces for Jewish professionals to thrive.
## **Meta Tech event**
In January 2025 we were thrilled to partner with Meta Jews@ to bring Jews working in tech together for a special networking event. The idea behind this was a recognition that, whilst there are many community events for Jews working in sectors such as property and finance, there were no equivalent events which specifically served this sector.
The event was a huge success, welcoming more than 150 people working across the tech industry to Meta’s offices in London. The event was kicked off with a short presentation by JLC CEO, Claudia Mendoza. The audience was then addressed by our tech founder panellists Gabriela Hersham (Huckletree), Anthony Eskinazi (JustPark), and Josh Hart (YuLife) for a special conversation diving into their own professional journeys, hosted by Adam Benjamin who runs the Jewish employee group for Meta’s Europe & Middle East region. There was an opportunity for a wider Q&A with the audience, which focused on advice to tech start-ups, how to foster a good working culture by employing the right people, and defining values that align with your identity.
As well as this, it was interesting to hear how their Jewish identity influenced the company they’ve founded. Josh stated how he found stepping into his Judaism and community when building his company had been the most rewarding, whilst Gabi added how growing up in a strong Jewish community with a sense of support was a big factor in setting up the business she now runs.
Anthony stated that his love of the togetherness he felt during Friday night dinners with his family was something he wanted to bring into his company culture, which resulted in him hiring a chef for lunch each day as a way of encouraging and developing friendships within the business.
The tech scene is thriving with contributions from the Jewish community, and we were delighted to welcome so many people at the forefront of innovation. It was inspiring to hear about the journey the panellists have been on, and we were delighted they were able to join us. We look forward to continuing to build relationships with this group with further events in 2026 and ensuring our member organisations have access to industry experts who can support us in digitalising the Jewish charity sector further. We are grateful to Meta for its partnership on this event and all the work it did to ensure this could go ahead.
## **Objective 4: To further strengthen the JLC’s own governance, leadership, and management, ensuring that it is an exemplar of best practice**
In 2025 we continued to strengthen our governance, leadership and management, reinforcing our position as an exemplar of best practice. This included spending time reviewing and analysing our performance over the last few years to build our next three-year strategy, reviewing and refreshing the terms of reference for our board committees and refining our policies and procedures. We specifically invested time in reviewing our financial management oversight procedures to ensure they are fit for purpose. In this ever-changing climate we commenced a detailed review of our IT infrastructure and security set up, which resulted in a new package being implemented in 2026. We also switched provider for database support to ensure we can maximise our database functionality. We have invested in training and leadership, with three team members taking part in long term leadership development programmes and others taking advantage of other training opportunities. Collectively, these measures have strengthened organisational resilience and ensured that the JLC continues to operate to the highest governance and management standards.
## **ANALYSIS OF ACHIEVEMENTS AND PERFORMANCE**
## **Public Benefit**
The trustees, having considered section 17 of the Charities Act 2011, have satisfied themselves that they have complied with the duty to have regard to the Public Benefit guidance published by the Charity Commission. In this Report, the trustees have outlined the activities and achievements of the JLC and, so the trustees believe, these demonstrate that the JLC is providing public benefit.
11
**THE JEWISH LEADERSHIP COUNCIL TRUSTEES` ANNUAL REPORT FOR THE YEAR ENDED 31 DECEMBER 2025**
## **Financial Performance**
The trustees approved a budget for 2025 that maintained levels of prudent allocation of resources whilst enabling us to build on our modest reserves. The budget was closely monitored throughout the year, to ensure no overspend and to identify savings where possible. Our restricted surplus has grown as we build funds for our flagship Forge the Future (FtF) programme, for which we received £0.68m in 2025, with further funds committed over the next year.
This resulted in the Statutory accounts for the JLC in 2025 recording a reserves level of £1.4m. This figure is higher than 2024, as we raised a small surplus in core funds, but spent down a large amount of our restricted funds. Unrestricted (free) reserves have risen to £890k. The trustees are pleased to have continued to build and sustain reserves with both Restricted and Unrestricted funds in surplus over the last 2 years and look to continue to grow financial security over the coming 3-5 years. The trustees have continued to produce these accounts on a going concern basis and there is nothing in the JLC’s current performance that would undermine the going concern status. The trustees remain immensely grateful to the many very generous donors who have supported the JLC in 2025 and into 2026.
## **Income**
The JLC has three main sources of income.
- **Grants and Donations** – Approximately 82% of income is from grants from trusts or foundations supporting the breadth of the JLC’s work and donations received from individuals. The JLC reports regularly to grant making bodies and is grateful for the support and guidance given to its work within these organisations. The JLC continues to broaden its supporter base utilising the trustee fundraising group to build relationships.
- **Membership Fees** – Approximately 13% of income comes from fees paid by the JLC’s member organisations. The rates vary according to a scale based on the size of the organisation.
- **Lead** – Approximately 5% of income is from our Lead division, which provides professional development opportunities to lay and professional leaders including CPD sessions, conferences and forums.
## **Expenditure**
The JLC has three main areas of expenditure.
- **Personnel** – This remains a significant area of expenditure within the organisation. The JLC’s staff are its biggest asset and have enabled the organisation to continue to serve its members and the wider community through the most challenging of years. Their commitment, skill, knowledge and enthusiasm enables the JLC to continue to deliver the wide range of services discussed in this Report.
- **Programme Expenditure** – This area of expenditure includes leadership programmes provided through Lead and our new Forge the Future Programme, and is made up of both restricted and unrestricted funds.
- **Governance and Professional Fees** – includes the legal and accounting fees to maintain compliance as well as consultants supporting activity in specific areas or projects facilitated by the organisation.
## **Risk Management**
The Audit and Risk Committee continues to meet quarterly and follows a robust schedule to review policies, management accounts, budget and risk, making recommendations to the trustees where appropriate. Risks are documented in our risk register, and in assessing risk, the following have been assessed as major possible risks to the charity.
**Reputational damage through actions of the charity’s leaders or employees, or by the actions of member organisations by association.** The charity continues to review and update policies on a regular basis with robust systems of oversight including the Audit and Risk Committee. Adherence to policy and procedure is highlighted to all staff and trustees and there is a standing item at all trustee meetings to deal with any matters arising. The JLC has worked to build stronger relationships with members to ensure expectations of both parties are clear.
**Failure or Breach of IT systems.** All JLC IT systems are now cloud based and have increased levels of security measures on access to the IT systems. Whilst this remains one of the most significant risks to the organisation, trustees believe this is reasonably well mitigated against with current measures, however, this is regularly assessed and the JLC’s IT provider is aware to ensure systems are secure.
**Donations and other income insufficient to meet costs of the charity.** This was tested in recent years with the impact of Covid-19 and the organisation was able to ensure stability during this time. The JLC continues to work to mitigate
12
**THE JEWISH LEADERSHIP COUNCIL TRUSTEES` ANNUAL REPORT FOR THE YEAR ENDED 31 DECEMBER 2025**
this by working closely with a small team of trustees in addition to the Chair and CEO. Fundraising is carried out on an annual basis and a high proportion of donors give to the organisation year on year. The few donors that no longer support us have been replaced by a pipeline of new donors.
**Physical and online security.** We are aware in the current climate that the physical and digital security of our team is at risk. We work closely with CST to make sure that both our office space and any events are secure, and they have delivered training for our team on how to maintain robust online personal security. We have also upgraded our cyber security stack with our IT provider to ensure protection of our systems.
**Failure of financial process including expenditure exceeding income.** This is primarily mitigated against with robust systems of financial management and oversight. The JLC contracts an external company to manage bookkeeping which includes the production of management accounts. It also benefits from the expertise of a Part Time Financial Director to oversee budget-setting processes and review. Systems and Processes mean that at no point is any individual able to raise, authorise or pay an invoice or payment from the JLC accounts without at least 1 other person co-authorising.
**Failure in succession planning for both lay and professional leadership** . The JLC has consistently maintained trustee relationships as well as ensuring new trustees are welcomed to the board, creating increased diversity. The Council of Membership are actively engaged in leadership elections and the process of recruitment and election is transparent and open. The CEO works together with the staff team to provide opportunities for development, allowing growth and succession within the small team. The CEO and COO meet regularly with the Chair, Vice Chair and Treasurer.
## **Reserves Policy**
The trustees have examined the requirement for free reserves which are those unrestricted funds not designated for specific purposes. The trustees consider that at present free reserves should be sufficient to cover approximately ten months of regular operational expenditure which equates to approximately £890k. This meets the trustees’ previously stated ambition to build up free reserves equivalent to at least six months of regular operational expenditure.
## **STRUCTURE, GOVERNANCE AND MANAGEMENT**
## **Governing Document**
The JLC is registered under the Companies Act 2006 as a company limited by guarantee. The company was incorporated on 14 July 2006 and is a registered charity constituted as a Limited Company. The Articles of Association have been amended a number of times. The current prevailing Articles of Association were adopted in December 2019. The charity registration number is 1115343 and the company registration number is 05742840.
## **Recruitment and Appointment of Trustees**
In accordance with the Articles, the power to appoint trustees rests with the Council of Membership (the Council) and the Board of Trustees.
The majority of the trustees are elected from the membership of the Council of Membership and are appointed by that body. Trustees so appointed hold office for a three-year term and a regular rotation of trustees occurs on an annual basis with approximately three or four trustees retiring by rotation during any given year. Trustees who are eligible to serve additional terms at the end of their rotation are able to be re-elected if they wish to stand for nomination.
The trustees are Directors of the Company for Companies Act purposes and charity trustees for the purpose of charity law. The current trustees, as well as those in office during the financial year, are listed at the start of this report.
## **Trustee Induction and Training**
New trustees are provided with an induction pack, which includes a copy of the Company’s Articles, the latest Trustees’ Report and Financial Statements, and legal guidance on their duties and liabilities. They are briefed by the CEO on their duties and responsibilities and the board has a designated trustee for Governance oversight. Lead, a division of the JLC, provides ongoing training and development opportunities for trustees within the community including the annual Trustees’ Conference as well as Development sessions. All JLC trustees are invited to participate in these sessions. Where specific training or development is required for trustees, this is supported and enabled.
The trustees, who served during the year and up to the date of signature of the financial statements were:
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**THE JEWISH LEADERSHIP COUNCIL TRUSTEES` ANNUAL REPORT FOR THE YEAR ENDED 31 DECEMBER 2025**
Keith Black (Chair) Louise Jacobs (Vice Chair) Suzi Woolfson (Honorary Treasurer) Mark Adlestone OBE, DL (resigned on 18[th] May 2026) Bill Benjamin (elected 19[th] May 2025) Julian Blake (resigned 30[th] September 2025) Nina Freedman (resigned 30[th] September 2025) Uri Goldberg Michael Goldstein (resigned on 18[th] May 2026) Paul Langsford Laura Marks CBE (resigned 19[th] May 2025) Zvi Noe (elected 19[th] May 2025) Jonathan Zenios David Joseph (appointed 5[th] February 2026) Raphi Bloom (appointed on 18[th] May 2026) Carolyn Bogush (appointed on 18[th] May 2026) Saul Taylor (appointed on 18[th] May 2026)
None of the trustees has any beneficial interest in the company. All of the trustees are members of the company and guarantee to contribute £1 in the event of a winding up.
## **The Charity Governance Code**
The JLC is a committed supporter of the Charity Governance Code (the Code) as a set of standards for high performance in governance.
## **How the JLC Makes Decisions**
The charity has an approved Code of Conduct which sets out matters reserved to the Board and the limits of the Executive’s authority. The business of the JLC is managed by the Board of Trustees, with day-to-day decisions delegated to a team of professional staff, headed by the JLC CEO. The trustees meet six times each year as a minimum.
The CEO is able to take day-to-day decisions on most matters, but she is closely scrutinised by the Chair, and major strategic and financial decisions must be approved by the Board of Trustees. The financial authority of the Executive is governed by the Finance Regulations. The CEO delivers a detailed report of performance against objectives at each meeting of trustees, who are able to question and scrutinise activity and decisions.
We have the following trustee working groups;
- Audit and Risk Committee (chaired externally but with two trustees, including our Treasurer)
- Membership and Nominations Committee – this was created in 2022 and four trustees, including our Chair and Vice Chair sit on this committee. There are terms of reference drawn up and it discusses JLC membership, trustee positions, and CEO remuneration. It meets on a needs basis.
- Fundraising Committee – there are four trustees on this committee, including Treasurer, Chair, and Vice Chair. It means approximately eight times a year.
The CEO has agreed with the trustees a programme of activity which further enhances the JLC’s role in the community.
From a governance perspective, trustees must approve the following matters:
- Strategy and changes to strategic priorities
- Recruitment policy and senior staff remuneration
- Approval of Policies and Procedures
- New projects or grant making activities
- Membership fees and relations with members
- Applications for new membership and membership policy
- Annual budget, cashflow forecast and any reforecasts
- Strategy for major political meetings
- Approval of statutory accounts
- Approval of changes to the constitution
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**THE JEWISH LEADERSHIP COUNCIL TRUSTEES` ANNUAL REPORT FOR THE YEAR ENDED 31 DECEMBER 2025**
- Significant long-term contractual or financial commitments
- Matters likely to have reputational significance for the JLC.
A Finance Report is presented to the trustees at each meeting along with the most recent Management Accounts which includes progress on fundraising. The COO prepares the Finance Report and is ultimately responsible, under the supervision of the Honorary Treasurer for financial management. The Audit and Risk Committee reviews and gives recommendations on budgets and financial reports to the trustees.
The COO’s management of the budget and spending is overseen by the Honorary Treasurer on behalf of the trustees. There is an agreed document of spending authority.
Bookkeeping and management accounting services are provided by an external company and oversight is supported by a part-time Financial Director. Monthly management accounts are produced and are tabled at each meeting of the Board of Trustees.
The Audit and Risk Committee Chairman is Sam Clarke. The Chairman of the Committee is independent of the Board of Trustees. The Hon Treasurer and one other trustee attend the meetings. The trustees have delegated a number of financial matters to be dealt with by the Committee and reported to the trustees.
A Conflict of Interests Policy is in place and a register of trustees Interests is kept on file. Trustees are asked to declare any interest relevant to the business at the start of each meeting.
## **Salaries Policy**
The JLC has a policy to pay appropriate salaries consistent with the market in order to attract and retain the best talent to assist the JLC in meeting its objectives. Salaries are benchmarked against comparable roles within comparable organisations both within and outside the Jewish community and take account of employees’ experience and profile. The salaries of staff are reviewed once a year with the CEO having delegated authority to set staff salary levels and the Chair, along with the Membership and Nominations Committee setting and approving the CEO’s salary.
## **Fundraising**
The JLC does not undertake widespread fundraising from the general public. It is grateful to the donors who support its work and with whom it maintains communication on activities throughout the year. Income generation is managed by the CEO, COO and a group of trustees with no external fundraising support engaged. Income received from fundraising activities is listed as donations in our accounts. The JLC is not required to be bound by any regulatory scheme. We have received no complaints in relation to fundraising activities.
## **Related Party Transactions**
There are a limited number of related party transactions in the 2025 accounts. In each case, the transactions are agreed by the CEO under delegated authority or approved by trustees in accordance with the agreed approvals procedure. In the case of a Related Party Transaction, the relevant Related Party, if a trustee, will declare their interest in the matter in question, in accordance with the Conflicts of Interest Policy.
Details of these transactions can be found in Note 16.
## **Auditor**
In accordance with the company's articles, a resolution proposing that Goldwins Limited be appointed as auditor of the company for a three-year term was passed in 2025.
## **Disclosure of information to auditors**
Each of the trustees has confirmed that there is no information of which they are aware which is relevant to the audit, but of which the auditor is unaware. They have further confirmed that they have taken appropriate steps to identify such relevant information and to establish that the auditors are aware of such information.
15
## **THE JEWISH LEADERSHIP COUNCIL**
## **STATEMENT OF TRUSTEES' RESPONSIBILITIES** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_
The trustees, who are also the directors of The Jewish Leadership Council for the purpose of company law, are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that year.
In preparing these financial statements, the trustees are required to:
- select suitable accounting policies and then apply them consistently;
- observe the methods and principles in the Charities SORP;
- make judgements and estimates that are reasonable and prudent;
- state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.
The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
.............................. **Keith Black, Chair of Trustees**
Date: 25th June 2026
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## **THE JEWISH LEADERSHIP COUNCIL**
## **INDEPENDENT AUDITOR'S REPORT**
## **TO THE MEMBERS OF THE JEWISH LEADERSHIP COUNCIL**
## **Opinion**
We have audited the financial statements of The Jewish Leadership Council (the ‘charity’) for the year ended 31 December 2025 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
## In our opinion, the financial statements:
- give a true and fair view of the state of the charitable company's affairs as at 31 December 2025 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the requirements of the Companies Act 2006.
## **Basis for opinion**
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
## **Conclusions relating to going concern**
In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
## **Other information**
The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
## **Opinions on other matters prescribed by the Companies Act 2006**
In our opinion, based on the work undertaken in the course of our audit:
- the information given in the trustees' report for the financial year for which the financial statements are prepared, which includes the directors' report prepared for the purposes of company law, is consistent with the financial statements; and
- the directors' report included within the trustees' report has been prepared in accordance with applicable legal requirements.
- 17 -
## **THE JEWISH LEADERSHIP COUNCIL**
## **INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE MEMBERS OF THE JEWISH LEADERSHIP COUNCIL**
## **Matters on which we are required to report by exception**
In the light of the knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not identified material misstatements in the directors' report included within the trustees' report.
We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:
- adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
- the financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of trustees' remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit; or
- the trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies' exemptions in preparing the trustees' report and from the requirement to prepare a strategic report.
## **Responsibilities of trustees**
As explained more fully in the statement of trustees' responsibilities, the trustees, who are also the directors of the charity for the purpose of company law, are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
## **Auditor's responsibilities for the audit of the financial statements**
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below.
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## **THE JEWISH LEADERSHIP COUNCIL**
## **INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE MEMBERS OF THE JEWISH LEADERSHIP COUNCIL**
## **Capability of the audit in detecting irregularities**
In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and noncompliance with laws and regulations, our procedures included the following:
We enquired of management, which included obtaining and reviewing supporting documentation, concerning the charity’s policies and procedures relating to:
Identifying, evaluating, and complying with laws and regulations and whether they were aware of any instances of non-compliance;
Detecting and responding to the risks of fraud and whether they have knowledge of any actual, suspected, or alleged fraud;
- The internal controls established to mitigate risks related to fraud or non-compliance with laws and regulations.
- We inspected the minutes of meetings of those charged with governance.
- We obtained an understanding of the legal and regulatory framework that the charity operates in, focusing on those laws and regulations that had a material effect on the financial statements or that had a fundamental effect on the operations of the charity from our professional and sector experience.
- We reviewed the financial statement disclosures and tested these to supporting documentation to assess compliance with applicable laws and regulations.
- We performed analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud.
- In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments, assessed whether the judgements made in making accounting estimates are indicative of a potential bias and tested significant transactions that are unusual or those outside the normal course of business.
Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.
A further description of our responsibilities is available on the Financial Reporting Council’s website at: https:// www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.
## **Use of our report**
This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.
## **Anthony Epton (Senior Statutory Auditor)**
For and on behalf of Goldwins Limited, Statutory Auditor Chartered Accountants 75 Maygrove Road West Hampstead London NW6 2EG Date: .........................02/07/2026
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## **THE JEWISH LEADERSHIP COUNCIL**
## **STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT**
## _**FOR THE YEAR ENDED 31 DECEMBER 2025**_
|**Unrestricted**
**Restricted**
**funds**
**funds**
**2025**
**2025**
**Notes**
**£**
**£**
**Income from:**
Donations and legacies
**3**
1,314,410
970,965
**Total income**
1,314,410
970,965
**Expenditure on:**
Charitable activities
**4**
1,061,580
848,436
**Total expenditure**
1,061,580
848,436
**Net income and movement in**
**funds**
252,830
122,529
**Reconciliation of funds:**
Fund balances at 1 January
2025
636,930
390,049
**Fund balances at 31**
**December 2025**
889,760
512,578|**Total**
**Unrestricted**
**Restricted**
**funds**
**funds**
**2025**
**2024**
**2024**
**£**
**£**
**£**
2,285,375
1,153,163
815,376
2,285,375
1,153,163
815,376
1,910,016
960,492
517,573
1,910,016
960,492
517,573
375,359
192,671
297,803
1,026,979
437,459
99,046
1,402,338
630,130
396,849|**Total**
**2024**
**£**
1,968,539|
|---|---|---|
|||1,968,539
1,478,065|
|||1,478,065|
|||490,474
536,505|
|||1,026,979|
The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.
The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.
The attached notes form part of these financial statements.
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## **THE JEWISH LEADERSHIP COUNCIL**
## **BALANCE SHEET**
## _**AS AT 31 DECEMBER 2025**_
|**Notes**
**Current assets**
Debtors
**10**
Cash at bank and in hand
**Creditors: amounts falling due within**
**one year**
**11**
**Net current assets**
**The funds of the charity**
Restricted income funds
**13**
Unrestricted funds
**14**|**2025**
**£**
227,193
1,256,398
1,483,591
(81,253)|**£**
1,402,338
512,578
889,760
1,402,338|**2024**
**£**
187,785
959,327
1,147,112
(120,133)|**£**
1,026,979|
|---|---|---|---|---|
|||||396,849
630,130|
|||||1,026,979|
The financial statements were approved by the trustees on 25th June 2026
.............................. Suzi Woolfson (Honorary Treasurer) **Trustee**
- 21 -
## **THE JEWISH LEADERSHIP COUNCIL**
## **STATEMENT OF CASH FLOWS** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_
|**2025**
**Notes**
**£**
**Cash flows from operating activities**
Cash generated from operations
**17**
**Net cash generated from investing activities**
**Net cash generated from financing activities**
**Net increase in cash and cash equivalents**
Cash and cash equivalents at beginning of year
**Cash and cash equivalents at end of year**|**2024**
**£**
**£**
297,071
-
-
297,071
959,327
1,256,398|**£**
417,877
-
-|
|---|---|---|
|||417,877
541,450|
|||959,327|
- 22 -
**THE JEWISH LEADERSHIP COUNCIL**
## **NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_
## **1 Accounting policies**
## **Charity information**
The Jewish Leadership Council is a private company limited by guarantee incorporated in England and Wales. The registered office is Shield House, Harmony Way, Hendon, NW4 2BZ.
## **1.1 Accounting convention**
The financial statements have been prepared in accordance with the charity's governing document, the Companies Act 2006, FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (“FRS 102”) and the Charities SORP "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (effective 1 January 2019). The charity is a Public Benefit Entity as defined by FRS 102.
The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.
The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.
## **1.2 Going concern**
At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.
## **1.3 Charitable funds**
Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives.
Restricted funds are subject to specific conditions by donors or grantors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.
## **1.4 Income**
Income is recognised when the charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.
Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.
## **1.5 Expenditure**
Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably.
Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent.
Irrecoverable VAT is charged against the expenditure heading for which it was incurred.
- 23 -
## **THE JEWISH LEADERSHIP COUNCIL**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_
## **1 Accounting policies**
## **(Continued)**
## **1.6 Cash and cash equivalents**
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
## **1.7 Financial instruments**
The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at amortized cost.
## **1.8 Retirement benefits**
Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.
## **1.9 Leases**
Rentals payable under operating leases, including any lease incentives received, are charged as an expense on a straight line basis over the term of the relevant lease.
## **2 Critical accounting estimates and judgements**
In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
## **3 Donations**
|**Unrestricted**
**Restricted**
**funds**
**funds**
**2025**
**2025**
**£**
**£**
Donations and gifts
1,314,410
970,965
**Donations and gifts**
JLC Core and Projects
1,314,410
970,965
1,314,410
970,965|**Total**
Unrestricted
funds
**2025**
2024
**£**
£
2,285,375
1,153,163
2,285,375
1,220,940
2,285,375
1,153,163|Restricted
funds
2024
£
815,376
142,614
815,376|Total
2024
£
1,968,539|
|---|---|---|---|
||||1,363,554|
||||1,968,539|
- 24 -
## **THE JEWISH LEADERSHIP COUNCIL**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_
## **4 Charitable activities**
||**JLC Core**|**JLC Core**|
|---|---|---|
||**and Projects**|**and Projects**|
||**2025**|**2024**|
||**£**|**£**|
|Staff costs|694,929|695,742|
|Utilities, rent and rates|76,419|78,540|
|Event and programme costs|338,112|210,163|
|Travel, conferences and PR|28,085|33,131|
|Office administration|3,642|4,654|
|Legal and professional|69,072|29,385|
|Project costs|556,242|360,390|
|Bank charges|579|1,087|
||1,767,080|1,413,092|
|Grant Projects and Sponsorship|112,336|34,973|
|Share of support costs (see note 5)|21,600|21,600|
|Share of governance costs (see note 5)|9,000|8,400|
||1,910,016|1,478,065|
|**Analysis by fund**|||
|Unrestricted funds|1,061,580|960,492|
|Restricted funds|848,436|517,573|
||1,910,016|1,478,065|
## **5 Support costs allocated to activities**
|Bookkeeping services
Governance costs
**Governance costs comprise:**
Audit fees|**2025**
**£**
21,600
9,000
30,600
**2025**
**£**
9,000
9,000|**2024**
**£**
21,600
8,400|
|---|---|---|
|||30,000|
|||**2024**
**£**
8,400|
|||8,400|
- 25 -
## **THE JEWISH LEADERSHIP COUNCIL**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_
## **6**
|**Net movement in funds**|**2025**|**2024**|
|---|---|---|
||**£**|**£**|
|The net movement in funds is stated after charging/(crediting):|||
|Fees payable for the audit of the charity's financial statements (inclusive of|||
|VAT)|9,000|8,400|
## **7 Trustees**
None of the trustees (or any persons connected with them) received any remuneration or benefits from the charity during the year.
## **8 Employees**
The average monthly number of employees during the year was:
|**2025**
**Number**
JLC Core and Projects
13
**Employment costs**
**2025**
**£**
Wages and salaries
690,045
Social security costs
81,461
Other pension costs
51,777
823,283
Recharges to project costs
(128,354)
694,929|**2024**
**Number**
12|
|---|---|
||**2024**
**£**
605,710
62,768
48,864|
||717,342
(21,600|
||695,742|
Salaries and benefits in respect of the key management personnel of the charity total £392,376 (2024 £314,107).
The number of employees whose annual remuneration was more than £60,000 is as follows:
|
is as follows:|||
|---|---|---|
||**2025**|**2024**|
||**Number**|**Number**|
|£60,001 to £70,000|2|1|
|£70,001 to £80,000|1|1|
|£110,001 to £120,000|1|1|
- 26 -
## **THE JEWISH LEADERSHIP COUNCIL**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_
## **9 Taxation**
The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.
## **10 Debtors**
|**Debtors**|||
|---|---|---|
|**Amounts falling due within one year:**
Trade debtors
Other debtors|**2025**
**£**
1,404
225,789
227,193|**2024**
**£**
2,004
185,781|
|||187,785|
The debtors include over £130,000 in major donations committed at the end of the year and all settled at the beginning of 2026.
## **11 Creditors: amounts falling due within one year**
|**Creditors: amounts falling due within one year**|||
|---|---|---|
|Other taxation and social security
Trade creditors
Other creditors
Accruals and deferred income|**2025**
**£**
18,562
25,147
11,361
26,183
81,253|**2024**
**£**
19,483
85,022
3,328
12,300|
|||120,133|
|**12**|**Retirement benefit schemes**|||
|---|---|---|---|
|||**2025**|**2024**|
||**Defined contribution schemes**|**£**|**£**|
||Charge to profit or loss in respect of defined contribution schemes|51,777|48,864|
The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charity in an independently administered fund.
- 27 -
## **THE JEWISH LEADERSHIP COUNCIL**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_
## **13 Restricted funds**
The restricted funds of the charity comprise the unexpended balances of donations and grants held on trust subject to specific conditions by donors as to how they may be used.
|||**Movement**|**in funds**||
|---|---|---|---|---|
||**At 1 January**|**Income**|**Expenditure**|**Balance at**|
||**2025**|||**31 December**|
||**(adjusted)**|||**2025**|
||**£**|**£**|**£**|**£**|
|Lead- Adam Science|28,813|21,665|(30,952)|19,526|
|Lead- Dangoor|36,166|70,948|(61,512)|45,602|
|Chanukah Event|-|102,549|(102,272)|277|
|Forge the Future|301,179|681,483|(556,242)|426,420|
|Commemorative Weekend|23,891|57,400|(79,934)|1,357|
|Beacon|-|36,920|(17,524)|19,396|
||390,049|970,965|(848,436)|512,578|
Opening balances for year ended 31 December 2025 have been adjusted for an immaterial prior year reclassification between restricted and unrestricted funds.
- 28 -
**THE JEWISH LEADERSHIP COUNCIL**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_
## **13 Restricted funds**
**(Continued)**
Details of the projects within the Restricted Funds are given below.
## **Lead Adam Science**
The Adam Science Leadership Programme is a year-long programme specifically designed for emerging lay and professional leaders in the Jewish community, allowing them to develop their leadership skills, learn about the Jewish communal landscape, engage with community leaders and grow their network.
## **Lead Dangoor**
The Dangoor Senior Leadership Programme is designed for senior lay and professional leaders in the Jewish community, supporting them to develop into some of the Jewish community’s most talented and eminent leaders who have profoundly impacted our communal organisations and the community as a whole.
## **Chanukah Event**
Each year, the Jewish Leadership Council establishes a Chanukiah at the heart of London to mark the festival of Chanukah, as well as lighting up the landmark lastminute.com London Eye. This is kindly co-sponsored and supported by the Mayor of London and GLA, with the Chanukiah standing proudly alongside the famous Christmas Tree symbolising London’s religious diversity. This year we held a hugely successful ChanukahLIVE! event in Trafalgar Square, bringing together Jews from across the country to celebrate the festival of Chanukah.
## **Forge the Future**
Our ambitious Forge the Future programme was established in response to the unprecedented challenges our community has faced since October 7th. It addresses four key areas; empowering and supporting next generations, winning support and allies, ensuring fair media coverage and enforcing our legal rights.
## **Commemorative Weekend**
On 5th October, the Jewish Leadership Council brought together over 20,000 members of the UK Jewish community and allies in Hyde Park to commemorate the second anniversary of October 7th. The gathering marked two years since Hamas brutally murdered over 1,200 people and kidnapped hundreds.
## **Beacon**
The Beacon restricted fund supports JLC’s partnership with Beacon, a cross-sector Jewish professional network, to deliver high-quality content, events and connections for current and emerging leaders. Through this collaboration, the fund enables initiatives that combine JLC’s strategic leadership expertise with Beacon’s innovation and networks, extending reach, engagement and impact across the community.
## **14 Unrestricted funds**
The unrestricted funds of the charity comprise the unexpended balances of donations and grants which are not subject to specific conditions by donors and grantors as to how they may be used. These include designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes.
||**At**|**1 January**|**Incoming**|**Resources**|**At 31**|
|---|---|---|---|---|---|
|||**2025**|**resources**|**expended**|**December**|
|||**(adjusted)**|||**2025**|
|||**£**|**£**|**£**|**£**|
|General funds||636,930|1,314,410|(1,061,580)|889,760|
Opening balances for year ended 31 December 2025 have been adjusted for an immaterial prior year reclassification between restricted and unrestricted funds.
- 29 -
## **THE JEWISH LEADERSHIP COUNCIL**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_
|**14**
**Unrestricted funds**
**Previous year:**
**At**
General funds
**15**
**Analysis of net assets between funds**
**At 31 December 2025:**
Current assets/(liabilities)
**At 31 December 2024:**
Current assets/(liabilities)
**16**
**Related party transactions**
Included in donations are £268,950 (2024: £235,800
**17**
**Cash generated from operations**
Surplus for the year
**Movements in working capital:**
(Increase) in debtors
(Decrease)/increase in creditors
**Cash generated from operations**|**(Continued)**
**1 January**
**2024**
**Incoming**
**resources**
**Resources**
**expended**
**At 31**
**December**
**2024**
**£**
**£**
**£**
**£**
437,459
1,153,163
(960,492)
630,130
**Unrestricted**
**Restricted**
**Total**
**funds**
**funds**
**2025**
**2025**
**2025**
**£**
**£**
**£**
889,760
512,578
1,402,338
889,760
512,578
1,402,338
**Unrestricted**
**Restricted**
**Total**
**funds**
**funds**
**2024**
**2024**
**2024**
**£**
**£**
**£**
630,130
396,849
1,026,979
630,130
396,849
1,026,979
) from the trustees and their related parties.
**2025**
**2024**
**£**
**£**
375,359
490,474
(39,408)
(131,720)
(38,880)
59,123
297,071
417,877|
|---|---|
- 30 -