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← International Youth Hostel Federation

2024-12-31-accounts

Company number 02250706 Charity number 1117014

International Youth Hostel Federation

(Operating as Hostelling International)

Annual Report and Financial Statements for the Year Ended 31 December 2024

Hostelling International | 7 Bell Yard | London, WC2A 2JR | England Email: info@hihostels.com | www.hihostels.com Registered Charity (in England & Wales) No. 1117014 | Company No. 02250706

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CONTENTS

Report of the Board of Trustees ……………………………………………………………………………………………………. 3
Trustees’ responsibility statement ……………………………………………………………………………………………….. 18
Independent Examiner’s report to the members of International Youth Hostel Federation ………… 19
Financial Statements ……………………………………………………………………………………………………………………. 21
Statement of financial activities for the year ended 31 December 2024 …………………………………… 21
Balance sheet as at 31 December 2024 ……………………………………………………………………………….…... 22
Statement of cash flows for the year ended 31 December 2024 ………………………………………………. 23
Notes to the financial statements ………………………………………………………………………………………………… 24
Registered Office and Professional Advisors ………………………………………………………………………………… 36
HI Member Associations ………………………………………………………………………………………………………………. 37

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REPORT OF THE BOARD OF TRUSTEES

ABOUT HOSTELLING INTERNATIONAL

International Youth Hostel Federation (operating as Hostelling International and referred to throughout this report as “HI” or “IYHF”) is a registered charity and non-governmental, not-for-profit organisation representing fifty six Member Associations (MAs) from all over the world. It is one of the world’s largest youth membership organisations and it is recognised by UNESCO (United Nations Educational Scientific and Cultural Organisation).

HI is the only global network of Youth Hostel Associations. Its nearly 2.8 million member travellers have a choice of over 2,500 hostels worldwide, all of which work with a set of internationally assured quality standards. HI’s membership savings programme also gives access to thousands of travel-related savings.

The history of Hostelling International

The concept of hostelling was founded in Germany by Richard Schirrmann, a school teacher, in 1909. He came up with the idea of a network of youth hostels when he and his students were caught in a thunderstorm during an excursion and were offered accommodation in a school. The first official youth hostel opened in Burg Altena in 1912, after which the youth hostel movement grew rapidly. By the summer of 1931 there were 12 Youth Hostel Associations in Europe, operating a total of 2,600 hostels. The International Youth Hostel Federation was founded at the first International Conference in Amsterdam, the Netherlands, in 1932 where Richard Schirrmann was elected the first President.

Objects

The purpose of the charity is defined by our charitable object:

“To promote the education of all young people of all nations, but especially young people of limited means, by encouraging in them a greater knowledge, love and care of the countryside and an appreciation of the cultural values of towns and cities in all parts of the world, and as ancillary thereto to provide hostels or other accommodation in which there shall be no distinction of origins, nationality, colour, religion, sex, class, or political opinions and thereby to develop a better understanding of other people, both at home and abroad.”

In other words: we exist to give young people the chance to discover the world, its cultures and fellow people in order to build a more understanding, tolerant, peaceful, environmentally considerate world.

OBJECTIVES AND ACTIVITIES

HI achieves its mission through its international programmes, Member Associations, and hostels. The HI network has fifty six Member Associations with over 2,500 hostels, ensuring there is a safe, low-cost base from which young people can explore the world.

HI promotes sustainable hostelling and offers to its Member Associations the HI-Q&S (quality and standards) programme, which seeks to optimise the customer experience and continuous improvement of hostel operations.

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Our website www.hihostels.com is a content and inspiration hub, signposting travellers to hostels in our network that offer an affordable and sustainable way of travelling internationally.

The Board of Trustees continue to have due regard to the Charity Commission in England and Wales’s guidance on public benefit. Through careful management of HI membership income, hihostels.com income and existing funds, HI provides a public benefit by promoting and facilitating international travel for young people through programmes and safe, affordable and sustainable youth hostels.

VISION AND STRATEGY

In 2024 the HI Strategy working group proposed a strategic plan for the network for the period 2025-28, which was presented in draft to the members at the 55[th] conference in September 2024.

United by a common mission with our MAs, HI will work to achieve our goals of financial sustainability, strengthening the Global Federation and putting ‘Purpose First’, with strategic priorities as outlined in the table below.

the table below.
GOALS: Financial Sustainability Strengthen the Global
Federation		 Purpose First
STRATEGIC PRIORITIES: Transform our funding
model		 Expand presence in
destinations and
engagement		 Re-invigorate Global
Programmes
Diversify and optimise
revenue streams		 Stabilise Global
Federation		 Empower and Educate
Youth in Sustainable
Travel
Re-define our product
offering		 Foster a customer-
centric and data-
oriented organisation		 Elevate our Global
Brand

Key cross-cutting initiatives that will enable us to achieve these goals, include:

The key drivers that will be necessary to ensure successful delivery of the strategy and a stronger Federation are, amongst others; collaboration, digital transformation, innovation, collective social impact, a focus on young people, and a customer centric approach.

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ACHIEVEMENTS AND PERFORMANCE IN 2024

Prior to communication of the updated strategy in September 2024, HI continued to progress the previous transition strategy that was presented at Conference 2022 by the Strategy Working Group. Strategic projects and actions undertaken by the HI office, Board and Member Associations collectively contributed to one of the following three pillars:

This strategic area presented a set of priorities designed to help Member Associations and the HI office collaborate to recover faster from the COVID-19 pandemic and position the federation to strengthen its role in the travel sector and the delivery our mission in ways valued by young people, particularly 18 to 30-year-olds seeking to travel.

• Brand with a Social Mission (Purposeful Brand)

This strategic area presented a set of priorities designed to harness the true potential of the HI brand and showcase a strong brand with a recognized social mission that appeals to young people, whilst remaining ‘open to all’.

• Organisational Services that Increase HI’s Social Impact

This strategic area established the priorities for services offered within the HI Federation that support the ability to deliver its mission and achieve a measurable social impact. It includes services that enable HI to operate as a charitable organization, and optional services that involve additional fees or commissions to cover their costs.

The Strategy WG met regularly to advance on the key strategic areas during 2024 and made good progress, especially, regarding Brand and Digital Transformation.

In 2024, HI operated its activities under two main teams; Network and Impact, and Brand and Digital Transformation. Achievements of each team are discussed below.

NETWORK AND IMPACT

HI continued to support the global network by facilitating frequent communication and regional calls, organising events, offering leadership and guidance in sustainable hostelling practices, a framework for global programmes, and facilitating the strategic working groups and Board projects.

Federation expansion

A new category of membership was established in 2024, Friends of HI , giving more flexibility to allow different types of organisations and single hostels to join the network under different conditions in destinations where there are currently no hostels. In 2024, we welcomed a cohort of hostels in Italy under the umbrella organisation CIAO AMICO and five licensed hostels in New Zealand following the closure of YHA New Zealand.

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Sustainability

Sustainability remains one of HI’s core values and area of expertise. HI is actively involved in helping our industry moving forward with the 2030 Sustainable Goals Agenda and is part of the Global Tourism Plastics Initiative and signed the Glasgow Declaration.

In 2024, we developed and launched our Diversity, Equity, Inclusion, and Belonging (DEIB) policy outlining our commitment, values and culture in all aspects of our operations, including accommodations, services, interactions with staff, customers and members, Member Associations, and partners.

A Social Impact working group was created to focus efforts on measuring, reporting and leveraging our network wide impact on people, community and places.

Our global programmes continued with the celebration of the UN International Day of Peace on 21 September with our Say Hi For Peace programme with engagement from 20 MAs, 4 partners, over 60 events across the network and a social media reach of over 50k in the wider hostelling community.

In 2024, 12 MAs participated in the HI-Connect programme with 40 host hostels/Head offices. A total of 23 participants experienced the mobility programme gaining a deeper understanding and appreciation of a different culture as well as HI's mission, values and goals, learn new skills or enhance existing ones, and share best practices, innovative ideas, and successful strategies with their colleagues from different parts of the world.

Our MAs and hostels continued to organise programmes for the hostel guests, with hundreds of activities (structured or unstructured) across the network offering opportunities to young people of all means to explore the world and meet new people. Examples of programmes include international exchange programmes, volunteering, civil service, clean-ups, shared meals, free tours and movie nights.

Quality

The HI-Standards for Values, Facilities and Operations remain the backbone of the Sustainable hostelling concept and our vision of what a hostel experience should be. They are unique to us and ensure each guest gets the best possible experience. All HI hostels must fulfil them and are verified every three years by self-assessment.

We have continued to monitor the overall guest satisfaction of the HI network with our partner ReviewPro and have been pleased to see our Global Review Index increased by 0.4% to reach 82.9%. We have also continued to develop the software partnership with FORM, our digital platform for audits and self-assessments for both HI-Standards and HI-Q&S.

Thanks to our members, the criteria for HI-Q&S is currently translated and available online in nine languages: Arabic, English, Finnish, French, German (partial), Italian, Portuguese, Romanian and Spanish, whilst the criteria for HI Standards is currently available in English and Italian.

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We have continued advancing our HI-Q&S programme by auditing and certifying or recertifying hostels in Finland, Qatar and Switzerland. In 2024 we had a total of 331 contracted hostels in 29 MAs; 105 HI-Q certified, 179 HI-Q&S certified and 64 (contracted and in progress).

Network events

Critical for communication and strong relationships in the network, face to face meetings are important events organised by HI each year. In 2024, the network met on several occasions, at the European Regional Conference (ERC) was organised by EUFED (European Union Federation of Youth Hostel Associations) in Portugal in March to gather the Presidents and CEOs of our European MAs. Several Board Members of HI, together with our CEO, were in attendance.

In September 2024, HI held its 55[th] International Conference and General Meeting in Berlin, Germany, in a youth hostel for the first time. In attendance, we had 50 delegates and 11 observers in person, and 5 delegates online, as well as 8 members of HI Staff, 8 HI Board members in person and 1 HI Board member online. The work sessions covered major governance decisions for the future of the federation, election of Board members and more operational topics around Brand, Digital Transformation and Social impact.

Individual Membership

The HI membership programme continued to benefit approximately 2.8 million travellers across the globe with each member association offering discounts at a national level and international discounts offered by partners of HI. With their membership travellers get access to member rates in all HI hostels and travel related discounts. HI continued to sell digital memberships on hihostels.com.

Partnerships

HI collaborates with charitable organisations, youth groups, educational institutions, and like-minded global brands to advance sustainable tourism initiatives.

We are an Affiliate Member of UNWTO (United Nations World Tourism Organization) and a recognised organisation within UNESCO (United Nations Educational, Scientific and Cultural Organization). We are members of the World Youth Student & Educational (WYSE) Travel Confederation. Through WYSE, which brings together key stakeholders in the youth travel sector and provides access to a global network, events, and focused research, we actively engage in industry dialogues. We have attended one of their industry events STAY WYSE, fostering connections with stakeholders and exploring potential partnerships.

In 2024, we successfully maintained global partnerships with 10 global brands aligned with our values and mission, enriching travel experiences for our guests and diversifying revenue streams for the HI network.

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BRAND & DIGITAL TRANSFORMATION

2024 has seen significant progress across Brand and Digital Transformation. We conducted a robust tender process and appointed an agency to support with the research and development of our digital strategy, evolved brand framework and visual identity. The eight month project did an important job, pulling together the thoughts and views of the network and ratifying those against market conditions. We have used customer insight to develop a cohesive forward-looking strategy which will form the basis of our collective next steps and decisions around data and commercial agreements across the network.

In collaboration with the Brand Working Group and in consultation with the network we have now signed off our new visual identity and brand framework. We are continuing to work together to agree a roll out plan that suits the network and drives our collective ambition to raise awareness of our mission, and reposition ourselves as the pioneering network that is as relevant in 2025 as it was at our formation almost 100 years ago.

A sub team of the strategy working group has been set up to help advance digital transformation, which remains a priority in 2025.

The hihostels.com website continues to showcase hostels across the IYHF network, inspire our travellers to explore the world, provide content on experiences and sustainable travel, and help travellers find their ideal destination hostel by optimising our search widget. The HI website sends member travellers directly to our Member Associations’ own websites for booking but still offers the opportunity for our travellers to purchase IYHF membership directly from HI. Hostels are featured on the hihostels.com website with individual pages linking to the Member Association’s website and booking engine, where available. This website is being reviewed for its ongoing effectiveness as part of the transformation programme and our 2025 strategy will be looking at the best way to modernise its function in keeping with our strategic goals.

Marketing

Strategic marketing efforts have resulted in a 27% year-over-year increase in website traffic, playing a key role in driving overall growth and user engagement. Newsletter subscriptions have also risen by 7.6%, bringing the total audience to 24,267 active subscribers. Our email open rate has increased by 36% and our unsubscribe rate is down by 21%.

In 2024 social media performance showed positive momentum, with Instagram growing by 20.8%, becoming a key driver of audience engagement and content reach. While Facebook saw slight decline in reach (1.1%) it enjoyed an 8% increase in content interaction. 2025 will see a focus on TikTok as we look to launch our evolved brand framework and speak to a younger demographic.

We have relied on organic content and owned channels this year, maintaining our position and learning about our audience as we prepare to evolve our marketing strategy in the months ahead, to align with our strategic goals.

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We are particularly proud of our global content huddle, a space facilitated by HI for Network Content Creators to meet monthly, exchange ideas and collaborate on projects. It is now a vibrant community of creators working to support each other in the digital arena. We have focused on amplifying community messages and showcasing the social impact work being done across the network as well as promoting the spaces across the network that serve our mission. As we move into 2025 and beyond, we are excited by the opportunity this gives us to shine a light on HI and the communities we serve.

GOVERNANCE AND ADMINISTRATION

Articles of Association

At the Conference in September 2024, a resolution to change the charity’s Articles of Association was adopted. The Articles were updated at Conference to clarify and modernise governance for the organisation. A summary of the changes to the Articles can be proved on request and the revised Articles are publicly available on the Companies House website

The updated Articles of Association were filed with Companies House on 16 October 2024.

Board of Trustees

Hostelling International is a registered charity and company limited by guarantee with no share capital, managed by a Board of Trustees. The directors of the charitable company are its trustees for the purpose of charity law and throughout this report are collectively referred to as the trustees. The Board of Trustees is comprised of up to nine members elected from candidates proposed by HI’s Member Associations. Board members serve 4-year terms on a staggered basis meaning that normally only half of the Board seats come up for re-election at each biennial International Conference. The President must stand for election at every International Conference.

The following trustees served on the date this Annual Report was signed, or during the reporting period:

Name (Nationality) Position Period of office
Abdusalam El Elarabi Abuehmaera (Libya) Member Throughout
Alan Bourne (UK) Treasurer Throughout
Hussain Ali Alhababi (Qatar) Member Throughout
Miguel Perestrello (Portugal) Vice President Throughout
Nicole Sandoval (USA) Member Throughout
Sanni Viirto (Finland) Member Throughout
Sergio Montoya Ruiz De Angulo (Spain) Member Resigned 28 September 2024

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Stephan Kurmann (Switzerland) President Throughout
Uwe Boehm (Germany) Vice President Throughout
Tom De Bruyckere (Belgium) Member Appointed 28 September 2024

Throughout 2024 and until the date of signing, the executive team was led by CEO Brianda Lopez.

Board of Trustees Selection Process

Board members are usually current or former trustees or a CEO of a Member Association and are required to be nominated to stand for election by either the Member Association of which they are an individual member or no less than ten other Member Associations. Elections for trustees (including the four officer positions of President, two Vice-Presidents and Treasurer) are held at the biennial conference in accordance with our Articles of Association and Rules of Procedure for Conferences. Each Trustee can serve up to 8 years on the Board - 2 terms of four years – although in specific circumstances a further two years is possible. Anyone who takes on the role of President can serve as a trustee for up to an additional 6 years (3 terms of 2 years each).

Trustee Induction and Training

An induction session is normally provided for new trustees shortly after they are elected. Ad hoc training for all or selected trustees is put in place from time to time e.g. during 2024 the Board were given training regarding promoting Diversity, Equality, Inclusion, and Belonging.

Organisational and Board Evaluation

The Charity continues to work towards complying as far as is practical with the Charity Governance Code. At the beginning of 2021 the Board undertook a comprehensive exercise to establish the extent to which HI was following the Code and where improvements were possible. The study confirmed that HI had made considerable progress over recent years with implementing good practice. The key areas which were highlighted as requiring further work were: finalising a new network strategic plan which better emphasised HI’s charitable purpose; modernising HI’s Board election process to improve its ability to attract trustees with the right skills/expertise and diversity to lead the organisation effectively; and consolidating/establishing good communication channels with the Member Associations. The trustees also undertook a self-assessment of how well the Board was functioning. This concluded that the Board had become much better focused and more effective since the 2020 conference. The key issue raised was the poor diversity represented by Board membership, e.g. only one female trustee and a shortage of younger voices. This was improved by the 2022 elections and is also being addressed by a ‘Diversity and Inclusivity’ working group as part of the ‘HI Aims’ project. Other highlighted issues such as a lack of informal discussion and the length of meetings resulted from the move to holding most meetings by video-call. A follow up board evaluation will be conducted in 2025 so that progress can be monitored.

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Responsibilities of the Board of Trustees

The role of the Board is governance rather than management. Governance focuses on the wider issues of the organisation and the establishment and monitoring of policy and strategic direction. The Board works closely in partnership with the CEO to ensure that HI’s goals are achieved.

The Board may require the CEO to propose new strategies or revise existing strategies for the Board’s consideration. Upon approval from the Board, the CEO develops implementation plans and takes the necessary steps to action them. The Board meets on a regular basis to examine progress reports and supervise performance.

The Board gives direction for the overall operations of HI but is not directly responsible for the day-today operations of the organisation - this is the task of the CEO. The Board, however, has the ultimate responsibility for the sound management and financial security of HI.

The Board approves the annual budget prior to the beginning of every financial year and sets a delegation of authority regarding limits on expenditure, contracts etc.

Trustees’ Indemnity Insurance

The charitable company has purchased insurance for the trustees and officers of the charity against liability arising from wrongful acts in relation to the charity. The cost of this insurance is not separately available.

Key Management Personnel Remuneration

The key management personnel of the charity comprise the Board of Trustees and the CEO. The Trustees do not receive remuneration. The CEO’s remuneration is set by the Board and from time to time they take advice from external recruitment agencies regarding whether that remuneration remains appropriate. The Board does not have a formal remuneration policy. The setting of the pay and conditions of the staff, other than for the CEO, is delegated to the CEO within the constraints of the annual budget and HR policy.

Organisational Structure

At the date of signing, HI has twelve employees of which eight work part-time. This amounts to 9 fulltime equivalents. At the head of the team is the CEO.

All staff work remotely from home but meet virtually at least once a week and are brought together for physical team meetings twice a year.

Risk Management

HI’s Risk Management Policy highlights that risk, and its management, is a critical part of the daily operations of HI’s business. The Policy requires HI to identify and assess risks, maintain a risk register, and manage and review those risks as part of day-to-day operations. The Board of Trustees are to undertake a full review of the Key Risk Register at least annually.

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The key risks for HI identified in May 2025 were:

Strategic Risk

Governance Risk

Operational Risk

Financial Risk

The Board is actively looking at ways to mitigate the identified risks through its strategic and operational plans.

Gratitude

The Board would like to take this opportunity to express its thanks to all the volunteers and professionals involved in the international hostelling movement, both those who serve on Member Association Boards of Trustees and those who help with hostel activities. Without their support and assistance, the work to deliver the mission of this global organisation could not take place.

Particular thanks go to our Member, Hostelling International Norge whose staff carried out HI Quality and Sustainability audits following training provided by HI staff. Three days of staff time was donated by HI Norge, the value of this time is estimated as £520 (2023: two weeks estimated value: £1,594).

Finance

In 2024, the net result before investment gains was a loss of £108,649 (2023: gain £1,342). Income increased year on year by £108,068 (17%) but expenditure increased by £218,859 (35%). Both the income and expenditure increases reflect the offsetting income and costs incurred for the Conference held in Berlin in September 2024. Additionally, expenditure increased in 2024 by £92,094 to cover Brand & Digital Transformation project costs.

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The gains on investment assets of £109,902 (2023: £58,720) meant that the closing net result was a surplus of £1,253 (2023: £60,062). The gains seen on investments towards the end of 2024 reflected increasing confidence in corporate markets. This result means that HI’s reserves marginally increased from £1,559,471 to £1,560,724.

89% of Income (2023: 88%) is represented by fees invoiced to Member Associations for various programmes: Annual Membership, HI-Q, Conference and Hihostels.com. The balance came from eMembership commissions and investments.

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Of the Annual Membership fees invoiced in 2024, 92% (2023: 90%) had been paid by the year end. For other fees invoiced to Member Associations in 2024, 95% was recovered by the year end (2023: 98%).

Total debts owed by Member Associations had been falling from 2021 onwards but in 2024 there was an increase with a corresponding increase in bad debt provision. Of the outstanding debts, two thirds were invoiced before 2024.

Fundraising

HI has not engaged in any fundraising activities, or with any professional fund-raisers.

The Charity is not registered with the Fundraising Regulator, did not receive any complaints during the year, and does not interact with vulnerable people through its fundraising activities.

Investment Policy

Most of the fees billed to Member Associations are paid within the first few months of the year while spending is fairly evenly spread throughout the year. This pattern leads to cash surpluses during the middle part of the year which are placed on short term fixed deposits with HSBC to earn interest.

Most of our reserves are held within funds managed by Brewin Dolphin. As at the end of 2024, £1,491,518 (2023 £1,353,850 ) was invested with 74% held in equities (62% in 2023), 16% in bonds (17% in 2023), and 10% in a mix of other investment types (21% in 2023). Hostelling International’s investment policy seeks to maintain purchasing power and achieve long-term capital growth of UK inflation (RPI) plus 3% while operating with an average/moderate risk (Brewin Dolphin category 6) tolerance.

In accordance with our mission to build a more understanding, tolerant, peaceful, and environmentally considerate world described on page 3, HI’s investment policy seeks to be culturally and ethically sensitive and as such screens out investment in certain types of companies whose activities conflict with HI’s objects and the environmental principles of HI’s Sustainability Charter. This policy precludes direct investment in companies that generate more than 10% of revenues from tobacco, alcohol, nuclear energy, pornography or armaments.

The yield from dividends and interest earnt from our Brewin Dolphin holdings in 2024 amounted to £34,261 (£28,161 in 2023).

Reserves Policy

The total funds of the charity at 31 December 2024 were £1,560,724 (2023 £1,559,471), of which restricted funds amounted to £12,565 (2023 £12,975).

HI’s Reserves Policy specifies both minimum and maximum levels of “free reserves” which the organisation should aim to stay within. Free Reserves are defined as our unrestricted funds less tangible fixed assets. The lower threshold is set as being the annual operating expenditure – a level deemed to be sufficient to withstand the occurrence of any of HI’s high-risk scenarios as documented in its risk

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register. The worst-case financial modelling surrounding the effects of the pandemic undertaken at the beginning of 2021 gave us a benchmark. The upper threshold is set at twice the annual operating expenditure and aims to signal the point at which HI may be accumulating reserves unnecessarily and hence missing opportunities to deliver public benefit in accordance with its mission.

Based on the 2024 budget, the policy set our upper reserves threshold at £1.38m and the lower threshold at £692k. At the 2024 year-end, our free reserves stood at £1.5m and hence 12% above the upper threshold set by the reserves policy. In 2024, the Board has approved expenditure of up to £100,000 to progress HI’s Brand and Digital Transformation Project and continues to review opportunities that would bring HI’s reserves below the upper threshold.

HI aims to set and achieve a balanced budget each year. We then rely on the capital growth of our investments over the medium to longer term to at least match inflation to maintain the real value of our reserves and this was achieved in 2024.

Going Concern

In order to confirm that HI is a going concern, the Board has considered what could happen to its reserves if a ‘worst-case’ scenario materialised. HI’s risk register states our key financial risk is a “major disruption to international travel (e.g. pandemic) or external environment outside HI’s control”. Our recent experience of the Covid19 pandemic helpfully gives us a benchmark for what could happen as well as pointing to what we might do differently in similar circumstances. Cashflow modelling revealed that even under worst-case conditions, HI would remain a going concern for the foreseeable future.

The Trustees are satisfied they have a reasonable expectation that the organisation has adequate resources to continue in operational existence for the foreseeable future and that the use of the going concern basis of accounting is appropriate in preparing the annual financial statements. The trustees do not consider liquidity to be a material financial risk as the charitable company has sufficient funds, represented by accessible fixed term cash deposits, or investments managed by Brewin Dolphin that can be made available to HI with one week’s written notice should received income from members be substantially lower than expected. Accordingly, the Charity is not aware of any material uncertainties that exist over its ability to continue as a going concern.

Plans for the Future

The Board considers HI’s mission and values highly relevant in light of the increasing threats posed by climate change, global political and ideological divisions, and declining mental health among youth. HI aims to address these challenges by connecting local communities, young people, and youth organizations while implementing the Sustainable Development Goals. This underscores the necessity for a new strategy adapted to current conditions to safeguard HI and its network and ensure a positive future for hostelling.

HI has revised its previous transition strategy towards a more transformational approach designed to offer value to HI and the Federation. To achieve financial sustainability and strengthen the Federation centred around our purpose, key initiatives must be prioritized to transform the future landscape over

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the coming years. This transformation involves collaboration with Members and external organizations to take effective steps for future generations.

In 2025, efforts will intensify to deliver definitive outcomes on our Brand and Digital Transformation Project, creating a roadmap for future priorities around digital and branding aimed at benefiting HI and our members with a customer-centric view.

The focus will be on seven strategic pillars:

To implement these pillars, we will collaborate with an external digital agency to identify the right steps for the future in conjunction with our Members. Simultaneously, our new vision may require the evolution, evaluation, and potential replacement of some of our current services and partnerships to ensure alignment with this vision.

Overall, this new strategy will require several years to complete, but 2025 will be a pivotal year to lay the necessary foundations for this vision to become a reality.

The strategy is complemented by a number of Board Projects that are being progressed by Working Groups led by Board members, as follows:

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The Board believes that the new strategy will help HI and the network to evolve and strengthen together as a federation, in an innovative and collaborative way. We continue the journey that will help HI navigate the unpredictable, whilst laying the foundations for a stronger, more relevant, inspirational organisation.

The Report of the Board of Trustees was approved and signed on behalf of the Board by

Stephan Kurmann Alan Bourne President Treasurer

16 July 2025 16 July 2025

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TRUSTEES’ RESPONSIBILITIES STATEMENT

The trustees (who are also directors of International Youth Hostel Federation for the purposes of company law) are responsible for preparing the Trustees' Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) including FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland.”

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 charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company 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 charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

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INDEPENDENT EXAMINER’S REPORT TO THE MEMBERS OF INTERNATIONAL YOUTH HOSTEL FEDERATION

Independent Examiner's Report to the Trustees of INTERNATIONAL YOUTH HOSTEL FEDERATION ('the Charity')

I report to the charity Trustees on my examination of the accounts of the Charity for the year ended 31 December 2024.

Responsibilities and Basis of Report

As the Trustees of the company (and also its directors for the purposes of company law), you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’).

Having satisfied myself that the accounts of the company are not required to be audited under Part 16 of the 2006 Act and are eligible for Independent Examination, I report in respect of my examination of the Charity's accounts carried out under section 145 of the Charities Act 2011 (‘ the 2011 Act’) and in carrying out my examination, I have followed the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

Independent Examiner's Statement

Since your charity's gross income exceeded £250,000 your examiner must be a member of body listed in section 145 of the 2011 Act. I can confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants in England and Wales, which is one of the listed bodies.

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

  1. accounting records were not kept in respect of the Company as required by Section 386 of the 2006 Act; or

  2. the accounts do not accord with those records; or

  3. the accounts do not comply with the accounting requirements of Section 396 of the 2006 Act other than the requirement that the accounts give a true and fair view which is not a matter considered as part of an Independent Examination; or

  4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and the Republic of Ireland (FRS 102)).

19

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF INTERNATIONAL YOUTH HOSTEL FEDERATION (CONTINUED)

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

Signed: Dated: 16/07/2025 Pury. ‘af Rachel Doyle ACA DChA

MHA Chartered Accountants MHA House Charter Court Swansea Enterprise Park Swansea SA7 9FS

MHA is the trading name of MHA Audit Services LLP, a limited liability partnership registered in England and Wales (registered number OC312313).

20

FINANCIAL STATEMENTS

STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 DECEMBER 2024 (INCLUDING THE INCOME & EXPENDITURE ACCOUNT)

Note
INCOME FROM:
Donations
Grants received
Charitable activities
3
Other trading activities
Investment income
2
Other income
Total Income
EXPENDITURE ON:
Raising funds
Investment management costs
Charitable activities
Network & Brand
4
Web Services
4
Total Resources Expended
Net income before investment gains / (losses)
Net gains / (losses) on investment assets
8
NET MOVEMENT IN FUNDS
Total funds brought forward
13, 14
Total funds carried forward
13, 14		 Unrestricted
Funds
2024
£
33
-
701,360
(1,041)
41,139
-
741,491
(381)
8,283
539,343
302,485
849,730
(108,239)
109,902
1,663
1,546,496
1,548,159		 Restricted
Funds
2024
£
526
-
-
-
-
-
526
-
-
936
-
936
(410)
-
(410)
12,975
12,565		 Total
Funds
2024
£
559
-
701,360
(1,041)
41,139
-
742,017
(381)
8,283
540,279
302,485
850,666
(108,649)
109,902
1,253
1,559,471
1,560,724		 (Note 18)
Total
Funds
2023
£
1,290
-
598,577
2,382
30,900
-
633,149
805
7,983
443,897
179,122
631,807
1,342
58,720
60,062
1,499,409
1,559,471

All operations are classed as continuing.

The notes on pages 24 to 35 form part of these financial statements.

21

BALANCE SHEET AS AT 31 DECEMBER 2024

Note 2024 2023
£ £
FIXED ASSETS
Tangible fixed assets 9 3,860 21,440
Investments 8 1,491,519 1,353,850
Total Fixed Assets 1,495,379 1,375,290
CURRENT ASSETS
Stock 2,745 2,363
Debtors 10 77,952 73,322
Cash held for investment 11 12,098 15,231
Cash at bank and in hand 11 128,016 197,083
Total Current Assets 220,811 287,999
CREDITORS:Amounts falling due within one year 12 155,466 103,818
NET CURRENT ASSETS 65,345 184,181
TOTAL ASSETS LESS CURRENT LIABILITIES 1,560,724 1,559,471
TOTAL NET ASSETS 1,560,724 1,559,471
THE FUNDS OF THE CHARITY
Unrestricted funds
General fund 13 1,548,159 1,546,496
Restricted funds 13 12,565 12,975
1,560,724 1,559,471

The accompanying accounting policies and notes form an integral part of these financial statements.

Approved and authorised for issue on behalf of the Board of Hostelling International (Company number: 02250706) by

Stephan Kurmann , President Alan Bourne , Treasurer Approved by the Board of Trustees on 16[th] July 2025

22

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 DECEMBER 2024

2024
£
Net cash flows from operating activities
(84,201)

Cash flows from investing activities:

Investment income received
41,139
Proceeds from sales of fixed assets
-
Purchase of property, plant and equipment
(1,371)
Proceeds from sale of investments
405,139
Purchase of investments
(432,906)
Net cash flows from investing activities
12,001

Net increase / (decrease) in cash and cash equivalents
(72,200)

Cash and cash equivalents at beginning of year
212,314

Cash and cash equivalents at the end of the year
140,114

Being:

Cash held for investment
12,098
Cash at bank and in hand
128,016
140,114
Reconciliation of net expenditure to net cash flow from operating activities
2024
£
Net expenditure as per the statement of financial activities
1,253

Adjustments for:

Depreciation charges
18,576
Loss on disposal of fixed assets
375
Gains on investments
(109,902)
Dividends, interest and rents from investments
(41,139)
(Increase)/decrease in stocks
(382)
(Increase) / decrease in debtors
(4,630)
Increase / (decrease) in creditors
51,648

Net cash flows from operating activities
(84,201)		 2023
£
(152,310)
30,900
-
(4,213)
525,153
(1,341,906)
(790,066)
(942,376)
1,154,690
212,314
15,231
197,083
212,314
2023
£
60,062
23,595
-
(58,720)
(30,900)
806
12,470
(159,623)
(152,310)

Reconciliation of net expenditure to net cash flow from operating activities

The Charity did not have any net debt at either the current or prior year end and as such is not disclosing an analysis of movements in net debt table.

23

NOTES TO THE FINANCIAL STATEMENTS

1. PRINCIPAL ACCOUNTING POLICIES

Hostelling International, a public benefit entity, is registered in England & Wales as a private company limited by guarantee, not having share capital. The charity is a registered charity. The registered office is given on page 36.

The principal accounting policies are set out below and remain consistent under the new framework from the previous year.

Hostelling International has a wholly owned subsidiary, Hostelling International Trading Limited, which has remained dormant since its incorporation and as such the accounts have not been prepared on consolidated basis.

The financial statements have been presented in Sterling and all figures have been rounded to the nearest pound.

24

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

1. PRINCIPAL ACCOUNTING POLICIES (CONTINUED)

l) Resources are allocated between:

25

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

1. PRINCIPAL ACCOUNTING POLICIES (CONTINUED)

m) Income

Income from donations includes:

Income from charitable activities includes:

Income from other trading activities includes sales of welcome stamps and other merchandise to Member Associations, which is accounted for on a receivable basis.

Income from investments is recognised when receivable.

risks and rewards of ownership of the leased asset to the group. All other leases are classified as operating leases.

Assets held under finance leases are recognised initially at the fair value of the leased asset (or, if lower, the present value of minimum lease payments) at the inception of the lease. The corresponding liability to the lessor is included in the statement of financial position as a finance lease obligation. Lease payments are apportioned between finance charges and reduction of the lease obligation on a straight-line basis as there is an immaterial difference to using the effective interest method (which achieves a constant rate of interest on the remaining balance of the liability). Finance charges are deducted in measuring income and expenditure. Assets held under finance leases are included in tangible fixed assets and depreciated and assessed for impairment losses in the same way as owned assets.

Payments made under operating leases are recognised in the Statement of Financial Activities on straight line basis over the term of the lease.

26

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

1. PRINCIPAL ACCOUNTING POLICIES (CONTINUED)

On receipt, donated professional services are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

27

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

2. INVESTMENT INCOME

INVESTMENT INCOME
Dividends on listed equities
Interest on listed securities
Interest on other interest-bearing accounts
INCOMING RESOURCES FROM CHARITABLE ACTIVITIES
Membership Fees
Booking Revenue
Other fees from members
Other income
Attributable to geographical markets outside the UK		 2024
£
22,836
11,425
6,878
41,139
2024
£
355,465
-
343,556
2,339
701,360
626,314		 2023
£
19,005
9,156
2,739
30,900
2023
£
340,841
-
251,990
5,746
598,577
526,509

3. INCOMING RESOURCES FROM CHARITABLE ACTIVITIES

4. RESOURCES EXPENDED – CHARITABLE ACTIVITIES & SUPPORT COSTS

Network & Brand
Grants awarded
Staff costs
Facilities & equipment
Professional services
Travel & subsistence
Depreciation
Other
Total Network & Brand
Web Services
Staff costs
Facilities and equipment
Professional services
Travel and subsistence
Depreciation
Other
Total Web Services
Total expenditure on charitable activities		 Direct
Costs
£
-
152,410
876
93,644
78,774
-
25,004
350,708
117,327
202
-
2,755
16,982
32,520
169,786
520,494		 2024
Support
Costs
£
-
99,279
6,554
17,344
7,154
938
58,302
189,571
69,496
4,587
12,140
5,008
656
40,812
132,699
322,270		 Total
£
-
251,689
7,430
110,988
85,928
938
83,306
540,279
186,823
4,789
12,140
7,763
17,638
73,332
302,485
842,764		 Direct
Costs
£
-
169,018
58
-
18,087
-
38,531
225,694
80,211
-
54
735
22,529
16,496
120,025
345,719		 2023
Support
Costs
£
-
142,067
7,721
14,368
12,967
839
40,241
218,203
38,477
2,091
3,891
3,512
227
10,899
59,097
277,300		 Total
£
-
311,085
7,779
14,368
31,054
839
78,772
443,897
118,688
2,091
3,945
4,247
22,756
27,395
179,122
623,019

28

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

4. RESOURCES EXPENDED – CHARITABLE ACTIVITIES & SUPPORT COSTS (CONTINUED)

Analysis of Support Costs

Analysis of Support Costs
Governance
Management
Finance, IT, HR
Facilities costs		 Network
& Brand
£
4,833
49,352
133,662
1,724
189,571		 2024
Web
Services
£
3,383
34,546
93,563
1,207
132,699		 Total
£
8,216
83,898
227,225
2,931
322,270		 Network
& Brand
£
10,147
69,071
135,012
3,973
218,203		 2023
Web
Services
£
2,748
18,707
36,566
1,076
59,097		 Total
£
12,895
87,778
171,578
5,049
277,300

Support costs are allocated pro rata on the basis of full-time equivalent headcount.

5. STAFF COSTS

Gross Salaries
Social security costs
Pension costs
Health costs
Other costs associated with employees
In 2024 and 2023 no Termination costs were incurred.
Employees whose emoluments were between:
£60,000 - £70,000		 2024
£
368,797
32,852
27,226
428,875
5,217
4,420
438,512
No. in 2024
1		 2023
£
367,495
30,276
23,278
421,049
5,138
3,586
429,773
No. in 2023
1

Contributions paid by Hostelling International into employees’ individual pension schemes for the employees whose emoluments were above £60,000 amounted to £5,026 (2023: £4,676).

The key management personnel of the charity comprise the Trustees and the Chief Executive (CEO). The Trustees do not receive remuneration. The CEO’s remuneration is set by the Trustees and from time to time they take advice from external recruitment agencies. In 2024 the total remuneration for the CEO during the year was £87,270 (2023: £79,776).

29

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

5. STAFF COSTS (CONTINUED)

The number of employees during the year, analysed by function, was:

Network & Brand
Web Services
Support costs including management
TOTAL EXPENDITURE included:
Depreciation
Independent Examination
Foreign exchange losses
Cost of stock recognised as an expense		 No. in 2024
No. in 2023
Full Time
Full Time
Average No.
Equivalent
Average No.
Equivalent
5
5
6
5
4
2
2
1
4
3
3
2		 No. in 2024
No. in 2023
Full Time
Full Time
Average No.
Equivalent
Average No.
Equivalent
5
5
6
5
4
2
2
1
4
3
3
2		 No. in 2024
No. in 2023
Full Time
Full Time
Average No.
Equivalent
Average No.
Equivalent
5
5
6
5
4
2
2
1
4
3
3
2
13 10
11		 8
2024
2023
£
£
18,576
23,595
4,596
4,250
992
8,244
(381)
806

6. TOTAL EXPENDITURE included:

7. TRUSTEES’ EXPENSES

The trustees who served during the year are shown on pages 9 and 10. No trustee received remuneration during 2024 (2023 – Nil). Travel and other expenses reimbursed to the trustees during the year amounted to £5,034 (2023 £6,756). In 2024, 5 trustees received reimbursed expenses (2023: 6).

8. INVESTMENTS

INVESTMENTS
Securities
Fair value at 1 January
Acquisitions at cost
Disposals at carrying value
Net gains/(losses) in the year
Fair value at 31 December
Investment in Subsidiary
Share in wholly owned subsidiary (at cost) (note 15)
Total investments		 2024
£
1,353,849
432,906
(405,139)
109,902
1,491,518
1
1,491,519		 2023
£
478,376
1,341,906
(525,153)
58,720
1,353,849
1
1,353,850

30

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

8. INVESTMENTS (CONTINUED)

Analysis of investments by type

Bonds
Equities
Other Investments
Investment in subsidiary		 2024
£
239,848
1,106,091
145,579
1
1,491,519		 2023
£
236,549
925,915
191,385
1
1,353,850

The value of securities shown in the Balance Sheet is the market value at 31 December 2024. The historical costs are shown below:

2024 2023
£ £
Historical cost at 31 December 1,365,546 1,297,065

9. TANGIBLE FIXED ASSETS

TANGIBLE FIXED ASSETS
Cost or valuation
At 1 January 2024
Additions
Disposals
At 31 December 2024
Depreciation
At 1 January 2024
Provided for in year
Disposals
At 31 December 2024
Net Book Value
At 31 December 2024
At 31 December 2023		 Website
Development
Costs
£
45,058
-
-		 Office
Equipment
Total
£
£
14,376
59,434
1,371
1,371
(2,393)
(2,393)
45,058 13,354
58,412
28,075
16,983
-		 9,919
37,994
1,594
18,577
(2,019)
(2,019)
9,494
54,552
3,860
3,860
4,457
21,440
45,058
-
16,983

Development costs of the new hihostels.com website that were capitalised in 2022, are being depreciated over a 2 year period.

31

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

10. DEBTORS

. DEBTORS
Member Associations
Other debtors
Prepayments and accrued income		 2024
£
45,065
14,191
18,696
77,952		 2023
£
46,397
7,936
18,989
73,322

11. CASH AT BANK AND IN HAND

. CASH AT BANK AND IN HAND
Cash held for investment
Current accounts
Petty cash		 2024
£
12,098
2024
£
127,495
521
128,016		 2023
£
15,231
2023
£
196,531
552
197,083

12. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

Member Associations
Trade creditors
Amounts owed to subsidiary undertakings
Other taxes and social security
Other creditors and accruals
Grant award creditor		 2024
£
65,343
40,146
1
12,029
24,673
13,274
155,466		 2023
£
30,249
16,009
1
7,035
37,250
13,274
103,818

Included in Other creditors and accruals is a balance of £nil (2023: £nil) relating to CO2 offset donations received, under an agreement with Myclimate. Donations of £936 were paid to Myclimate during the year (2023 £2,664).

The grant award creditor relates to grants awarded but not yet paid from the HI Sustainability restricted fund. Grants are paid on the completion of the project. Further details are shown below.

Grants awarded in 2015:
HI Iceland
Grants awarded in 2019:
YHA Israel
Grants awarded in 2020:
Hostelling International – Canada
Hihostels Brasil		 2024
£
7,000
3,085
2,126
1,063
13,274		 2023
£
7,000
3,085
2,126
1,063
13,274

32

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

13. FUNDS

3. FUNDS
2024
Balance at 31 December 2023
Incoming resources
Expenditure
Net gains on investment assets
Balance at 31 December 2024
2023
Balance at 31 December 2022
Incoming resources
Expenditure
Net gains on investment assets
Balance at 31 December 2023		 General Fund
£
1,546,496
741,491
(849,730)
109,902
1,548,159
General Fund
£
1,486,553
633,030
(631,807)
58,720
1,546,496		 Restricted
Funds
£
12,975
526
(936)
-
12,565
Restricted
Funds
£
12,856
119
-
-
12,975		 Total Funds
£
1,559,471
742,017
(850,666)
109,902
1,560,724
Total Funds
£
1,499,409
633,149
(631,807)
58,720
1,559,471

In 2012, Hostelling International launched the Sustainability Fund on hihostels.com to enable HI customers to make a donation to offset the CO2 of their overnight stay. Part of the donated amount is passed to Myclimate for carbon offsetting projects. The other part of the donation is held within a restricted fund by HI to be expended as grants to Member Associations to support their sustainable projects. No grants were paid during the year (2023: £nil). See note 12.

14. ANALYSIS OF NET ASSETS BETWEEN FUNDS

. ANALYSIS OF NET ASSETS BETWEEN FUNDS
2024
Tangible fixed assets
Investments
Current assets
Current liabilities
Total net assets
2023
Tangible fixed assets
Investments
Current assets
Current liabilities
Total net assets		 Unrestricted
General
£
3,860
1,491,519
220,811
(168,031)
1,548,159
Unrestricted
General
£
21,440
1,353,850
287,999
(116,793)
1,546,496		 Restricted
£
-
-
-
12,565
12,565
Restricted
£
-
-
-
12,975
12,975		 Total funds
£
3,860
1,491,519
220,811
(155,466)
1,560,724
Total funds
£
21,440
1,353,850
287,999
(103,818)
1,559,471

33

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

15. RELATED CHARITIES

International Youth Hostel Federation

The directors consider that the International Youth Hostel Federation, an unincorporated charity registered with the Charity Commission for England and Wales (number 306038), is a related charity by virtue of the fact that both charities have the same trustees. IYHF is dormant with no transactions during the year (2023 – Nil).

Hostelling International Trading Limited

Hostelling International Trading Limited (company number 09019564) was registered and incorporated in the UK on 30[th] April 2014 and is a wholly owned subsidiary of Hostelling International. Hostelling International Trading Limited has been dormant since incorporation. The registered office is 7 Bell Yard, London, WC2A 2JR.

16. LEGAL STATUS

The charity is limited by guarantee and has no share capital. Each member’s liability is limited to £1.

17. RELATED PARTY TRANSACTIONS

Other than the transactions detailed in notes 5, 7 and 15 above, there were no related party transactions in either year. Transactions with Member Associations that have representatives on the HI Board do not represent related party transactions.

34

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

18. STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 DECEMBER 2023 (INCLUDING THE INCOME & EXPENDITURE ACCOUNT)

Note
INCOME FROM:
Donations
Grants received
Charitable activities
3
Other trading activities
Investment income
2
Other income
Profit on Sale of Property
Total Income
EXPENDITURE ON:
Raising funds
Investment management costs
Charitable activities
Network & Brand
4
Web Services
4
Total Resources Expended
Net income/(expenditure) before investment gains / (losses)
Net (losses)/gains on investment assets
8
NET MOVEMENT IN FUNDS
Total funds brought forward at 1 January 2023
13, 14
Total funds carried forward at 31 December 2023
13, 14		 Unrestricted
Funds
2023
£
1,171
-
598,577
2,382
30,900
-
-
633,030
805
7,983
443,897
179,122
631,807
1,223
58,720
59,943
1,486,553
1,546,496		 Restricted
Funds
2023
£
119
-
-
-
-
-
-
119
-
-
-
-
-
119
-
119
12,856
12,975		 Total
Funds
2023
£
1,290
-
598,577
2,382
30,900
-
-
633,149
805
7,983
443,897
179,122
631,807
1,342
58,720
60,062
1,499,409
1,559,471

35

REGISTERED OFFICE AND PROFESSIONAL ADVISORS

Registered Office:

7 Bell Yard London WC2A 2JR

Bankers:

HSBC Howardsgate Welwyn Garden City Herts AL8 6BH

Independent Examiners:

MHA MHA House, Charter Court Phoenix Way Swansea Enterprise Park Swansea SA7 9FS

Investment Bankers:

RBC Brewin Dolphin 12 Smithfield Street London EC1A 9LA

Solicitors:

Russell-Cooke LLP 2 Putney Hill London SW15 6AB

Trademarks:

Murgitroyd & Company Limited 210 Euston Road, Suite 5.04 London NW1 2DA

VAT:

Constable VAT Consultancy 12 Dedham Vale Business Centre Manningtree Road Dedham, Essex CO7 6BL

36

MEMBER ASSOCIATIONS

COUNTRY ASSOCIATION
ALGERIA Fédération Algérienne des Auberges de Jeunesse
AUSTRALIA YHA Australia
AUSTRIA Österreichischer Jugendherbergsring (ÖEGB)
BAHRAIN Bahrain Youth Hostels Society
BELGIUM Les Auberges de Jeunesse(LAJ)
BELGIUM Vlaamse Jeugdherbergen vzw(VJH)
BOLIVIA HostellingInternational Bolivia
BOSNIA & HERZEGOVINA Youth Hostel Association of Bosnia and Herzegovina
BRAZIL HI Hostel Brasil
CANADA HostellingInternational – Canada
CHILE Asociación Chilena de Albergues Turisticos Juveniles
CHINA YHA China
CHINESE TAIPEI Chinese Taipei Youth Hostel Association
CROATIA Hrvatski Ferijalni i Hostelski Savez(Croatian YHA)
CZECH REPUBLIC Czech Youth Hostel Association(CZYHA)
DENMARK DANHOSTEL
EGYPT Egyptian Youth Hostels Association
ENGLAND & WALES YHA England & Wales
FINLAND Suomen Hostellijärjestö – HI Finland
FRANCE Fédération Unie des Auberges de Jeunesse(FUAJ)
GERMANY DJH Hauptverband
HONG KONG HongKongYouth Hostels Association
ICELAND HI Iceland
INDIA Youth Hostels Association of India
IRELAND(Northern) HostellingInternational-Northern Ireland
IRELAND(Repof) An Óige(Irish Youth Hostel Association)
ISRAEL Israel Youth Hostels Association
ITALY Associazione Italiana Alberghiper la Gioventù(AIG) (Until May2024)
JAPAN Japan Youth Hostels Inc
JORDAN Jordan Youth Hostels Commission
KOREA(South) HostellingInternational Korea
KUWAIT Kuwait Youth Hostel Committee
LEBANON Lebanese Youth Hostels Federation
LIBYA Libyan Youth Hostel Association
LUXEMBOURG Centrale des Auberges de Jeunesse Luxembourgeoises
MALAYSIA HI Malaysia
MALTA NSTS HostellingInternational
MOROCCO Fédération Royale Marocaine des Auberges de Jeunes
NETHERLANDS Stayokay
NEW ZEALAND YHA New Zealand(until December 2024)
NORWAY Norske Vandrerhjem – HI Norway
PAKISTAN Pakistan Youth Hostels Association
PHILIPPINES Youth and Student Hostel Foundation of the Philippines
POLAND Polskie Towarzystwo Schronisk Mlodziezowych(Polish YHA)
PORTUGAL MOVIJOVEM (Mobilidade Juvenil Cooperativa de interesse Público e
Responsabilidade Lda.)
QATAR Qatar Youth Hostels Association
ROMANIA Romanian Hostelling- Association for Hikingand Youth Hostels
SAUDI ARABIA Saudi Arabian Youth Hostels Association

37

MEMBER ASSOCIATIONS (CONTINUED)

COUNTRY ASSOCIATION
SCOTLAND SYHA HostellingScotland
SERBIA Ferijalni i Hostelski savez Srbije(Youth Hostels Association of Serbia)
SLOVENIA Popotniško združenje Slovenije(HostellingInternational Slovenia)
SPAIN Red Española de Albergues Juveniles(REAJ)
SUDAN Sudanese Youth Hostels Association
SWITZERLAND Schweizer Jugendherbergen
TUNISIA Association Tunisienne des Auberges de Tourisme de Jeunes
UNITED ARAB EMIRATES UAE Federation for Youth Hostel & Sports
URUGUAY Asociación de Alberguistas del Uruguay
USA HostellingInternational USA

HI Associate Organisations

COUNTRY ASSOCIATION
GREECE Greek Youth Hostels Association(until September 2024)

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