2024-12-31-accounts

2024 ANNUAL REPORT AND ACCOUNTS

JNF Charitable Trust Company Number 355248 Charity Number 225910

“ JNF UK has risen to meet the moment— delivering relief, rebuilding shattered lives, and laying the foundations for a stronger, more resilient future.”

Samuel Hayek, JNF UK Chairman

CONTENTS

ONTENTS
CHAIRMAN’S REVIEW	3
WHO WE ARE	4
OUR STRATEGY	6
OUR PROJECTS	8
STRUCTURE, GOVERNANCE,
MANAGEMENT AND
FINANCIAL REVIEW	36
INDEPENDENT AUDITORS
REPORT	41
FINANCIAL STATEMENTS	44
REFERENCE AND
ADMINISTRATIVE DETAILS	67

2 | 2024 Annual Report and Accounts

CHAIRMAN’S REVIEW

Samuel Hayek, JNF UK Chairman

For more than 120 years, JNF UK has stood at the forefront of building and strengthening the Jewish homeland. Our mission has always been to secure Israel’s future—but 2024 reminded us that sometimes the future depends on how we respond to the present.

This was a year defined by shock, resilience, and renewal. The barbaric attacks of October 7th and the ensuing war tore through Israeli society, leaving thousands of families shattered, entire communities forced from their homes, and children facing months without school or stability. Simultaneously, Jews across the Diaspora— especially here in the UK—were confronted with the most aggressive wave of antisemitism in living memory. Our London office itself was vandalised in this climate of hatred.

Against this backdrop, JNF UK was called to act with urgency and clarity. In Israel, our priorities were the essentials of survival and recovery: restoring bomb shelters, delivering emergency aid, supporting displaced families, and addressing the profound mental health crisis affecting survivors, orphans, and every corner of society. Our 2024 Rosh Hashanah Appeal played a central role in this response, with funds dedicated to strengthening the north of Israel. Anticipating the escalation on the northern front, our supporters helped us deliver aid and resilience programmes to communities living under the constant shadow of Hezbollah attacks. This appeal demonstrated the extraordinary generosity of the British Jewish community and ensured that JNF UK could move quickly when the crisis deepened.

At the same time, we redoubled our investment in the next generation here in the UK. Through initiatives such as the Etgar Israel Challenge and our expanded Fellowship Programme, we helped young British Jews deepen their identity, strengthen their connection to Israel, and build confidence at a time when antisemitism is challenging their place in society.

Despite the immense challenges, I am proud of what has been achieved. Thanks to the generosity and determination of our supporters, staff and volunteers, JNF UK has risen to meet the moment—delivering relief, rebuilding shattered lives, and laying the foundations for a stronger, more resilient future. This resilience was felt personally within our own organisation, as we endured the anguish of knowing our much-loved colleague Sagui Dekel-Chen continued to be held hostage in Gaza, until—thankfully— his release in February 2025. We continue to pray for the safe return of the remaining hostages.

As you read this report, you will see the breadth of our work: from emergency response and trauma recovery to youth leadership and community rebuilding, to environmental renewal and social welfare. Every project reflects the same principle— that by working together, we can transform despair into hope and ensure that Israel, and the Jewish people, not only survive but thrive.

Samuel Hayek Chairman JNF UK

2024 Annual Report and Accounts | 3

WHO WE ARE

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Photographer: Avraham Malavsky
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STANDING WITH ISRAEL SINCE 1901

JNF UK is Britain’s oldest Israel charity and for over 120 years has stood at the forefront of building and strengthening the Jewish homeland.

From our early work purchasing land that laid the foundations of the State, to planting forests, draining swamps, and creating vital infrastructure, our mission has always been to secure Israel’s future.

As Israel developed, new challenges emerged. Communities in the Negev and Galilee—Israel’s peripheries—

faced persistent social and economic hardship. For more than two decades, JNF UK has been dedicated to empowering these regions, funding initiatives in education, employment, health, culture and welfare, ensuring that residents enjoy the same opportunities as those in central Israel.

The attacks of October 7th 2023 and the ensuing war marked a turning point in JNF UK’s work. Our focus expanded from long-term development alone to include urgent humanitarian relief and trauma recovery. We mobilised quickly, using our deep relationships with local leaders to deliver emergency aid, restore thousands of bomb shelters, and provide vital mental health support for survivors.

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JNF UK TODAY

Today, JNF UK’s role is clearer than ever: to stand shoulder to shoulder with Israelis in their darkest hours, to help communities rebuild stronger and more resilient, and to ensure that children, families, and future generations can thrive in their homeland.

JNF UK’s operations span four separate but related organisations. JNF Charitable Trust continues to support Israel’s development through direct fundraising activities, including appeals and events.

KKL Charity Accounts, operating under the trading name SmartGiving™, provides individual and company charity accounts, a fundraising platform and payroll giving service to facilitate the most tax-efficient charitable giving.

KKL Executor and Trustee Company Ltd (KKL E&T) is the legacy arm of JNF UK. It was the first UK organisation in the Jewish community responsible for the administration of estates, powers of attorney, executorship and assisting with will drafting. KKL E&T is proud of its services including professional and dependable personalised pastoral care.

JNF UK Israel Limited is our dedicated Israel team, based locally to identify, implement, and oversee our projects to the highest standards.

95 Church Road Hendon Limited owns the new head office of the Charity and its subsidiaries.

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OUR STRATEGY

FROM BUILDING THE FUTURE TO REBUILDING THE PRESENT

For generations, JNF UK’s strategy has been guided by five core principles: Holistic Vision, Project Selection, Direct Involvement, Social Investment and Environmental Responsibility. These remain central to who we are – but after the attacks of October 7th and the ensuing war, their application has been sharpened to meet Israel’s most urgent needs while still investing in long-term resilience.

A HOLISTIC VISION FOR RESILIENCE

PROJECT SELECTION

We have always recognised that every aspect of a community is interconnected and that improvements in one area ripple across all others. But in the wake of October 7th, “holistic” has taken on a new, more urgent meaning. Today, it means weaving together trauma care, emergency relief, education, welfare, and infrastructure in a way that allows entire communities to survive, recover and eventually thrive again.

This includes not only psychological and financial support, but also creating safe, dignified spaces for daily life to restart: refurbishing bomb-damaged homes, upgrading youth centres, rebuilding playgrounds and community centres, and restoring public squares and green spaces that bring people back together. These are not luxuries—they are essential anchors of normality and dignity in places where families have endured evacuation, destruction, or loss. By combining trauma support with physical rebuilding, JNF UK ensures that recovery is both human and structural.

We prioritise projects that make an immediate impact while building longterm value. This dual lens has guided us since October 7th, enabling us to:

• Support Sunflowers , providing professional care and activity centres for the thousands of children orphaned by the attacks.

• Back SafeHeart and Nova Tribe , helping festival survivors rebuild their lives through therapy and community support.

• Invest in the long-term future through Houses of Excellence , ensuring teenagers in towns like Kiryat Malachi and Akko can excel academically and socially despite the disruption of war.

Every project is chosen for its ability to strengthen people and communities where the need is greatest and the impact most enduring.

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DIRECT INVOLVEMENT MORE CRITICAL THAN EVER

JNF UK is not just a grant-giving organisation. Our dedicated Israel team is our unique strength. They work alongside the communities we support across the Negev and the Galilee, building close relationships with local mayors, municipalities, and grassroots leaders. This means we know exactly where and how to direct help, and we can act swiftly and strategically in times of crisis.

Our Israel team continuously monitors and reviews initiatives on the ground, ensuring funds are spent effectively and projects are delivered on time. From inspecting and restoring thousands of bomb shelters to coordinating thousands of volunteers across both the north and south, JNF UK’s involvement multiplies the impact of every pound donated. Donors can be confident that their support reaches exactly where it is most needed, with visible, measurable results.

ENVIRONMENTAL RESPONSIBILITY IN A TIME OF WAR

Even in crisis, JNF UK remains deeply committed to Israel’s environment – an area of hope, renewal, and continuity. In 2024, we dedicated our Green Sunday appeal to establish a new memorial forest for the victims of October 7th—a living tribute that will stand for generations. We also continue to expand our Urban Forest projects, planting mature trees in the Negev to provide shade, clean air, and attractive communal spaces.

These initiatives remind us that while war scars the land, we can also heal it— helping communities reconnect with their environment and reassert a sense of beauty and permanence in the face of loss.

SOCIAL INVESTMENT WITH URGENCY

We remain committed to projects that generate long-term social and economic impact—but the war has given this work new urgency.

Investment in youth leadership programmes like Derech Eretz ensures that teenagers from Israel’s peripheries can become resilient, engaged leaders. Funding for organisations like Osim Shchuna, which mobilises local youth to renovate bomb shelters, reclaim neglected communal spaces, and reduce crime in vulnerable neighbourhoods, has been particularly critical during the war. Their work has provided immediate safety and dignity for families under fire, while also strengthening the cohesion of communities struggling with displacement and instability.

This “social investment with urgency” is about ensuring that Israelis not only endure the present crisis but also develop the tools, confidence, and opportunities to rebuild their lives and shape stronger, more resilient communities.

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JNF UK SUPPORTS A WIDE ARRAY OF DIFFERENT PROJECTS, PRIMARILY IN THE NEGEV AND NORTH OF ISRAEL. THE DIVERSITY OF ISRAELI INGENUITY, INNOVATION AND RESOURCEFULNESS IS REFLECTED IN THE MANY INSPIRING PROJECTS IN WHICH THE ORGANISATION IS PROUDLY INVESTED AND INVOLVED.

OUR PROJECTS Kiryat Shmona Hanita Akko

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Haifa
GALILEE Sea of Galilee
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Netanya

SHOWCASING OUR WORK

To illustrate the various aspects of our work, our projects are ordered into four categories:

Tel Aviv

EMERGENCY RESPONSE

Jerusalem

Kiryat Malchi

Sderot Kibbutz Nahal Oz

Ofakim

Kibbutz Nir Oz Kibbutz Kerem Shalom

Be’er Sheva

MENTAL HEALTH

SUPPORTING COMMUNITIES

NEGEV

Yerucham

2024 ONGOING/ COMPLETED WORK

Mitzpe Ramon

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EMERGENCY RESPONSE

In 2024, JNF UK continued its emergency response efforts in the wake of the 7th October 2023 attacks. In the immediate aftermath, urgent needs arose across affected communities and JNF UK stepped up to address them through a range of targeted projects. As some of these needs were met or evolved with the shifting realities of the ongoing conflict, certain initiatives naturally concluded in early 2024, while others adapted to meet new challenges.

IR MIKLAT – RENOVATING BOMB SHELTERS

Together with one of our partner organisations, Osim Shchuna, JNF UK initiated Operation Ir Miklat (City of Refuge) to clear, clean, repair and restore thousands of disused shelters in Israel’s Northern towns. Thousands of vulnerable residents had no safe rooms, and communal shelters had become unusable after years of neglect.

From the beginning of the operation to date we have identified and inspected over 31,235 shelters. Of these, we cleared, cleaned and painted approximately 3,800 shelters and carried out electrical and other repair work in over 2,000 shelters. This immense effort was made possible thanks to the dedication of 6,500 volunteers. This project was successfully completed in March 2024. The enormous benefit this groundbreaking project has provided is immeasurable. The shelters have been in constant use since October 7th to the present day, offering a source of protection to tens of thousands of residents. Families who would have had to shelter in stairwells now have a safe protected space.

TEMPORARY ACCOMMODATION AND RELIEF ACTIVITIES FOR DISPLACED FAMILIES

In the immediate aftermath of the October 7th attacks, JNF UK supported displaced families living close to the Gaza border through KKLIsrael’s emergency assistance programme.

Before government aid was fully organised, this programme provided temporary hotel accommodation for thousands of evacuees from cities and regional councils including Sderot, Netivot, Ashkelon, Ofakim, Sderot Negev Regional Council, Sha’ar HaNegev Regional Council, and the community of Netzirim. Alongside safe lodging, it also offered respite activities such as children’s programmes and community events to provide relief during an acutely traumatic period.

In total, around 5,000 people benefited. Thanks to this support, families close to the Gaza border had a secure base and a measure of stability and dignity as they began to recover and plan for the future.

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EMERGENCY RESPONSE

CHILDREN’S ACTIVITY PACKS

Over the past year, thousands of Israeli families have spent countless hours in bomb shelters and safe rooms, particularly in the south, where residents sometimes remained inside for days due to the constant rocket fire.

With the education system shut down for weeks, thousands of children were confined indoors in tense and challenging conditions and with very little to distract them.

To help ease this strain, JNF UK purchased and distributed over 4,500 activity packs filled with arts, crafts, games and toys. These occupied the children and provided them with some much-needed relief during an extremely difficult period.

ASSISTANCE TO ASHKELON RESIDENTS

In early January 2024, schools in Ashkelon were permitted to reopen after three months without formal education.

JNF UK partnered with The Ashkelon Foundation to deliver a programme focused on strengthening children’s emotional and mental resilience. Alongside this, respite activities were introduced to help these children process their experiences, close gaps in their learning and rebuild social connections after so many months of isolation.

HOLOCAUST SURVIVORS

In partnership with The Foundation for the Benefit of Holocaust Victims in Israel, JNF UK ensured that thousands of Holocaust survivors did not feel alone at this terrible time.

Volunteers travelled all over Israel distributing emergency kits to Holocaust survivors. These kits were designed to make sitting in a bomb shelter, for hours every day, a little more bearable. Each kit contained a torch with batteries, a transistor radio and a first aid kit. Our volunteers also distributed food baskets as it was unsafe for survivors to go shopping and their support networks had been severely disrupted.

In total, over 5,500 food baskets and more than 2,500 emergency kits were delivered to Holocaust survivors in need.

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MENTAL HEALTH

After addressing the urgent needs of October 7th victims, JNF UK turned its focus to healing — providing mental health support for survivors, their families and close circles, helping them overcome trauma and build resilience.

SUNFLOWERS

JNF UK partnered with Sunflowers, a non-profit organisation in Israel that provides dedicated support programmes for orphans, while also working to drive national and social change and raise awareness about orphans’ needs.

Since October 7th hundreds of children have been orphaned, with the numbers growing. On that single day alone, 232 children lost one parent and 22 lost both.

These children face severe trauma – often having directly experienced the atrocities and ongoing anxiety of rocket threats and have endured the loss of their homes, schools, and social circles. Many were separated from family members, lost additional relatives, and were denied the chance to say proper goodbyes. All of this compounds the profound grief of losing a parent.

With JNF UK’s support, Sunflowers was able to establish new activity centres in the south, to support orphans in Sderot, Ofakim, Ashkelon, and Rehovot, and they are working to establish more. Each centre is staffed by a professional team of social workers, group facilitators and clinical therapists. The centres have become a vital source of hope for many orphans and widowed families, creating a community of support.

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SAFEHEART

MENTAL HEALTH

SafeHeart is a non-profit organisation created in the immediate aftermath of the Nova festival massacre and dedicated to supporting its survivors and the survivors of other festivals that took place that day and their families.

According to figures provided by SafeHeart, of the approximate 4,400 people attending festivals on 7th October, about 390 were murdered and 43 young people were kidnapped.

Those who lived through it recall a harrowing ordeal of pursuit and violence, with many witnessing unimaginable suffering.

These mostly young survivors need specialised trauma care from experts to reduce the long-term debilitating impact of post-traumatic-stressdisorder.

SafeHeart connects survivors with licensed and certified mental health professionals and provides retreats to aid their long road to recovery. In 2024 their team of 400 therapists delivered 29,000 hours of therapy to 1,000 victims and a “parent community” of 365 family members, ensuring that both survivors and their immediate relatives receive the care and support they need.

SafeHeart is a lifeline to so many of the brave young Israelis whose lives changed forever on that fateful day.

MASLAN – SUPPORT FOR VICTIMS OF RAPE AND SEXUAL ABUSE

Rape and sexual abuse were perpetrated at most sites of the October 7th attacks. In addition, among the evacuees now living in cramped hotel accommodation, incidents of sexual abuse and domestic violence have increased, exacerbated by exposure to violent content online.

Maslan, a non-profit organisation with over 30 years’ experience of supporting victims of sexual violence, provides free, confidential, specialist care. JNF UK has provided funding to Maslan to cover treatment costs for civilians affected by the October 7th attacks.

Among those who desperately need Maslan’s help are not only the women who were raped on October 7th, but also the witnesses of these rapes and family members who struggle to provide support. For many other women, October 7th triggered a resurgence of trauma from past sexual assaults.

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MENTAL THERAPEUTIC SUPPORT FOR HEALTH RESIDENTS OF DIRECTLY AFFECTED COMMUNITIES

JNF UK has partnered with Israeli non-profit Yad Tamar to provide vital mental health support to 800 families from the south facing crises brought on by the war.

These families – many of whom lost loved ones, suffered injuries or lost their homes or livelihoods – needed multi-system assistance.

In response, Yad Tamar adapted its pioneering HUG Model (Help. Understand. Give.)—originally developed to support cancer patients and their families— to meet the urgent needs of those affected by October 7th. Support was prioritised for households with wounded, ill, elderly, or disabled members, ensuring they received holistic, long-term help tailored to their needs.

While Yad Tamar continues its core mission of assisting cancer patients and their families (see page 22), this rapid pivot demonstrated the organisation’s ability to mobilise its model and community networks in times of national crisis. JNF UK, which has funded Yad Tamar since 2017, was proud to help expand this essential support when it was needed most.

NOVA TRIBE

As a result of the atrocities they witnessed, thousands of festival attendees suffer acute trauma, affecting every aspect of their lives. According to the Nova Tribe website, an additional 52,500 family members and extended community of the Nova Festival victims also experience trauma.

The Nova Tribe Foundation provides a full therapeutic communitybased framework to aid recovery, offering mental, financial, social and occupational assistance. The programme aims, not only to rehabilitate survivors and their families, but also to ensure the memory of all those lost is preserved.

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SUPPORTING THE NORTH

Anticipating that the conflict in the north could escalate, JNF UK prepared early – and, when needed, we were ready to act. We moved quickly to support northern communities through each stage of the crisis, from urgent evacuations and long months of displacement to the challenging, drawn-out return back home. Our efforts have centred on these key areas:

HANITA COMMUNITY RESCUE UNIT

Just 100 metres from the northern border lies Kibbutz Hanita, a combined agricultural and industrial community of approximately 750 people. Since October 7th, its residents faced constant rocket attacks and widespread fear of a Hezbollah infiltration, leading most to evacuate. For those who stayed, primarily essential workers, the lack of emergency rescue and escape equipment posed a serious risk.

In the early stages of the war, JNF UK funded a fully equipped rescue and escape emergency trailer, operated by trained residents. It contains essential tools for first aid, evacuation, rubble clearance, emergency power and communication— significantly strengthening Kibbutz Hanita’s capacity to respond independently. The trailer also serves nearby communities like Shlomi, making it a critical regional resource.

EMERGENCY KITS

Northern Israel faced the risk of sudden isolation, potentially leaving communities without power, water or communication. Funding from JNF UK donors covered the cost of 6,000 emergency kits, containing essential supplies like first aid items, torch, radio, collapsible water container and more.

These kits are ready for immediate distribution to vulnerable households, offering practical, life-sustaining support in times of crisis.

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FIREFIGHTING SUPPORT

Northern Israel has faced devastating fires sparked by missiles and arson, endangering homes, farmland, and wildlife. Firefighters and Israel’s Nature and Parks Authority (INPA) rangers have worked tirelessly in remote areas, often with limited resources.

JNF UK delivered practical, high-impact solutions: rather than purchasing a single fire truck (approx. NIS 1.7 million), we equipped six standard 4x4s with fire-extinguishing kits—creating agile, mobile firefighting units better suited to the rugged terrain of the region’s nature reserves.

We also supplied personal firefighting kits and full protective gear including vests, helmets, masks and boots, enabling safe and rapid response. These tools have been crucial in saving lives, homes, and Israel’s northern terrain.

SUPPORTING VULNERABLE PEOPLE

JNF UK provided vital assistance to vulnerable individuals and families in northern Israel, including Holocaust survivors and those experiencing financial hardship. Widespread business closures and the displacement of many from their workplaces plunged countless families into poverty.

Through our partner The Galila Foundation, local experts in supporting vulnerable northern communities, JNF UK stepped in to provide hundreds of people with essential aid, covering basics such as food, clothing, and key household items.

Shlomi, a community located a few kilometres from the Lebanese border, saw 10,000 residents return to homes damaged by neglect rather than war. Thanks to the generosity of our donors, JNF UK helped restore homes back to safe, liveable conditions. Families received tailored packages to replace damaged items of furniture and appliances. These included beds, fridges and washing machines, ensuring they could return to comfort and dignity after months of upheaval.

This two-fold response, meeting urgent needs during displacement and helping rebuild lives at home, offered struggling families stability and hope for the future.

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SUPPORTING THE NORTH

STRENGTHENING EMOTIONAL RESILIENCE

Emotional recovery in the north has been as urgent and necessary as physical reconstruction. JNF UK has supported trauma healing and social resilience through community-based initiatives that restore confidence, belonging and hope.

These initiatives were vital during the evacuation, helping dispersed communities stay connected, providing the emotional and social support needed to rebuild strong, resilient communities.

After the full evacuation of Kiryat Shmona, about 21,000 residents were dispersed across around 315 hotels and hundreds of communities throughout Israel. This unprecedented displacement created enormous challenges in maintaining continuity of care, education, and emotional wellbeing, particularly for vulnerable populations such as children, youth, and the elderly.

To address this, more than 100 additional staff, comprising a nationwide network of community and youth coordinators, were mobilised across six hosting regions, from Tiberias to Eilat, with JNF UK contributing to this expanded capacity to support thousands of children and families during and after displacement.

In Kiryat Shmona our support helped fund resilience workshops for more than 2,500 young evacuees, community centres in evacuation zones to provide continuity of care and funding for community coordinators following the reopening of Kiryat Shmona, where service needs have doubled.

Our work has been transformative across the region. In shelters and temporary housing, evacuees ran workshops for fellow evacuees— providing purpose for organisers and participants alike. Activities ranged from Krav Maga and art therapy to cake decorating and beauty workshops for seniors. Many also taught vocational skills, equipping evacuees to rebuild their income and self-esteem.

These workshops weren’t just therapeutic, they empowered displaced individuals to help themselves and each other, creating a cycle of dignity, engagement, and recovery.

EVENTS AND ACTIVITIES

To lift spirits during the crisis, The Galila Foundation organised activities for evacuees and those who stayed behind, helping maintain morale, strengthen community ties, and support healing. As residents returned home, community events reinforce resilience and unity. A similar approach in Kiryat Shmona – the ‘Better Together’ initiative – offers workshops, events, and mental health programmes to aid evacuees in their emotional recovery.

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RENOVATING AND UPGRADING

The war and prolonged evacuation left public infrastructure across northern Israel in urgent need of repair. JNF UK responded with strategic investments to upgrade vital communal spaces that help restore daily life but also strengthen the region by attracting new families there.

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In Dalton, we are renovating the youth centre by upgrading interiors, plumbing and electrics, to provide children and teenagers with a safe, vibrant space to gather and grow.

In Hurfeish, we are funding the establishment of a new playground that will serve one of the neighbourhoods of 1,000 residents in this Druze town.

In Dishon we are refurbishing and equipping the local community centre, which serves as a vital hub for residents of all ages. JNF UK is funding a major renovation of the centre.

A NATION REBUILDING TOGETHER

Volunteers have been a driving force in northern Israel’s recovery. JNF UK invested in infrastructure that transformed spontaneous goodwill into an organised, strategic response.

In Kiryat Shmona, over 4,000 volunteers restored homes, cleaned public spaces, supported the elderly, and prepared schools for returning families. Their work has been essential in reviving both the city’s infrastructure and spirit.

Across the wider north, youth teams were deployed to help rehabilitate evacuated towns by cleaning and renewing homes and public infrastructure that had been empty for so long. JNF UK funding covered food, transport, and accommodation, enabling week-long volunteer rotations over an eight-month period – delivering hands-on, lasting impact to communities in need.

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SUPPORTING THE SOUTH

In the wake of the October 7th attacks and the ensuing war, many of JNF UK’s projects in the south of Israel were put on hold. Yet, even under these challenging circumstances, we continued our vital work across the Negev and made a tangible difference to thousands of lives.

ESHKOL – REBUILDING AND STRENGTHENING

The Eshkol Regional Council in the Negev, home to 32 kibbutzim and moshavim, was one of the areas hit hardest on October 7th. Sixteen of these communities were attacked and 260 Eshkol residents were murdered.

In the year following the attacks, the municipality’s priority has been to bring back its evacuated residents and to rebuild the communities that were damaged – by restoring and strengthening security in the region, providing good quality education and infrastructure, enhancing community spirit, and improving employment and business prospects.

To help make this possible, JNF UK has provided incentives to attract essential workers to the region to restore a sense of normality for the citizens by re-establishing the services that are the backbone of a functioning, resilient community. Such essential workers have included teachers, teaching assistants, social workers and therapists, whom we have encouraged to move to the region by subsidising their re-housing costs.

CHESED CENTRE – SDEROT

Founded in 2000, the Chesed Centre in Sderot is a lifeline for vulnerable residents, offering coordinated and comprehensive support. Today, its services include:

• A soup kitchen that provides hot and nutritious daily meals

• Food basket distribution to 450 families every two weeks

• A charity shop supplying clothing and other essential household items for those in need.

The Chesed Centre is a vital anchor of the local community, offering relief and support to hundreds of families in distress. Its wide-ranging services not only improve residents’ quality of life but also strengthen community bonds and provide essential aid to those most in need. Working closely with local welfare authorities, the centre ensures that help reaches those who need it most. Beyond material support, the centre’s warm atmosphere and respectful approach uplift every recipient, restoring dignity and selfworth while nurturing values of giving and a deep love for Israel.

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SAHI

SAHI – (Special Chesed Unit), is an inspirational initiative that mobilises thousands of at-risk Israeli youth to help those in need, creating a powerful ripple effect of kindness throughout Israel and leaving a lasting impact on Israeli society. Operating in more than 40 locations nationwide, SAHI Youth Units meet weekly to discreetly deliver over 2,000 food parcels to struggling families and the elderly, a number that rises to around 7,000 during the holiday season. JNF UK has been supporting this impactful organisation since 2016.

In the aftermath of 7th October, SAHI swiftly launched emergency programmes to meet urgent needs created by the crisis. They provided immediate assistance with food, toiletries and essential supplies to families, elderly people, and municipalities in the south. New Youth Units were also established for displaced young people evacuated from their homes in northern and southern Israel, offering them a stable and consistent framework to overcome these difficult times, regain control over their lives, engage in meaningful good deeds and rebuild their sense of confidence and purpose.

The ongoing crisis has dramatically increased demand for SAHI’s work, with a surge in requests for support from people affected by the war, evacuated from their homes, facing job loss, and financial hardship.

Thanks to JNF UK’s support, SAHI was able to purchase an additional commercial vehicle enabling them to reach even more families and expand their operations from Eilat in the south to Hatzor Hagalilit in the north.

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JNF UK’S ONGOING WORK

DEKALIM HIGH SCHOOL[EDUCATION]

Dekalim High School in Be’er Sheva is a specialist secondary school for children aged 13 to 21 with special needs from across the Negev. Although its official capacity is 74 students, the demand for its services is so great that the school admits 110 students each academic year.

The students live with a range of learning and physical disabilities, including autism and cerebral palsy.

Beyond the school’s academic programme, Dekalim nurtures vital social and work skills, helping students integrate into society and further enriching their lives and their wider communities.

The school provides all its services onsite, overcoming the need to travel long distances, accessibility challenges, and the scarcity of treatment clinics elsewhere in the Negev. Having all these services under one roof is life-changing for the students and their families.

JNF UK has committed to support the construction of a new building of 9,000-sq. ft facility with a multi-purpose hall and specialist treatment rooms. This expansion will enable the school to accommodate even more students and provide an even broader range of life-changing services. Construction began in 2024 and is expected to be completed in 2026.

AKKO HOUSE OF EXCELLENCE

Akko (Acre) is one of Israel’s most ancient cities, home to over 49,000 residents, from diverse, mixed backgrounds. Located in the northern periphery, the city faces entrenched social, economic, and educational challenges, exacerbated by its geographic location.

Building on the success of the House of Excellence built in Kiryat Malachi, in 2021 JNF UK committed to establishing a similar facility in Akko to enhance the city and provide its youth with a secure state-of-the-art facility, where they can learn, grow and excel.

The House comprises five classrooms, a multipurpose hall, a meeting room and a unique experiential learning hub. The multipurpose hall is designed to accommodate about 90 people and will host workshops, lectures, performances and film screenings. Covering over 8,500 sq. ft, the facility is fully accessible to people with disabilities.

Construction began in early 2023. Despite delays caused by the war, the project construction continued during 2024 and officially opened in 2025.

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LEADERSHIP

DERECH ERETZ – YOUTH LEADERSHIP PROGRAMME

Derech Eretz is a transformative leadership programme dedicated to empowering teenagers from Israel’s social and geographic peripheries.

The programme inspires participants to take responsibility for their lives, laying the foundation for personal fulfilment, achievement and a lifelong commitment to giving back to their communities.

September 2024 marked a milestone year for Derech Eretz with its highest enrolment to date -with 260 young people joining either the semi-annual or annual leadership programmes across six campuses. The semi-annual programmes are thriving with 60 participants each in Nitzana and Kmehin, 50 in Ashalim, and 25 in Mashabei Sadeh. The annual programme has also expanded to two campuses: Arad, with 40 participants, and a newly established campus in Ashkelon for 25 participants. This represents an increase of about 30 participants from the previous year.

JNF UK has actively supported Derech Eretz from its earliest days, playing a pivotal role in the establishment of their campuses, and continued to support the organisation in 2024.

OSIM SHCHUNA

Osim Shchuna focuses its work on the most vulnerable areas, delivering change through four core programmes:

1. Building Communities: renovating and upgrading neglected communal spaces in underprivileged neighbourhoods with the help of residents and volunteers.

2. The Night Watch: youth-lead initiatives to reduce crime, alcohol, and drug abuse among the youth, making neighbourhoods safer.

3. Renovating Bomb Shelters: teams of volunteers work towards repairing and reopening neglected bomb shelters in many communities.

4. Leadership Development Seminars: workshops and trips to empower youth from vulnerable neighbourhoods to become agents of change and local leaders.

JNF UK has been supporting Osim Shchuna since its early stages. When we began our partnership, the organisation was working in just one neighbourhood of one city with a volunteer leadership team of 30. Now, in 2024, the organisation has expanded considerably. It’s work now reaches to nine cities and 18 neighbourhoods within these cities, with over 300 leaders driving the work. This incredible growth is extending the positive outcomes of their efforts to thousands more residents across Israel.

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JNF UK’S ONGING WORK

HEALTH

EZRA LEMARPEH MEDICAL REHABILITATION CENTRE IN SDEROT

JNF UK’s involvement with the Ezra LeMarpeh Medical Rehabilitation Centre in Sderot goes back to its very inception when we helped fund its construction in 2014 and later supported the equipping of the centre in 2017.

Today, the centre provides a holistic framework of care delivered by a multidisciplinary team of professionals, including rehabilitation physicians, physiotherapists, occupational therapists, social workers and more. The centre is an essential health resource for the people of southern Israel, offering comprehensive rehabilitation under one roof.

In 2024 JNF UK helped fund the expansion of the medical team and contributed to operational costs, ensuring the centre could continue delivering these critical services to the people of southern Israel during a time of heightened need.

YAD TAMAR

Founded in 2009, Yad Tamar supports cancer patients and their families by strengthening both their emotional well-being and financial stability.

The organisation’s HUG Model (Help. Understand. Give.) mobilises the goodwill of the public, empowering communities to act as a compassionate, effective and non-intrusive support network.

JNF UK has funded Yad Tamar since 2017, enabling it to expand its operations and provide social relief and assistance to more families.

In 2024, with JNF UK’s support, the organisation increased the number of families it assisted from 1,600 families to 2,200 families.

Yad Tamar’s work has been a lifeline for many, playing a tangible role in strengthening communities and easing the burdens on families facing the dual challenges of illness and instability.

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SIMCHA LAYELED

JNF UK continued its partnership with Simcha Layeled, an Israeli non-profit organisation, dedicated to supporting children with severe physical disabilities.

The organisation’s mission is to empower these children to overcome the limitations of their disabilities and become active, contributing members of society. Simcha Layeled runs a wide range of programmes and activities tailored to meet the needs of both the children and their families – offering enrichment experiences and opportunities that help them thrive.

The organisation’s activities include personal coaching projects, activities in hospitals, family support, camps in Israel and abroad, and a group of adult volunteers that accompany the alumni to enhance and ensure their independence.

In 2024, JNF UK proudly hosted a special fundraising event for Simcha Layeled in London. The evening drew a warm and generous crowd to support the cause.

JNF UK continues to support this vital organisation, ensuring that children and families facing extraordinary challenges can flourish.

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JNF UK’S ONGING ENVIROMENT WORK

MEMORIAL FOREST

In 2024 our Green Sunday appeal was dedicated to funding a new memorial forest for the many men, women, children and babies who tragically lost their lives on October 7th. This forest will stand as a living testament to the resilience, strength and the unbreakable spirit of the Israeli people.

The time-honoured tradition of planting a tree in Israel in memory of a loved one is both heartfelt and symbolic of the fact that those we have lost will never be forgotten.

Initial planning began in 2024 for this meaningful project and fundraising continued into 2025.

PUBLIC PARK IN BEIT JANN

The Druze village of Beit Jann on Mount Meron in northern Israel suffered from a severe lack of public areas such as parks and playgrounds. The nearest recreational space area was a car ride away. As many of the female residents do not drive, they didn’t have the means to access these safe spaces for their children to play or to connect socially with other mothers.

JNF UK funded the development of a new park in Beit Jann, complete with playgrounds and picnic tables. The park is a place where families can gather and connect, and children can enjoy open space close to home. This project was completed in 2024 and the park is now being enjoyed by the community.

URBAN FOREST

In 2024, JNF UK continued to expand its Urban Forest project, planting trees and shrubs in towns and cities to provide shade, improve air quality and enhance the local environment.

This year’s efforts included establishing a new orchard in a growing community in the Negev. The orchard will provide fresh produce, add natural beauty to the landscape and create opportunities for families to learn about agriculture and the environment together.

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WELFARE

SOUP KITCHENS

JNF UK has helped cover the running costs of three soup kitchens, each a vital lifeline for their communities.

Be’er Sova Soup Kitchen in Be’er Sheva, supplies hot, nutritious and healthy daily meals to vulnerable residents in the city and the surrounding area. As the only organisation in Be’er Sheva providing freshly prepared meals, it currently serves approximately 250 people every day, around 50 of whom are Holocaust survivors. Recipients are referred by local welfare authorities and rely on Be’er Sova as a primary source of food.

Latet B’Eilat Soup Kitchen supports low-income residents of Eilat. In 2016, JNF UK funded the renovation of its building and in 2018 we helped purchase a van to collect surplus food from Eilat’s hotels for redistribution to the needy, with maximum efficiency. In 2024, with ongoing operational support from JNF UK, Latet B’Eilat distributed 500 sandwiches and 1,200 hot meals every day, ensuring no surplus goes to waste.

Together with the Chesed Centre in Sderot (see page 18), these bring the total number of soup kitchens supported by JNF UK to three.

TENUFA BAKEHILA – BUILDING HOPE

Tenufa Bakehila transforms lives by repairing dangerously dilapidated homes. Skilled tradesmen and volunteers address maintenance issues in these homes, for example, by repairing burst pipes, fixing hazardous electrics and replacing ceilings often on the verge of collapse, while dedicated social workers help families address the deeper challenges preventing them from becoming self-sufficient.

When JNF UK began supporting Tenufa Bakehila in 2017, the organisation’s operations were limited. Today, thanks to JNF UK’s funding, it serves eight additional municipalities in the south of Israel.

In 2024 alone, Tenufa Bakehila renovated 639 apartments including 237 homes in the south. As part of their emergency response to the war, they also renovated 271 bomb shelters, 92 of them in the south.

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JNF UK’S ONGING WORK

NERADIM VILLAGE IN ARAD – EXPANSION OF THE EMERGENCY CENTRE

The Neradim Village in Arad serves as a haven and loving home for approximately 90 at-risk children, who have suffered poverty, neglect, violence or abuse.

The Emergency Centre, located within the village, provides immediate, secure care for children aged 3-13 years old, who have been urgently removed from their family homes at short notice due to life-threatening circumstances.

To date, the centre has operated from an old temporary building, with too few treatment rooms, and undersized classrooms. In 2022 JNF UK committed to funding the construction of a new facility that will provide five new treatment rooms, two classrooms, a computer room and a relaxation room. In addition, the area surrounding the new building will be developed into a playground and garden. These outdoor recreational spaces are vital for the children in the centre who are not allowed to socialise with other youngsters in Neradim to ensure that their location is kept confidential.

Construction began in 2023. Despite delays due to the ongoing war and construction workers being called up as reserves, the new emergency centre’s facilities will be operational in 2025.

JNF UK has also been funding enrichment activities for the village’s youth, such as music studies, sports, cooking, art therapy, and tutoring.

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OLIM

GVAHIM

Founded in 2010, Gvahim is a non-profit organisation, dedicated to helping Olim from all over the world integrate into the Israeli workforce by promoting their professional skills to potential employers, a crucial first step towards successful absorption into Israeli society.

Generally the number of new Olim arriving in Israel is around 30,000 per annum. Approximately one third are highly skilled or hold academic degrees. Israel urgently needs skilled workers and experienced professionals, yet many Olim struggle to access the relevant professional and social networks they need to succeed. According to the Ministry of Aliyah and Integration, around 40% of highly skilled Olim leave Israel within three years of making Aliyah, often due to failed integration. These talented and educated individuals frequently relocate to pursue career opportunities abroad – representing a significant loss for Israel.

JNF UK helps bridge this gap by funding training courses and mentoring schemes. Over the past 12 years, more than 8,000 Olim have been supported and in 2024 alone, 450 Olim and their families received assistance.

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JNF UK’S ONGING WORK

COMMUNITY DEVELOPMENT

DIY VOLUNTEERING PROGRAMME

JNF UK recognises the vital role played by volunteers in the building of Israel and the essential part they will continue to play in the country’s future. To harness this energy, JNF UK launched a professional volunteering programme that brings together people ready to roll up their sleeves and contribute directly to JNF UK projects.

This innovative initiative often sees project beneficiaries themselves working alongside other volunteers, creating a unique spirit of collaboration. The programme offers participants the chance to make an immediate and lasting contribution to Israel’s success, strengthens their connection to the land and helps develop their teamwork skills.

In 2024, the programme focused on the rehabilitation of communities near the Gaza border, helping those affected by war to rise again, and one day return home and flourish.

In that year, over 80 volunteer days were carried out with the aid of 1,147 volunteers.

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CONNECTING THE UK AND ISRAEL

ETGAR

Etgar Israel is an educational initiative that uses quizzes, challenges and study materials to deepen young people’s knowledge of Israel and strengthen their Jewish identify.

JNF UK has been sponsoring Etgar Israel, and the Israel Challenge to help cement the bond between young British Jews and the land of Israel. Each year, Jewish students taking part in the Etgar Israel Challenge receive a specially compiled Etgar Israel Handbook, covering Israel’s history, geography, politics and culture. In the weeks and months leading up to Yom Ha’atzmaut, students study the material in preparation for the Challenge.

Since its launch in 2018, the programme has seen a steady rise in engagement.

MAGAZINE FOR PRIMARY SCHOOL CHILDREN

JNF UK has continued to publish its children’s magazine, distributing it to 18 Jewish primary schools across the UK, four times in the year. Packed with Israel and Jewish festival-themed puzzles, games, fun-facts and colouring pages, the magazine entertains young readers while teaching them about their heritage – helping strengthen their Jewish identity from an early age. In total in 2024, 10,159 copies were sent to students ranging from age four to eleven.

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CONNECTING THE UK AND ISRAEL

FELLOWSHIPS

The JNF UK Fellowship Programme brings together a cohort of young leaders for monthly sessions with distinguished speakers and training workshops. The aim is to equip participants to become passionate advocates for JNF UK and Israel, ready to make meaningful contributions within their communities.

The Fellowship Programme stands as a testament to JNF UK’s commitment to empowering young leaders and strengthening the enduring bond between the UK and Israel.

Since launching in 2021 with just one cohort of about 10 students, the Fellowship has grown in popularity year on year. By 2024, it expanded to two cohorts with a total of 41 participants, reflecting the increasing demand and enthusiasm among young leaders across the UK.

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DAY TRIP TO SDEROT DURING PESACH 2024

JNF UK’s day trip to the city was a meaningful way to show support for Sderot and its residents as they slowly recover from the October 7th attacks. Participants met with Rabbi Avichay, CEO of the Chesed Centre, a soup kitchen providing hot meals to the needy, who spoke about the vital work they carry out. A ZAKA volunteer, from Israel’s leading non-governmental rescue organisation, shared his first-hand experiences of the tragic attacks and the horrific scenes he witnessed. Survivors of October 7th recounted stories of heroism, including the assault on Sderot’s police station and synagogue. The group also visited Nir Am, a kibbutz situated just 2km from the Gaza border, where they met volunteers working to strengthen the community. The day ended at Nova Re’im Park, now a memorial site for the victims of the Nova Festival massacre.

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LONG TERM SOCIAL IMPACT

THE VALLEY (JNF UK ROBURN BUSINESS CENTRE) AND THE LAB

With the vision of creating job opportunities in the Negev, JNF UK constructed ‘The Valley’, a state-of-the-art business centre in Mitzpe Ramon, named after John Roburn, an important JNF UK donor.

The Valley, which opened in early 2018, provides office space for firms who operate in digital marketing and new media. It attracted a Fortune 500 company – global advertising agency McCann Erickson. This increased the number of higher-paying roles and in turn the levels of disposable income, resulting in a positive net economic gain for the region.

McCann Erikson started with 15 employees located in The Valley but by 2024, despite Covid-19, a war and other challenges, they employed over three times as many with a maximum number of staff reaching 48. Over the years, 46 families of McCann employees have decided to make the remote desert town their home. McCann Valley has been heavily engaged with the local community, creating social and educational impact.

The Valley also continues to give back to the local community, by operating a Makers Lab Programme for more than 160 school students who arrive weekly and gain experience in the advertising industry, using 3D printers, professional cameras and more.

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MINDCET FLATS

MindCET is a hub of innovation and development in the field of education technology (EdTech), pioneering the use of the latest technology to benefit the teaching sector and encouraging research and development projects on its campus in Yerucham.

In 2019, JNF UK purchased flats which were renovated to a modern, high specification as the residences previously on offer were substandard and deterred people from applying to the programme. Not only do these flats help attract young talented individuals to the programme, they also in turn help to energise Yerucham’s population as programme participants and their families integrate into community life. As with other JNF UK social impact projects, the rents, while subsidised, generate funds for investment into other JNF UK projects.

FLATS FOR NEW OLIM AND DISPLACED FAMILIES

The development of the State of Israel relies heavily on new immigrants (‘Olim’ in Hebrew). Settling in a new country can be challenging, resulting in many Olim ultimately returning to their country of origin. JNF UK identified that offering accommodation at subsidised rates eases the process of establishing oneself in a new country and, coupled with support to integrate into Israeli society, significantly reduces the risk of failure.

The income generated will be invested back into JNF UK’s projects, making it a mutually beneficial solution for JNF UK, the Olim and the development of the State of Israel.

JNF UK’s new apartments in Karmei Gat were offered to families evacuated from Kibbutz Nir Oz following the October 7th attacks. We acted quickly to refurbish and furnish them, providing evacuees with safe, comfortable homes where they can remain together as a community. These apartments offer security and stability for the medium term, while the future of Kibbutz Nir Oz — when it will be rebuilt and how many families will return — remains uncertain.

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LONG TERM SOCIAL IMPACT

ORR SHALOM HOUSES

Orr Shalom is a non-profit organisation that provides foster homes for neglected or at-risk children. Their mission is to provide suitable families to foster up to 12 children at a time. To take on this number of youngsters requires a large house, renovated specifically for this purpose. In most cases, the families live in rented accommodation which leaves them vulnerable to rent increases or eviction. Finding a new property adequate to accommodate a large foster family is very challenging.

In 2019, JNF UK stepped in to alleviate this need by purchasing and renovating a foster home in Ashkelon. Since then, the building has continued to house a family including ten foster children, providing them with a safe and stable environment, whilst also generating rent for JNF UK, which is invested into other projects. In 2023, JNF UK purchased another house in Ashkelon, which is now up and running.

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KEY INITIATIVES FOR 2025

In 2025 JNF UK will continue to prioritise mental health initiatives, with particular focus on those directly affected by the October 7th attacks. This includes vital care for children who have lost one or both parents, as well as dedicated support for survivors of the Nova Festival massacre.

We will remain closely connected to families evacuated from towns along the northern border and kibbutzim near the Gaza Strip, working to identify the most effective ways to help them begin rebuilding their homes and their lives. As part of this, we will enhance and upgrade essential community facilities — creating spaces that serve as the backbone of recovery and restoring the sense of belonging and cohesion so vital for healing and renewal.

At the same time, we will continue our ongoing projects with youth leaders and local communities to strengthen resilience and emotional wellbeing. We will also invest in educational initiatives that aim to advance JNF UK’s long-term mission to strengthen and provide equal opportunities to underserved communities.

We will also extend support to some of Israel’s most vulnerable groups, including those in financial hardship through soup kitchen and food package initiatives as well as people living with disabilities, and new immigrants facing the challenge of integrating into Israeli society during a time of profound national trauma and hardship.

More detailed updates on these projects will be shared in our 2025 annual accounts.

WITH GRATITUDE

JNF UK sincerely acknowledges our loyal donors, supporters, and volunteers, without whom none of our vital work would be possible.

We further honour the memory of all those who have left a legacy to JNF UK in their Will, ensuring that their generosity and vision will continue to strengthen our mission and benefit Israel’s future generations.

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STRUCTURE, GOVERNANCE, MANAGEMENT AND FINANCIAL REVIEW

Governing Document

The company is a registered charity and a company limited by guarantee, without share capital, incorporated on 21 July 1939. It is governed by its Memorandum and Articles of Association, the most recent version of which was adopted on 1 November 2022.

Appointment of Trustees

As set out in the Articles of Association the Chairman, President and up to 2 Vice-Chairmen are elected by the members for a term of up to three years. Up to two Treasurers are appointed by resolution of the Trustees for a similar period. The foregoing (together with the Chairman of the Charity’s subsidiary KKL Executor and Trustee Company Limited) comprises the Honorary Officers of the Charity. Up to 19 Trustees comprise the Board of Trustees of the Charity. Trustee terms are set at three years, after which Trustees retire by rotation at the AGM. They can be re-appointed for a maximum of five further terms by a majority of Trustees.

Trustee Induction and Training

New Trustees undergo an orientation process to brief them on their legal obligations under charity and company law, the content of the Memorandum and Articles of Association, the committee and decision-making processes and the recent financial performance of the Charity. During the induction period, they meet key employees and other Trustees and are given the Charity’s risk register, its policies and other relevant financial and non-financial documents to review. During the year Trustees are updated on all current issues through regular meetings and emails. They attend events and support annual appeals and visit the office to meet with key staff members. They also attend the annual Trustee conference which was recently held in Israel. They also keep up to date with Charity Commission notices and charity sector peer initiatives.

Organisation

The Board of Trustees, which can have up to 19 members, administers the work of the Charity. The Board meets not less than quarterly and there are sub-committees which meet more regularly.

A Chief Executive, E Gorji has been appointed by the Trustees to manage the day-to-day operations of the Charity and is supported by Key Management Personnel consisting of the Finance Director, L Davidson, the Director of KKL Executor and Trustee Company Limited, C Addleman and the Director of JNF UK Israel Y Golan.

The Trustees and Senior Management Team are supported by the following committees:

Finance and Management Committee

The Finance and Management Committee comprises the chairman, S Hayek, the Treasurer, L Julius as well as Trustees G Falter, R Freedman, T Kendal, A Mendoza, M Waisman and H Wayne and the Senior Management Team.

The Committee meets approximately six times per year and has been delegated certain decisionmaking powers by the Board. It discusses all financial matters relating to the Group.

Investment Committee

This Committee meets at least once a year and discusses issues relating to UK and Israeli investments and liquid resources. The members of the Committee include the Chairman, S Hayek, the Treasurer, L Julius, the CEO, Director of JNF UK Israel and Finance Director plus at least one other Trustee.

Projects Committee

This Committee receives and considers requests for new social impact projects in Israel, deciding how the application fits in with the medium to long-term plan of JNF UK and how much to allocate from both existing funds and potential future funds. This takes place at the annual

36 | 2024 Annual Report and Accounts

Project Committee meeting, attended by all Trustees, the Chief Executive and two members of the Senior Management Team. Each potential project must receive a majority of Trustee votes before a grant can be awarded. All Trustee decisions are formally minuted.

Criteria for the assessment of projects are contained in the Charity’s Project Criteria Policy and summarised as follows:

• Projects can only be for charitable purposes as set out in the paragraph 3 of the Charity’s Articles.

• The project must be charitable under UK law and must comply with all relevant legal and regulatory constraints both in the UK and Israel.

• The project may be anywhere in Israel but preferably in the peripheral regions of Israel (i.e. the Negev and Galilee).

• Projects shall not be over the “Green line” (defined as the 1949 armistice lines established between Israel and its Arab neighbours in the aftermath of the 1948 War of Independence).

• The contribution and support of JNF UK and its donors will make a significant difference to whether the project is implemented and succeeds.

• Both the project and partner organisations must satisfy JNF UK’s requirements regarding transparency and accountability.

In setting its programme of funding each year, the Charity takes into consideration the Charity Commission’s general guidance on public benefit. The Trustees always ensure that the funding JNF UK undertakes is in line with its charitable objectives and aims and does not adversely impact the long-term financial security of the Charity.

The Charity has a detailed Grant Making Procedure which is strictly adhered to when making project grants. Since 2023 the Charity’s focus changed to providing grants for humanitarian aid following the 7th October attacks. The Charity conducts extensive due diligence before making new grants and closely monitors the progress of the grants it makes to ensure that the donations are utilised for the charitable purposes for which they were made.

Education Committee

This Committee meets annually to discuss issues related to educational projects and the JNF UK Fellowship programme. Members include the Chairman, S Hayek plus one Trustee, the CEO,

Finance Director and Head of the Education Department.

The Charity does not have a formal Remuneration Committee, but staff salaries are reviewed annually by the Chairman and Chief Executive. Key management salaries are set with reference to individual performance, internal Charity objectives and external parameters such as inflation and cost of living indicators, taking account of trends in the Charity sector.

Related Parties

KKL Charity Accounts is a connected party. Most of its board members are also on the board of JNF Charitable Trust. Their results are consolidated into JNF Charitable Trust’s results. KKL Executor and Trustee Company Limited is a wholly owned subsidiary of the Charity which advises on all aspects of will writing and operates an executorship service (in its capacity as a Trust Corporation) and the Charity’s legacy administration. JNF UK Israel Limited is a wholly owned subsidiary, which sources and manages the JNF UK’s projects in Israel. 95 Church Road Hendon Limited is a wholly owned subsidiary that owns the Charity’s new UK head office and associated property costs.

Internal Control and Risk Management

The Trustees have overall responsibility for the Charity’s systems of internal control designed by Senior Management to ensure effective and efficient operations, including financial reporting, and compliance with laws and regulations. In establishing and reviewing the system of internal control, the Trustees and Senior Management have regard to the materiality of relevant risks, the likelihood of loss being incurred and the cost of control. A risk assessment report and risk register are produced and reviewed by the Trustees at least annually. Key managers and staff are consulted to ensure that all areas of risk are identified and managed appropriately.

The Charity is committed to a policy of identifying, monitoring and managing the risks that might adversely affect its activities. In this context, risk is defined as the potential for loss, financial and reputational, inherent in the environment in which the Charity operates and the transactions undertaken. The Trustees believe that an appropriate review of risks is necessary, that risks are ranked and periodically reviewed, and that appropriate action is identified to mitigate the consequences of the risks. To this end, the Trustees meet annually to review the risk register and grade the risks

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STRUCTURE, GOVERNANCE, MANAGEMENT AND FINANCIAL REVIEW

identified according to their likely severity and probability of occurrence. The most serious risks are discussed at Trustee meetings to ensure that all possible mitigations are put in place. The Trustees believe that the principal risk faced by the Charity is the effect that an economic downturn might have on its donors. Since the 7th October attacks, the rise in antisemitism, which has been keenly felt by many of the Charity’s UK supporters may increase the risk of individuals leaving the UK to live in Israel, impacting the Charity’s donor base. Mitigations include running new events annually and advertising widely in the Jewish press to attract new donors. We produce a regular newsletter to keep donors up-to-date with current and future events. We examine alternate revenue streams including social impact investments which provide monthly rental income.

In order to mitigate exchange rate risk with the Israeli Shekel, the Trustees have resolved that project commitments are booked in Sterling or Shekels where lower.

Volunteers

JNF UK is grateful for the considerable contribution made by volunteers to its activities. As well as the expertise provided by lay experts on the Charity’s Board and Committees, which is hugely beneficial to the professional management of the organisation, JNF’s operational activities in Israel are substantially enhanced by our loyal team of volunteers.

Financial Review

The full results for the year to 31 December 2024 are shown in the attached Financial Statements. The Consolidated Statement of Financial Activities set out on page 44 reflects all incoming resources.

Total income increased by 11% from the previous year to £21.56m (2023: £19.35m). Donations have increased by 8% to £5.41m (2023: £5.02m). Our Green Sunday and Rosh Hashanah appeals raised a total of £300k in 2024 compared to £206k in the previous year. These appeals were more narrowly focused than in the past and so we restricted this donation income.

KKL Charity Accounts’ donation income fell by 14% to £9.36m (2023: £10.86m), after a strong year in 2023 due to increased donations for humanitarian aid after the 7th October attacks.

Legacy income increased by 140% to £5.33m (2023: £2.22m) mainly due to the receipt of a large legacy towards the end of the year from a longstanding supporter of the Charity.

Total expenditure was 12% below last year at £15.75m (2023: £17.99m). This was mainly because funding of project commitments in Israel fell by 11% to £4.46m in 2024 (2023: £5.02m), having been at an exceptional level in 2023 due to the 7th October attacks. KKL Charity Accounts, a connected charity of the Charity also saw a fall in its UK and overseas donation expenditure by 16% to £9.55m (2023: £11.41m), again following an exceptional response in 2023 due to the 7th October attacks.

The funding of project commitments in Israel showed a net charge of £4.46m (2023: £5.02m). This was the result, as shown in note 3 on page 52, of the Charity approving new project commitments of £3.98m (2023: £4.13m).

Net income surplus for 2024 was £5.78m (2023: £1.5m), representing a net increase in funds.

Plans for Future Periods

Guided by its longstanding mission and dedication, the Charity remains committed to its core purpose of supporting social impact projects in Israel and driving impact investments in alignment with its well-established criteria and processes. With a track record of many years of successful initiatives, the Charity aims to build upon its past achievements and continue to make a meaningful difference to the lives of communities across Israel, in particular the peripheries. The Charity’s commitment to the agreed criteria ensures that each project selected will not only serve immediate needs but also contribute to the sustainable development and prosperity of the region. The mission of the Charity in 2025 will be to continue to rebuild communities in the north and south of Israel that were destroyed by the terror attacks and whose residents were displaced and provide mental health and trauma support for the families and children who need us.

Fundraising

The Charity is actively involved in fundraising activities through legacies, regular donations from individuals and corporations and fundraising events. Potential donors are approached by email, post, telephone, or newsletter and can choose to opt out of receiving any fundraising communication from the Charity. The Charity has a Complaints Procedure that includes actions to be taken in the event of a complaint being made about its fundraising activities. There were 3 fundraising complaints made to the Charity during the year, each of which was satisfactorily resolved. The Charity takes care to protect vulnerable groups

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and members of the public when undertaking its fundraising activities, and in some cases is in regular contact with donors where it feels that additional support or explanations are required. For these purposes, the Charity is regulated by the Fundraising Regulator. The Charity has not incurred any material expenditure in 2024 to raise future donation income.

Reserves Policy

As at 31 December 2024, total funds held were £51.2m (2023: £45.4m). Of these, restricted funds totalled £10.62m (2023: £8.40m). The restricted fund includes investments and current assets but does not include any fixed assets or liabilities. Unrestricted reserves totalled £40.60m (2023: £37.41m) and included fixed assets of £2.88m (2023: £2.68m), investments of £35.28m (2023: £35.46m) and net current assets of £2.44m (2023: £9.14m).

It is the policy of the Trustees of the Charity to hold reserves against its obligations. The Trustees believe that a free reserve equivalent to not less than 3 months of operating expenditure should be held. Free reserves as at 31 December 2024 exceeded this level, due to a large legacy accrued at the end of the year. We plan to utilise these reserves over the next couple of years for administrative purposes. Free reserves are calculated as unrestricted reserves less fixed assets, longterm social impact investments and financial commitments. Operating expenditure is defined as unrestricted expenditure excluding donations to projects in Israel net of support costs.

Going Concern

The Charity’s cash flows together with its future operating expenditure and project requirement cash flows are monitored on a monthly basis by key management to ensure that they meet the minimum requirements set out by the Trustees. The Trustees have concluded that the group has sufficient cash resources to fund its activities for the next 12 months and beyond and therefore consider it appropriate to adopt the going concern basis in preparing the financial statements.

Investment Powers and Policy

The Memorandum and Articles of Association empower the Charity to invest monies not immediately required for its purposes in such investments, securities or properties as may be thought fit. JNF UK holds its assets in longterm social impact residential housing projects in Israel to earn rental income and provide an associated level of social and economic

impact, a range of short-term bank deposits so that monies can be quickly sent to projects in Israel according to the objects of the charity and cashflow forecasts and some investments, including, in the past, where it has been bequeathed some equities and also properties where there is a life tenant. Investment performance is in line with trustee expectations.

Statement of Trustees’ Responsibilities

The Trustees (who are also directors of the charitable company for the purposes 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 charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for the 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.

• Prepare the financial statements on a going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.

• State whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements.

The Trustees are responsible for keeping proper 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 and the Charities Act 2011. 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

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STRUCTURE, GOVERNANCE, MANAGEMENT AND FINANCIAL REVIEW

Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Statement as to Disclosure of Information to the Auditors

So far as the Trustees are aware, there is no relevant information (as defined by Section 418 of the Companies Act 2006) of which the charitable company’s auditors are unaware and each Trustee has taken all the steps that they ought to have taken as a Trustee to make them aware of any audit information and to establish that the charitable company`s auditors are aware of that information.

Auditors

On 24th April 2025, our auditors Nyman Libson Paul LLP were replaced as statutory auditors by HaysMac LLP. HaysMac LLP will be proposed for reappointment in accordance with section 485 of the Companies Act 2006.

This report was approved by the Board on 10th September 2025.

Samuel Hayek Chairman

40 | 2024 Annual Report and Accounts

INDEPENDENT AUDITORS REPORT

INDEPENDENT AUDITORS REPORT TO THE MEMBERS OF THE JNF CHARITABLE TRUST

Opinion

We have audited the financial statements of JNF Charitable Trust for the year ended 31 December 2024 which comprise the Consolidated Statement of Financial Activities, Balance Sheets, Consolidated Cash Flows and notes to the financial statements, including a summary of 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 group’s and of the parent charitable company’s affairs as at 31 December 2024 and of the group’s and parent charitable company’s net movement in funds, including the 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 group 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 group’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 Trustees are responsible for the other information. The other information comprises the information included in the Trustees’ 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.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements

2024 Annual Report and Accounts | 41

INDEPENDENT AUDITORS REPORT

or our knowledge obtained in 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 there is a material misstatement in the financial statements or a material misstatement of

the other information. 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 the audit:

• the information given in the Trustees’ Report (which includes the strategic report and the directors’ report prepared for the purposes of company law) for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the strategic report and the directors’ report included within the Trustees’ Report have been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the group and the parent charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Report (which incorporates the strategic report and the directors’ 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 by the parent charitable company; or

• the parent charitable company 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.

Responsibilities of Trustees for the financial statements

As explained more fully in the Trustees’ responsibilities statement set out on page 39, the Trustees (who are also the directors of the charitable company for the purposes 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 group’s and the parent charitable company’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 group or parent 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:

Based on our understanding of the group and the environment in which it operates,

42 | 2024 Annual Report and Accounts

we identified that the principal risks of noncompliance with laws and regulations related to fundraising regulations and GDPR, and we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006 and the Charities Act 2011.

We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls), and determined that the principal risks were related to completeness and cut-off of revenue and posting improper journal entries. Audit procedures performed by the engagement team included:

• Inspecting correspondence with regulators and tax authorities;

• Discussions with management including consideration of known or suspected instances of non-compliance with laws and regulation and fraud;

• Evaluating management’s controls designed to prevent and detect irregularities;

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.

Adam Halsey (Senior Statutory Auditor) 10 Queen Street Place

For and on behalf of HaysMac LLP, Statutory Auditor London EC4R 1AG

Date: 30 September 2025

• Identifying and testing journals, in particular journal entries posted by unusual users or with unusual descriptions; and

• Challenging assumptions and judgements made by management in their critical accounting estimates

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 noncompliance 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 for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc. org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

2024 Annual Report and Accounts | 43

Notes Unrestricted Funds £’000 Restricted Funds £’000 2024 Total £’000 Unrestricted Funds £’000 Restricted Funds £’000 2023 Total £’000 INCOME Donations & Legacies Donations 111 5,296 5,407 338 4,680 5,018 Legacies 4,791 543 5,334 2,191 25 2,216 KKL Charity Accounts income 193 9,167 9,360 211 10,653 10,864 Investment Income Investment income - rental income 967 - 967 768 - 768 Investment income – interest and dividends receivable 489 - 489 480 - 480 Other Income 4 - 4 1 - 1 Total Income 6,555 15,006 21,561 3,989 15,358 19,347 EXPENDITURE	19,347	1,561 5,021 11,405	(17,987) 2 6 132 -	1,500	43,947 -	45,447
	15,358	- 3,778 11,045	(14,823) - - - -	535	7,616 (109)	8,042
	3,989	1,561 1,243 360	(3,164) 2 6 132 -	965	36,331 109	37,405
	21,561	1,735 4,464 9,547	(15,746) - 14 (11) (40)	5,778	45,447 -	51,225
	15,006	- 3,520 9,036	(12,556) - - - -	2,450	8,042 130	10,622
	6,555	1,735 944 511	(3,190) - 14 (11) (40)	3,328	37,405 (130)	40,603

44 | 2024 Annual Report and Accounts

BALANCE SHEETS AS AT 31 DECEMBER 2024

Registered Company Number: 355248 Registered Charity Number: 225910

Notes	2024 Group £’000 2023 Group £’000 2024 Charity £’000 2023 Charity £’000
FIXED ASSETS
Tangible Assets 8 Investments 9	2,884 2,677 39 26 35,462 33,634 34,133 32,309
	38,346 36,311 34,172 32,335
CURRENT ASSETS
Debtors falling due within one year 10 Cash at bank and in hand Creditors falling due within one year 11 NET CURRENT ASSETS Creditors falling due after one year 12 NET ASSETS	6,373 3,660 9,996 7,745 12,171 13,203 4,758 6,053
	18,544 16,863 14,754 13,798 (2,875) (2,447) (2,572) (2,691)
	15,669 14,416 12,182 11,107 (2,790) (5,280) (2,789) (5,280)
	51,225 45,447 43,565 38,162
FUNDS
Unrestricted funds Restricted funds 13 & 14 TOTAL FUNDS	40,603 37,405 41,513 36,451 10,622 8,042 2,052 1,711
	51,225 45,447 43,565 38,162

The charity’s surplus for the year is £5.45m (2023: £1.49m)

The financial statements were approved and authorised by the Board of Trustees on 10th September 2025 and were signed on its behalf by:

Samuel Hayek, Chairman

The notes on pages 47 to 66 form part of these financial statements.

2024 Annual Report and Accounts | 45

CONSOLIDATED CASH FLOWS FOR THE YEAR ENDED 31 DECEMBER 2024

CONSOLIDATED CASH FLOWS FOR THE YEAR ENDED 31 DECEMBER 2024
Notes	2024 Group £’000 2023 Group £’000
CASH FLOWS FROM OPERATING ACTIVITIES
Net cash provided by operating activities 17	(298) (501)
CASH FLOWS FROM INVESTING ACTIVITIES
Investment Income Acquisition of tangible assets Acquisition of investment assets Proceeds on sale of investment property Insurance claim proceeds for vehicle Disposal of investments Net cash (used)/provided by investing assets Change in cash and cash equivalents in the reporting period Cash and cash equivalents at the beginning of the reporting period Cash and cash equivalents at the end of the reporting period	1,456 1248 (362) (1,274) (2,433) (1,115) 418 - - - 187 271
	(734) (763)
	(1,032) (1,371) 13,203 14,574
	12,171 13,203

Analysis of changes in net debt	At 1 January 2024 £’000	Cash flows £’000	At 31 December 2024 £’000
Cash	13,203	(1,032)	12,171
Long-term investments	33,634	1,828	35,462
Total	46,837	796	47,633

The notes on pages 47 to 66 form part of these financial statements.

46 | 2024 Annual Report and Accounts

NOTES TO THE ACCOUNTS

1. ACCOUNTING CONVENTION AND POLICIES

JNF Charitable Trust is registered under the Companies Act 2006 no 355248 and is registered with the Charity Commission no 225910. JNF UK Charitable Trust is a company limited by guarantee. The registered office for all subsidiaries in the UK and the parent is 95 Church Road, London NW4 4FE.

a. Accounting Conventions

The financial statements have been prepared in accordance with 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 (FR102) (second edition effective 1 January 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006. The reporting currency is GBP and the figures in the accounts are rounded to the nearest thousand pounds. JNF Charitable Trust meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s).

b. Group Financial Statements

These financial statements consolidate the results of the Charity and its wholly owned subsidiaries KKL Executor and Trustee Company Limited, JNF UK Israel Limited and 95 Church Road Hendon Limited, and its connected company, KKL Charity Accounts Limited. A separate statement of financial activities (SOFA) is not presented because the charity has taken advantage of s408 of the Companies Act 2006. The surplus for the parent charity for the year was £5.45m (2023: £1.49m)

c. Incoming Resources

Income is recognised when there is entitlement, receipt is probable, and it can be measured with reasonable accuracy.

Donations and receipts are accounted for on a receivable basis.

Legacies are accounted for either when received or when the Charity is notified of the legacy and receipt of the legacy is considered by the Trustees to be both probable and measurable i. e. on grant of probate.

Donated services are included at their fair value to the Charity.

Gift Aid recoverable in respect of income is accounted for on a receivable basis. Income from shares in subsidiary undertakings is accounted for on a received basis.

Other interest receivable and similar income is accounted for on a receivable basis.

Rental income from long term social impact projects is accounted for on a receivable basis.

Income from services provided is recognised when invoiced which is considered to be when the charity becomes entitled to the income.

2024 Annual Report and Accounts | 47

1. ACCOUNTING CONVENTION AND POLICIES (CONT'D)

d. Resources Expended

Grants payable are charged in the year when the offer is conveyed to the recipient except in those cases where the offer is conditional, such grants being recognised when the conditions attaching are fulfilled. Grants offered, which are subject to conditions that have not been met at the year end, are noted as a commitment, but are not accrued as expenditure in the financial statements. Project commitments in Israel includes all funds remitted to Israel by the charity in direct pursuit of its charitable objectives and their associated support costs and governance costs.

Remittances to UK Charities consist of

• (i) those made in accordance with instructions received for donors' individual accounts within KKL Charity Accounts Limited and include their associated support costs and governance costs,

• (ii) payments to other UK charities.

Support costs are expenditure incurred in providing administrative and financial services in support of the charitable expenditure above. Support costs including governance costs are generally allocated over charitable expenditure headings in a similar proportion to existing expenditure under those headings. Governance costs are incurred in compliance with constitutional, legal and statutory requirements related to the general running of the Charity and are incurred in support of the charitable expenditure above. Governance costs are generally allocated over charitable expenditure. Irrecoverable VAT is included under the relevant expense headings.

e. Capitalisation and depreciation of tangible fixed assets

Tangible fixed assets are stated in the balance sheet at cost less depreciation. Depreciation is provided to write off the cost of fixed assets over their estimated useful lives.

Rates of depreciation:

• Leasehold improvements are amortised over the period of the lease.

• Furniture and Equipment - 10% of the net book value.

• Computer Equipment – 33.33% of the net book value.

• Motor Vehicles - 25% of the net book value.

Tangible fixed assets costing more than £1,000 are capitalised and included at cost including any incidental expenses of acquisition.

f. Impairment

Fixed assets and investments are assessed for impairment indicators. Where indicators are identified an assessment for impairment is undertaken comparing the asset's carrying amount to its recoverable amount. Where the carrying amount of an asset is deemed to exceed its recoverable amount, the asset is written down to its recoverable amount, this is likely to be the value in use of the asset based on its service potential. The resulting impairment loss is recognised as expenditure in the Statement of Financial Activities.

g. Pension Scheme

Payments to defined contributions schemes are written off as incurred.

48 | 2024 Annual Report and Accounts

1. ACCOUNTING CONVENTION AND POLICIES (CONT'D)

h. Funds

Unrestricted funds comprise those funds which the Trustees are free to use in accordance with the charitable objects. Restricted funds are funds which have been given for particular purposes and projects. Income and expenditure are allocated to the appropriate fund in the consolidated statement of financial activities. The group has no designated funds.

i. Investments

Investments are initially recorded at cost at the date of acquisition.

Listed investments are revalued to market value at the balance sheet date based on publicly traded prices.

Investment properties consist of properties acquired and held purely for economic benefit. Long term social impact projects are long-term investments made into Israeli properties with the intention to generate social and economic impact alongside a financial return. Social investment properties are revalued to fair value at the balance sheet date based off internal and external valuation reports.

Realised gains and losses on investments are calculated by comparing the sale proceeds with the market value at the end of the previous financial year. Unrealised gains and losses represent the difference between the market value of investments held at the end of the financial year with their value at the beginning of the year or with their cost if purchased subsequently.

j. Debtors

Debtors include amounts owed to the Charity for the provision of goods and services or amounts the Charity has paid in advance for the goods and services it will receive. Debtors also include amounts receivable on grant funding and legacies to which the charity is entitled. Debtors are measured at their recoverable amounts (the amount the charity anticipates it will receive from a debt or the amount it has paid in advance for goods or services). An amount recoverable more than a year after the end of the reporting date is measured at its present value at the balance sheet date if the time value of money is material and the settlement terms constitute a financing transaction.

k. Liabilities

Liabilities are amounts due to creditors and any provision made as a result of an obligation to transfer economic benefits, usually in the form of a cash payment, to a third party. Liabilities are measured at their settlement amount except for certain types of financial liabilities. A liability is recognised for the amount that the Charity anticipates it will pay to settle the debt or the amount it has received as an advance payment for goods or services it must provide.

l. Financial Instruments

The Charity only enters into basic financial instruments transactions that result in the recognition of financial assets and liabilities like trade and other accounts receivable and payable, loans from banks and other third parties, loans to related parties and investments in non-puttable ordinary shares.

2024 Annual Report and Accounts | 49

1. ACCOUNTING CONVENTION AND POLICIES (CONT'D)

m. Foreign Exchange Policy

Transactions denominated in foreign currencies are translated into sterling at the exchange rate prevailing at the date of the transaction. Monetary assets and liabilities denominated in foreign currencies are translated at the exchange rate ruling at the balance sheet date.

Exchange differences arising on translation are recognised in the Statement of Financial Activities within the period in which they arise.

Where foreign exchange movements relate to restricted funds, the impact is allocated to the relevant fund. The charity does not engage in speculative foreign exchange transactions and only maintains foreign currency balances where operationally necessary.

n. Judgements in applying accounting policies and key sources of estimation uncertainty

• In the application of the Charity’s accounting policies, the members are required to make judgements, estimates and assumptions about the carrying amounts 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 if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.

Estimations during the year:

During the year ended 31 December 2021, the Group revalued several properties. When it was not feasible to obtain a professional external valuation, values were estimated internally based off initial costs and house price indices. During 2024, the group undertook a review of the investment properties comparing 2021 valuations with local property market indices to ensure that there was no material change in value.

o. Going concern

The Charity’s free reserves are monitored on an ongoing basis by key management to ensure that these meet the minimum requirements set out by the Trustees. The Trustees conclude that the group has sufficient reserves to fund its future activities and there are no material uncertainties and therefore consider it appropriate to adopt the going concern basis in preparing the financial statements.

50 | 2024 Annual Report and Accounts

2. TOTAL RESOURCES EXPENDED

Staff costs Direct costs Share of support and governance costs	Fundraising Project Funding in Israel UK Charitable Projects 2024 Total 2023 Total £’000 £’000 £’000 £’000 £’000 570 313 235 1,118 1,000 255 3,927 9,046 13,228 15,635
	825 4,240 9,281 14,346 16,635
	910 224 266 1,400 1,352
	1,735 4,464 9,547 15,746 17,987

The analysis by fund is:

Unrestricted fund Restricted fund	Fundraising Project Funding in Israel UK Charitable Projects 2024 Total 2023 Total £’000 £’000 £’000 £’000 £’000 1,735 944 511 3,190 3,164 - 3,520 9,036 12,556 14,823
	1,735 4,464 9,547 15,746 17,987

The resources expended are stated after charging:

he resources expended are stated after charging:
	2024	2023
	£’000	£’000
Depreciation	157	123
Payments to auditors for audit services	50	31
Payments to auditors for non-audit services	10	-

2024 Annual Report and Accounts | 51

3. FUNDING PROJECT COMMITMENTS IN ISRAEL

UNDING PROJECT COMMITMENTS IN ISRAEL
Education/Training, Youth and Leadership Environment, infrastructure and landscape development Advancement of Health Economic/Community Welfare Projects less than £25,000 Total funding committed to new projects Adjustment to prior year project commitments Currency exchange adjustments Direct staff and other costs and share of allocated costs	2024 £’000 2023 £’000 445 326 24 191 442 87 966 935 2,102 2,458 3 131
	3,982 4,128 232 759 26 (362) 224 496
	4,464 5,021

4. DONATIONS TO UK AND OVERSEAS CHARITIES

KKL Charity Accounts through individual and corporate sub-accounts Share of support costs	2024 2023 £’000 £’000 9,281 11,148
	9,281 11,148 266 257
	9,547 11,405

Payments to UK and overseas charities principally represent:

Payments from KKL Charity Accounts through individual and corporate KKL Charity sub-accounts. Details of these payments are not disclosed as they are made in accordance with specific restrictions imposed by the donors and are not necessarily representative of the Charity’s own grant making policies.

During the year, the top 20 donations by value, were made to the following charities:

TATIA FOUNDATION	£ 1,041,954
JGIVE (KEREN ASSOR)	£ 395,176
YAD BINYAMIN V'SARA	£ 248,285
HASMONEAN HIGH SCHOOL CHARITABLE TRUST	£ 206,873
JEWISH CARE	£ 205,563
UJIA	£ 180,013
INTERNATIONAL FELLOWSHIP OF CHRISTIANS AND JEWS (CHICAGO)	£ 168,851
COMMUNITY SECURITY TRUST	£ 155,343

52 | 2024 Annual Report and Accounts

NORWOOD	£ 125,375
UNITED SYNAGOGUE HEAD OFFICE/Kol Nidre Appeal	£ 123,640
MAGEN DAVID ADOM UK	£ 116,357
CAMP SIMCHA	£ 111,839
JNF CHARITABLE TRUST	£ 98,151
WORLD JEWISH RELIEF	£ 96,030
ACHIM BEAD ACHIM	£ 85,790
SEED (HEAD OFFICE)	£ 85,338
BEIT HALOCHEM UK	£ 84,216
CHAI CANCER CARE	£ 81,861
JFS CHARITABLE TRUST	£ 80,059
S & P SEPHARDI COMMUNITY	£ 79,629

5. SUPPORT COSTS

An analysis of the major support costs in note 2 is as follows:

An analysis of the major support costs in note 2 is as follows:
Staff costs Governance costs IT costs Consultants’ costs Other direct costs Analysed between: Fundraising Funding project commitments in Israel UK charitable projects	2024 2023 £’000 £’000 420 428 31 33 60 44 52 30 837 817
	1,400 1,352
	910 879 224 216 266 257
	1,400 1,352

2024 Annual Report and Accounts | 53

6. TRUSTEES' REMUNERATION AND BENEFITS

No payments were made to Trustees for their services as Trustees other than the reimbursement of expenses incurred in providing such services. During the year £1,729 (2023: £226) was reimbursed to four (2023: two) Trustees in respect of travel and subsistence. Trustee donations to JNF UK during the year totalled £15,519 (2023: £22,701) including donations made from Trustees’ SmartGiving accounts.

7. STAFF COSTS

Salaries Social security costs Pension costs	2024 2023 £’000 £’000 1,415 1,226 127 129 55 72
	1,597 1,427

The average monthly number of employees during the year was as follows: Fundraising Israel Project Team Finance, Management, Administration & Education	2024 2023 8 8 8 6 11 12
	27 26

The number of employees whose emoluments (including benefits), as defined for taxation purposes, amounted to over £60,000 in the year was as follows:

£70,000-£80,000 £80,000 - £90,000 £90,000 - £100,000 £100,000 - £110,000 £140,000 - £150,000	2024 2023 1 1 1 1 1 1 1 - 1 1
	5 4

Pension contributions were made to defined contribution schemes for five high paid employees (2023: four employees) and these amounted to £20,983 (2023 £17,256). The total is disclosed in the table above.

The total remuneration of key management personnel within the Charity totalled £600,399 (2023: £496,000).

54 | 2024 Annual Report and Accounts

8. TANGIBLE FIXED ASSETS

GROUP	Freehold Land, Property & Improvements Furniture, Computer and Equipment Motor Vehicles Total £’000 £’000 £’000 £’000
COST
At 1 January 2024 Additions Disposals Adjustments including FX At 31 December 2024	2,446 680 211 3,337 301 33 28 362 - - - - - - 2 2
	2,747 713 241 3,701
DEPRECIATION
At 1 January 2024 Charge for year Disposals Adjustments including FX At 31 December 2024	- 546 114 660 29 83 23 135 - - - - - 22 - 22
	29 651 137 817
NET BOOK VALUE
At 31 December 2024 At 31 December 2023 CHARITY	2,718 62 104 2,884
	2,446 135 96 2,677
	Leasehold Improvements Furniture, Computer and Equipment Total £’000 £’000 £’000 - 350 350 - 41 41 - (150) (150) - 241 241 - 324 324 - 9 9 - (131) (131) - - - - 201 201 - 39 39 - 26 26
COST
At 1 January 2024 Additions Disposals At 31 December 2024
DEPRECIATION
At 1 January 2024 Charge for year Disposals Adjustment including FX At 31 December 2024
NET BOOK VALUE
At 31 December 2024 At 31 December 2023

Additions in the year relate to the development of the freehold at 95 Church Road, for the new Head Office.

2024 Annual Report and Accounts | 55

9. INVESTMENTS

9. INVESTMENTS
GROUP	Investment Property Long term social impact projects Investment in subsidiary undertakings Quoted investments Total £’000 £’000 £’000 £’000 £’000
COST OR VALUATION
At 1 January 2024 Additions Disposals At 31 December 2024	322 26,588 - 237 27,147 - 2,247 - 186 2,433 (322) - - (187) (509)
	- 28,835 - 236 29,071
REVALUATIONS
At 1 January 2024 Revaluations in the year Disposals At 31 December 2024	95 6,261 131 6,487 - - - (1) (1) (95) - - - (95)
	- 6,261 - 130 6,391
NET BOOK VALUE
At 31 December 2024 At 31 December 2023	- 35,096 - 366 35,462
	417 32,849 - 368 33,634

CHARITY	Investment Property Long term social impact projects Investment in subsidiary undertakings Quoted investments Total £’000 £’000 £’000 £’000 £’000
COST OR VALUATION
At 1 January 2024 Additions Disposals At 31 December 2024	323 25,033 290 174 25,820 - 2,228 - - 2,228 (323) - - - (323)
	- 27,261 290 174 27,725
REVALUATIONS
At 1 January 2024 Revaluations in the year Disposals At 31 December 2024	95 6,397 - (3) 6,489 - - - 14 14 (95) - - - (95)
	- 6,397 - 11 6,408
NET BOOK VALUE
At 31 December 2024 At 31 December 2023	- 33,658 290 185 34,133
	418 31,430 290 171 32,309

Long term social impact projects relate to commitments in Israel, where the Group owns properties and receives rental income and where there is an associated high level of social and economic impact. Social impact projects were revalued based on valuation reports performed by qualified locally based agents at the end of 2021. During 2024, the group undertook a review of the investment properties comparing 2021 valuations with local property market indices to ensure that there was no material change in value.

56 | 2024 Annual Report and Accounts

10. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

Donations and legacies receivable Prepayments and accrued income Other debtors Due from subsidiary undertakings	Group 2024 Group 2023 £’000 £’000 6,170 3,168 109 134 94 358 - -	Charity 2024 Charity 2023 £’000 £’000 6,169 3,168 71 105 3 35 3,753 4,437
	6,373 3,660	9,996 7,745

11. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

Trade creditors Other creditors Accruals and deferred income Taxation and social security Loan payments Project commitments Due to subsidiary undertakings	Group 2024 Group 2023 Charity 2024 Charity 2023 £’000 £’000 £’000 £’000 369 117 66 79 176 221 176 164 94 246 94 470 29 17 29 15 42 41 42 41 2,165 1,805 2,165 1,805 - - - 117
	2,875 2,447 2,572 2,691

12. CREDITORS: AMOUNTS FALLING DUE OVER ONE YEAR

Due within 1-5 years Project commitments Loan Due after more than 5 years Loan	Group 2024 Group 2023 £’000 £’000 1,835 4,292 227 176 728 812	Charity 2024 Charity 2023 £’000 £’000 1,834 4,292 227 176 728 812
	2,790 5,280	2,789 5,280

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13. RESTRICTED FUNDS

With the exception of donations via KKL Charity Accounts, all other restricted donations were for projects in Israel.

projects in Israel.
KKL Charity Accounts Education/Youth and Leadership Economic/Community Welfare Advancement of Health Environment, infrastructure & landscape development Humanitarian Aid Legacies Others Restricted Funds Unrestricted Funds Total Funds	Balance at 1 January 2024 Incoming resources Resources expended Transfer between funds Balance at 31 December 2024 £’000 £’000 £’000 £’000 £’000 6,329 9,167 (9,036) 6,460 854 701 (400) - 1,155 83 1,315 (625) - 773 88 1,798 (1,269) - 617 3 673 (442) - 234 25 223 (24) - 224 643 466 (760) - 349 12 404 - - 416 5 259 - 130 394
	8,042 15,006 (12,556) 130 10,622 37,405 6,518 (3,190) (130) 40,603
	45,447 21,524 (15,746) - 51,225

Transfers between restricted and unrestricted funds have been made following a comprehensive review of the total expenditure incurred by the projects at the end of 2024. The appropriate transfer has been made between funds so that the balances at 31 December 2024 represent the remaining restricted funds held at that date.

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13. RESTRICTED FUNDS (CONT'D)

KKL Charity Accounts Education/Youth and Leadership Economic/Community Welfare Advancement of Health Environment, infrastructure & landscape development Humanitarian Aid Legacies Others Restricted Funds Unrestricted Funds Total Funds	Balance at 1 January 2023 Incoming resources Resources expended Transfer between funds Balance at 31 December 2023 £’000 £’000 £’000 £’000 £’000 6,721 10,653 (11,045) 6,329 749 387 (269) (13) 854 120 436 (473) - 83 20 449 (381) - 88 5 85 (87) - 3 - 75 (50) - 25 - 3,133 (2,490) - 643 - 12 - - 12 1 128 (28) (96) 5
	7,616 15,358 (14,823) (109) 8,042 36,331 4,129 (3,164) 109 37,405
	43,947 19,487 (17,987) - 45,447

Transfers between restricted and unrestricted funds have been made following a comprehensive review of the total expenditure incurred by the projects at the end of 2023. The appropriate transfer has been made between funds so that the balances at 31 December 2023 represent the remaining restricted funds held at that date.

Restricted funds are summarised as follows:

1. KKL CHARITY ACCOUNTS - Restricted funds were received and charitable donations made in accordance with instructions received from donors' individual accounts within KKL Charity Accounts Limited.

2. EDUCATION/YOUTH AND LEADERSHIP - Restricted funds were received from donors and donated to projects including the building of a multi-purpose school for children with special needs in Beer Sheva, a new high school in Sderot with modern security features to protect children from rocket and missile attacks, several educational programmes for youth from the middle and lower classes including those who are disabled to encourage them to take responsibility for their lives, a project that promotes Jewish studies among Israeli students by offering scholarships and learning programmes, a project that supports highly skilled new immigrants to integrate into society, focusing on finding and developing a career, a project establishing Gap Year communities in two kibbutzim where high school graduates spend a year volunteering as part of a programme that focuses on education and leadership, agriculture work and community engagement.

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1. ECONOMIC AND COMMUNITY – restricted funds were received and donated to projects including ‘Building Neighbourhoods’ based on the principle of growing leaders from within disadvantaged communities in order to build engagement and develop future communal leaders, projects to provide assistance to towns and kibbutzim close to the Gaza border, that were damaged by rocket attacks, resulting in many casualties since 7[th] October 2023 and soup kitchens which provide fresh, nutritious meals daily.

2. WELFARE - restricted funds were received from donors and donated to projects including mental health assistance and treatment for adults and children who have been bereaved and/or experienced trauma, especially in relation to the 7th October attacks, support for nonprofit organisations that are helping the most vulnerable members of Israeli society, such as at-risk youth, the elderly, and Holocaust survivors, a project that operates two children's villages in Arad which serve as a safe haven for 90 at-risk children, all of whom have been removed from their homes by court order due to extreme poverty, neglect, violence or abuse, several projects to support civilians displaced from northern border towns and the south as a result of the 7th October attacks including emotional support, rehabilitation, refurbishment of their homes and financial support.

3. ADVANCEMENT OF HEALTH - Restricted funds were received from donors and donated to projects including bespoke assistance and support for cancer patients and their families to strengthen them emotionally and economically, and a project with the National Service volunteer programme which includes volunteering at hospitals and schools.

4. ENVIRONMENT, INFRASTRUCTURE & LANDSCAPE DEVELOPMENT - restricted funds were received from donors and donated to projects including support for a leading environmental studies and research institute in the Middle East that provides accredited academic programmes and research centres, and supports international cooperation initiatives focusing on environmental concerns and challenges, support for nonprofit organisations that were the first to locate the source of the recent fires, and act as first responders before the fire spreads into wider areas. JNF UK support has helped provide equipment including lightweight fire trucks, mobile Fire Command and Control Units, mobile detection systems, personal fire extinguishers and specialised vests to protect firefighters, a project to build a Memorial forest in memory of all those who lost their lives in the 7th October attacks, as well as tree planting and construction of urban forests in towns and squares around Israel to provide shade and improve landscapes.

5. HUMANITARIAN AID - restricted funds were received from donors and donated to variety of projects including emergency aid following the 7th October attacks, such as emergency survival kits for civilians who were forced to spend extended periods in bomb shelters, renovation and refurbishment of bomb shelters in many towns across Israel, providing support to families and children who were forced to quickly leave their homes including providing relief through musical shows, arts and crafts, and guided sessions, immediate financial aid to purchase necessities such as toiletries, clothes and shoes, financial support for funerals, financial aid to individuals who could no longer work because their businesses were forced to close or they had been injured and couldn’t work, providing meals for those in need and support with agriculture through volunteering.

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1. LEGACIES - restricted legacies were received from donors for projects including land and waterbased projects, the arts, aid for starving children and for communities evacuated from northern border towns.

14. ANALYSIS OF NET ASSETS BETWEEN FUNDS

Fixed assets Investments Current assets Current liabilities Creditors more than 1 year	Unrestricted Funds Restricted Funds Total 2024 Total 2023 £’000 £’000 £’000 £’000 2,884 - 2,884 2,677 35,281 181 35,462 33,634 8,103 10,441 18,544 16,863 (2,875) - (2,875) (2,447) (2,790) - (2,790) (5,280)
	40,603 10,622 51,225 45,447

15. SUBSIDIARY UNDERTAKINGS AND INTRA-GROUP TRANSACTIONS

The Charity owns three active wholly-owned subsidiaries, KKL Executor and Trustee Company Limited and JNF UK Israel Limited, and a property holding company, 95 Church Road Hendon Limited. A summary of their results is shown below:

(i) KKL: Executor and Trustee Company Limited Statement of Comprehensive Income

Turnover Administrative Expenses Operating (Loss) Interest receivable and similar income Loss before taxation Tax on profit on ordinary activities Loss for the financial year after taxation	2024 2023 £’000 £’000 604 545 (605) (545)
	(1) - - -
	(1) - - -
	(1) -

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15. SUBSIDIARY UNDERTAKINGS AND INTRA-GROUP TRANSACTIONS (CONT'D)

Net Asset Statement at 31 December 2024 Tangible fixed assets Current assets Current liabilities Total Net Assets Represented by: Share Capital Retained earnings Shareholders’ funds	2024 2023 £’000 £’000 5 10 131 130 (20) (23)
	116 117
	250 250 (134) (133)
	116 117

The staff costs and some administrative costs of KKL E&T are incurred by the Charity and recharged to KKL E&T at the end of each month. At the end of the year, the Charity paid management fees of £601,000 (2023: £545,000) to KKL E&T.

At 31 December 2024 KKL E&T was owed £120,486 (2023: £116,899) by its parent company. At 31 December 2024 KKL E&T owed KKL Charity Accounts, a connected charity £4,826 (2023: £4,826). There were no other related party transactions between KKL E&T and the other group companies.

(ii) JNF UK Israel Limited Statement of Comprehensive Income

Turnover Administrative Expenses Operating Profit Interest receivable and similar income Profit before taxation Tax on profit on ordinary activities Profit for the financial year after taxation Net asset statement at 31 December Tangible fixed assets Current assets Current liabilities Total net assets	2024 2023 £’000 £’000 749 809 (655) (711)
	94 98 6 -
	100 98 - (9)
	100 89
	2024 2023 £’000 £’000 1,537 1,515 209 763 (1,014) (1,645)
	732 633

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15. SUBSIDIARY UNDERTAKINGS AND INTRA-GROUP TRANSACTIONS (CONT'D)

Represented by: Share Capital Retained earnings Shareholders’ funds	732 633 - -
	732 633

JNF UK Israel Limited is a wholly owned subsidiary of JNF Charitable Trust with issued share capital of Israeli Shekel 1,000. During the year JNF UK Israel Limited charged its parent, the Charity, fees of £460,192 net of Israeli VAT (2023: £ 438,002) for project and property management. It also recharged expenses of £185,422 (2023: £240,930) inclusive of VAT to its parent company.

At 31 December 2024 JNK UK Israel Limited owed its parent company £918,643 (2023: £1,580,191). There were no other related party transactions between JNF UK Israel Limited and the other companies in the group.

(iii) 95 Church Road Hendon Limited Statement of Income and Expenditure

Administrative Expenses Operating Loss Loss for the year Net asset statement at 31 December Tangible fixed assets Current assets Current liabilities Total net assets Represented by: Share Capital Retained earnings Shareholders’ funds	2023 2023 £’000 £’000 (48) (28)
	(48) (28)
	(48) (28)
	2024 2023 £’000 £’000 2,521 2,245 1 6 (2,625) (2,306)
	(104) (55)
	(104) (55)
	(104) (55)

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16.15. SUBSIDIARY UNDERTAKINGS AND INTRA-GROUP SUBSIDIARY UNDERTAKINGS AND INTRA-GROUP TRANSACTIONS (CONT'D)TRANSACTIONS (CONT'D)

Administrative expenses of £48,049 were incurred during the year (2023: £28,869). All expenses have been paid by its parent company. At 31 December 2024, 95 Church Road Hendon Limited owed its parent company £2,617,808 (2023: 2,191,364). There were no other related party transactions between 95 Church Road Hendon Limited and its parent, the Charity.

The Charity also owns the following dormant subsidiaries:

JNF Limited Jewish National Fund Limited Jewish National Fund for Israel Limited JNF UK Limited JNF Executor and Trustee Company Limited KKL Limited

16. RECONCILIATION OF NET INCOME TO NET CASHFLOWS FROM OPERATING ACTIVITED

Net Income for the year, as per the Statement of Financial Activities Adjustments for: Investment Income Depreciation (Increase) in fair value of investments (Profit)/loss on disposal of investments Write-off of goodwill and paintings Write-off of leasehold improvements (Decrease) in creditors (Increase)/decrease in debtors Net cash flow from Operating Activities	2024 2023 £’000 £’000 5,778 1,500 (1,456) (1,248) 157 123 (1) (13) - 7 - 17 - 38 (2,063) (1,393) (2,713) 468
	(298) (501)

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17. CONNECTED CHARITIES

KKL Charity Accounts is a connected charity (Charity Number 1105998), which operates from the same address as the Charity. All but one of the Trustees of KKL Charity Accounts are also Trustees of this Charity and it is therefore treated as a subsidiary. A summary of its results is shown below:

Total income Total expenditure Net result	Restricted Funds Unrestricted Funds Total 2024 Total 2023 £’000 £’000 £’000 £’000 9,167 516 9,683 11,129 (9,036) (322) (9,358) (11,316)
	131 194 325 (187)

The aggregate of its assets, liabilities and funds were:

Assets Liabilities Net assets Unrestricted funds Restricted funds Total funds	2024 2023 £’000 £’000 7,522 7,377 (517) (697)
	7,005 6,680
	544 350 6,461 6,330
	7,005 6,680

The staff costs and some administrative costs of KKL Charity Accounts are incurred by JNF Charitable Trust and recharged to KKL Charity Accounts at the end of each month.

At 31 December 2024 KKL Charity Accounts owed JNF Charitable Trust £336,880 (2023: £665,643). There were no other related party transactions between KKL Charity Accounts and the companies in the JNF Group.

18. FINANCIAL ASSETS AND LIABILITIES

Financial assets measured at fair value through the Statement of Financial Activities Financial assets measured at amortised cost Financial liabilities measured at amortised cost	Group 2024 Group 2023 Charity 2024 Charity 2023 £’000 £’000 £’000 £’000 35,460 33,634 34,133 32,309 18,544 16,863 14,863 13,395
	(5,665) (7,727) (5,470) (7,611)

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19. FINANCIAL COMMITMENTS

As at 31 December 2024, the Board of Trustees had the following commitments:

Lease obligations due within 1 year Other obligations due within 1 year Lease obligations due between 1 and 5 years	Group 2024 Group 2023 Charity 2024 Charity 2023 £’000 £’000 £’000 £’000 6 13 6 13 - 1,413 - 1,413 5 - 5 -
	11 1,426 11 1,426

The Charity’s lease obligations relate to the lease of a company car. The remaining renovations of the property purchased by 95 Church Road Hendon Limited were estimated to be £59,000 at the reporting date, although no contractual commitments had been made at that date. Before the year end the charity paid a 7% deposit on a tranche of apartments in Bat Yam. The second stage payment of 8% of the purchase price is due in 2025, with the balance due prior to completion. The Charity plans to fund its commitments from its existing unrestricted reserves.

20. PENSION AND OTHER POST RETIREMENT BENEFIT COMMITMENTS

The group contributes towards a number of defined contribution pension schemes. The cost of these schemes is charged to the SOFA and amounted to £54,796 (2023: £72,224). They did not give rise to any provisions or reserves. At the end of the year, £7,565 was owed to the pension providers (2023: £6,735).

21. RELATED PARTIES

Details of the related party transactions are set out in notes 2,6,15 and 18.

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REFERENCE AND ADMINISTRATIVE DETAILS

Registered Company number Registered Charity number Registered office Trustees

355248 (England and Wales) 225910 95 Church Road London NW4 4FE

S Hayek – Chairman G Falter – Deputy Chairman B Oakland – Deputy Chairman A Mendoza – President L Julius – Treasurer C Djanogly R Freedman (appointed on 11 September 2024) T Kendal M Lee M Waisman H Wayne

T Asserson (resigned on 11 September 2024)

Company Secretary Lindsay Davidson Auditors HaysMac LLP 10 Queen Street Place London EC4R 1AG Solicitors Mishcon de Reya LLP Africa House 70 Kingsway London WC2B 6AH Bankers Barclays Bank plc 1 Churchill Place London E14 5HP

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JNF Charitable Trust

95 Church Road, London NW4 4FE Tel: [phone] • Email: [e-mail] • Web: www.jnf.co.uk

JNF Charitable Trust is a registered Charity No 225910; Company No 355248 registered in England and Wales. Registered office: Mountcliff House, 154 Brent Street, London NW4 2BF.