Reality’s distinction as a real estate investment group lies in its ability to identify potential in assets and guide them toward their full potential. Alongside financial and economic expertise, the work is grounded in deep expertise and a strong familiarity with the urban environment, the market, and the people active within it. It also encompasses how assets function in practice and connect to their surroundings over time, as factors that directly influence the value creation process.

The value creation process of each project shapes the identity and long-term relevance of the asset. This reflects an understanding that value is built not only through planning, but also through how a place operates and connects to its environment from early stages, even before the plan is fully realized. From the outset, each asset is considered as part of a broader urban system, with attention to how it integrates into the existing fabric, the uses that surround it, and the gaps on the ground. This approach integrates planning, use, community, and content,
and continues to evolve in response to what unfolds in practice.

Close collaboration between project managers and the Impact team takes place as part of an integrated, cohesive framework that brings together planning, execution, and activation. Financial and planning considerations are developed alongside in-depth, on-the-ground work. During this phase, teams engage with the environments where projects operate, meet with communities, maintain dialogue with local authorities, and develop an understanding of local needs. These are reflected in existing uses, gaps in use, conversations with residents, and local initiatives.

Work with local authorities is ongoing and includes coordination with various municipal stakeholders, alignment across departments, and the development of a shared understanding of local needs and opportunities for development. In many cases, this approach supports the formation of trust-based relationships with local authorities, in which Reality operates as a partner rather than solely as a developer.

Insights gathered on the ground inform planning and are translated into programmatic uses, planning adjustments, and decisions that connect urban needs with the project itself. The nature of this work varies from project to project and often involves engagement with complex areas and ongoing adaptation over time, in response to how the environment evolves in practice.

In various cases, this process has led to tangible change in the built environment, including the activation of vacant assets, the integration of community and cultural activity, and the transformation of buildings into active hubs serving diverse groups.

During the planning and permitting stages, assets are activated in practice through a mix of community initiatives, cultural organizations, non-profits, and workspaces, tailored to the character of the surroundings and local needs. This allows the site to begin operating from an early stage, generating daily activity and becoming accessible to a range of users, while also offering a clearer understanding of how it is used in practice.

For example, at the former Zoglovek factory in Nahariya, an industrial site, an active cultural center was established in collaboration with municipal and community partners, featuring artistic activity, workspaces, and wellness spaces. Activity at the site has helped create a local destination and integrated the complex into the urban fabric from an early stage.

On-the-ground activity helps clarify what works in practice, which uses persist over time, and how the space is used. It allows for the identification of usage patterns, emerging needs, and development opportunities, and supports the adaptation of planning based on real-world data. This stage plays a central role in shaping the future uses of the asset, enabling a more precise mix of uses and alignment of the project with on-the-ground reality.

Efforts to extend impact beyond the real estate sector are also carried out through the Advot Fund, which operates independently to promote and support the integration of integrative medicine within Israel’s public healthcare system. This activity runs in parallel to Reality’s investment platforms, reflecting a broader approach to responsibility and impact, even when not directly related to specific assets.

The fund works in collaboration with hospitals, non-profit organizations, and professional bodies, advancing the integration of supportive treatments alongside conventional medicine as part of the care process. Its activities include supporting programs within hospitals, supporting the development of complementary services across departments, funding research, and providing training for medical staff.

In parallel, the fund engages with professional and regulatory stakeholders to advance policy and expand recognition of integrative medicine, with the aim of integrating it as an integral part of the public healthcare system and improving access to these treatments for patients. In various cases, the fund’s work has led to the establishment of treatment programs within hospitals, the integration of complementary therapies into existing departments, and the expansion of services for patients, caregivers, and medical teams. As part of these efforts, the fund contributed to the inclusion of acupuncture treatments for pain relief among oncology patients within Israel’s public health system.

The ability to lead complex processes is grounded in Reality’s people — teams drawn from fields including entrepreneurship, architecture, planning, economics, and impact, working together as a single professional mix that brings together different perspectives throughout the process. The organizational culture encourages an entrepreneurial mindset and a flexible way of thinking, in which each individual contributes their unique expertise within a shared working environment.

This way of working allows for movement across disciplines, individual initiative, and direct dialogue across all levels, enabling ideas to develop through collaboration rather than solely through hierarchical structures.

It is characterized by the ability to adapt methods of work to specific needs, supporting the advancement of processes, the identification of development opportunities, and full ownership of them, driven by a strong sense of commitment.

A significant part of the work takes place through day-to-day collaboration between teams, in processes that connect different areas of expertise. Direct communication and accessibility between team members and the group’s leadership enable a high pace of work while maintaining continuous attention to what is happening
on the ground.